Our mindsets, the indicator of our belief and attitude towards our own abilities, are the key factor that affects how we behave and influence those around us. Researchers have concluded that one’s mindset can have great impacts on their future successes and that one’s belief can either makes them or breaks them.

One’s mindset is defined as the perception of achieving goals in both the professional and personal lives. In other words, a mindset helps define one’s personality. It reflects the way an individual views and acts toward life, how they perceive success and failure, as well as determining their emotional, cognitive, behavioural and neural responses to these experiences.

As we move into a new era of recruiting, the age of the resume may be drawing to a close. Social media is becoming increasingly popular as a way for recruiters to find the best possible candidates for open positions. According to a recent survey by Jobvite, 92 percent of recruiters are using social media to find new talent in 2012. The survey reports, “Social recruiting has become an essential resource in the war for talent as competition is fiercer than ever.”

If a stranger asks you to rank your management team on a scale of one to ten in areas such as communication, delegation, etc, what would you say? Most people would rank them unrealistically high for fear that their answers would get back to their boss. How many of you can say that you would answer 100 percent truthfully in your own opinion?

Do you know what is important to your prospective and current employees? Do you work hard to meet those needs? If you answered yes to both questions, then you probably have a low employee turnover rate. However, this is not the case for all employers and many companies struggle with the issue of employee turnover.

Leaders are catalysts for change in organisations and managers are necessary for managing change through the rank and file workforce. Unfortunately some managers resist change, especially if they have already lived through previous change initiatives that forced them to do more with less. Managers who are unwilling to embrace change have distinct characteristics that put them "at risk" for derailing in their careers.

Growth is a constant topic of conversation these days. Executives want to grow their leadership skills. Health conscious folks want to grow their own food. Bodybuilders want to increase the size of their muscles. Companies desire to exponentially grow their sales numbers.

When talking about performance indicators for organisations, KPIs seem to come first in mind because it is easy to use and familiar to the majority of the employees. However, the “revolutionary” new approach of measuring goals and inspire people to success – OKRs, are gaining lots of attention lately. OKRs are being used at Google as the main goal-setting framework and plays a part in its global success.

Organisations must continually search for ways to make the whole more valuable than the sum of its parts. Although the recession has technically ended, the downturn lingers on, with fewer employees expected to produce the same output as when fully staffed. What gets employers through these challenging times is discipline, not panic or trust in fate. Human resource and strategic workforce management solutions can align your business by helping you recruit, develop, retain, engage, and promote the best employees.

Larger companies have the benefit of a larger workforce, usually with more roles per function to get the job done. (That's not to say that big companies are bloated with redundancies; plenty of big corporations are known for running lean and efficient operations.) But in contrast, small business managers likely feel more pressure to get the most out of every person they hire to fill voids faster.