Is ghosting really that scary?
Until recently, ‘ghosting’ was a term used almost exclusively in the dating world. It’s when the person you’re dating disappears without further communication, never to be heard of again. In essence, like a ghost, they were there and then – poof – they vanish without an explanation.
However, it is a phenomenon that is filtering into the workplace, much to the frustration of HR professionals. Companies are reporting applicants simply not turning up for job interviews, successful candidates failing to arrive for their first day or, in extreme cases, employees quitting their job on the spot with no warning or reason. They just vanish.
The problem with ingrained patterns of thinking
As humans, we naturally develop patterns of thinking based on repetitive tasks and commonly assessed knowledge. This is useful because it allows us to quickly apply the same actions or learned responses to the same or similar situations or problems.
What are schemas?
These patterns of thinking are often called schemas. A schema is a cognitive framework or concept that helps us organise and interpret information. They can be useful because they let us take shortcuts when interpreting the massive amount of information in our environment. For example, we have schema for horses. We know they are large, have four legs, hair and a tail. When environmental stimuli (i.e. a horse in a paddock) match this schema, this pattern of thought is brought to mind and we know we are looking at a horse.
The trouble with schemas
But schema can also be troublesome. Because they are generated automatically, we make assumptions (using the horse schema, we assume it’s a horse, but it could be a donkey). Schemas can prevent us from seeing a situation or problem in a new way that would allow us to develop a new problem-solving strategy. In life – and in our work – this can cause us to blindly try to solve problems without questioning or further study.
Using Design Thinking
When we use a Design Thinking approach, we seek to challenge assumptions and redefine problems in an attempt to find or develop alternative solutions or strategies that may not be obvious with our initial understanding. For this reason, Design Thinking is often referred to as ‘outside the box’ thinking.
It was Brain Awareness Week recently. This annual global campaign is designed to raise public awareness about the progress and benefits of brain research. That got us thinking… we know that research on the human brain is discovering new information around Learning and Development all the time, so we took a look at what HR can learn from neuroscience.
It’s the New Year. The holidays have come and gone. Now you’re back in the swing of things you realise you’re no longer satisfied in your role. You want something more. Perhaps it’s time to shake up your current role. Maybe it’s time to find a new one. As Marie Kondo asks us, “If something no longer makes you happy in your life, why would you hang on to it?” The New Year is a good time to make a change. It’s time to apply the KonMari Method to your career for a life that Sparks Joy! Read More
Wellness programmes have been part of HR’s mission since the 1970s, especially in the US. These programmes coincided with research that revealed what the cost of poor employee health on a company’s bottom line was, and with the rising culture of fitness in the seventies.
Up until ten or 15 years ago, wellness programmes revolved around health, focusing on things like losing weight, stopping smoking or general fitness and a discounted gym membership for employees.
Bustin’ a Move!
Recently, we had the opportunity to talk with Daniel Love, Executive Director of Elevate. Elevate are specialists in workplace strategy, technology, culture and change.
As most organisations will move premises as they grow or their needs change, we wanted to know what insights Daniel had to share that could help a business make the most of this new beginning. Here’s what we learnt…
You may have noticed, for a while now a new buzzword is being bandied about the office: Agile!
Agile originally comes from software development, where continuous improvement and delivery is the holy grail. A product is never really completed, it just keeps evolving and improving. Just think: 2.0, then comes along 2.1, 2.2 and so on.
The Agile movement has spread from tech departments to become a natural process for companies like Apple, Spotify and Dropbox. But it has also been embraced by more traditional global companies such as Barclays Bank, John Deer and Saab.
Faster, Faster, Faster
The Agile approach is spreading fast, from software development into all areas within organisations. CEOs are talking about Agile as a new way to lead a business. And some business leaders say, it’s needed right now – as we enter a faster and faster age, in which methods built for slow growth won’t work anymore. So, what is Agile…? And what implications does it have for HR?
It’s often said the employment market is like the housing market: sometimes it’s a sellers’ (employer) market, sometimes it’s a buyers’ (employee) market. With New Zealand’s unemployment rate at its lowest level in nearly a decade*, the employment market remains strong. Many businesses are reporting that it’s harder to find staff than at any time during the last decade.**
As the HR market has tightened and the availability of candidates has reduced, we have noticed that companies who appreciate the interview process is a two-way street, and act accordingly, seem to have the edge over others.