Over 20 years ago, I raised the question of whether corporations were prepared to recruit, select, develop and utilize a diverse talent pool. I also wondered aloud whether managing a racial, gender and ethnic diverse pool of human resources called for a different capability than that of managing a relatively homogeneous group of people. I contended that two different sets of processes were called for, and I labeled the process for a diverse pool “Managing Diversity.”
The goal of this process was “full utilization of human resources” in pursuit of competitive advantage and productivity gains.
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When I was asked to write about what makes a dream job, I first thought about describing my own job. I love what I do! After deciding such a column would be a little egotistical, I made a list of friends and clients and asked myself which one had a dream job.
To me, a dream job does not mean a job with lots of money or status. It’s a job that allows you to fulfill your dreams—whatever they are—and do what is most meaningful and fun for you. I decided one person on my list who has a dream job is my friend Mark Tercek, who works for Goldman Sachs (GS). He has a job unlike any I have ever encountered, largely because he designed it to match his dreams. He cares deeply about education and the environment, and his job allows him to work in both areas. Edited excerpts from our recent conversation follow.
What is your job, and how is it a dream job for you? Continue reading » »
We are often overwhelmed by the world around us and wonder how we as individuals could make a difference. Our world isn’t the way we would like it to be; what can we do? I believe that the only true way to change the world around us is to change our inner world as it is reflected in what we attract from the outer world. As women we are fortunate to have powerful natural attributes and talents that can help us source success. We need to become aware of our attributes and give them the value they deserve in our lives so that they grow. Continue reading » »
John Fleming and Jim Asplund are the co-authors of Human Sigma: Managing the Customer Encounter. They believe that when it comes to human systems—a company’s employees and their relationships with customers—businesses have dropped the ball. Their view is that by moving the customer experience away from face-to-face, bricks-and-mortar channels and into call centers (BusinessWeek, 09/27/07) and Internet sites, companies have ripped the soul out of business. John and Jim contend that companies can put people back in business while simultaneously increasing value and profit (BusinessWeek, 10/25/07).
My undergraduate degree is in mathematical economics. In my work as an educator and coach, I always believe in measuring positive change in human interaction. I love John and Jim’s idea of increasing the application of measurement in the human dimension. Here are some edited excerpts from a recent e-mail interview with them.
What is Human Sigma, and why do companies need it? Continue reading » »
Chip Conley and his investors were forced to make some tough decisions.
Several months ago, Conley, the CEO of Joie de Vivre Hotels in San Francisco, California, witnessed competing hotels facing potential foreclosure. According to the Wall Street Journal, “there is about $5.6 billion in securitized mortgages tied to hotels coming due this year and next…27.8% cover properties now estimated to be worth less than their mortgage balances.” (source: Trepp LLC’s Foresight Analytics). Billions of dollars of mortgages are coming due in the coming years. Analysts are forecasting that the hotel industry will not regain its full strength until 2013.
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