http://www.bostonsearchgroup.com/blog/edburst-quarterly/
Ralph Protsik
BSG Team Ventures
224 Clarendon Street, Suite 41
Boston, MA 02116
617-266-4633
ralph@bsgtv.com

http://www.bostonsearchgroup.com/blog/edburst-quarterly/
Ralph Protsik
BSG Team Ventures
224 Clarendon Street, Suite 41
Boston, MA 02116
617-266-4633
ralph@bsgtv.com
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Leadership In Control – Under Control (PDF)
What Leadership Talents are needed to produce Top Results?
We encourage you to download these articles if you find them of value. We suggest you to share them with other members of your hiring team, as you see fit. We also encourage you to contact the author of any of these articles for any additional information and/or insights.
Are top performers expensive? If you ask any expert in compensation to tell you what the typical pay differential (i.e., salary and bonus) is between an average performer and a top performer in the same job, you might be surprised to find out that the differential isn’t much.
The analysis goes something like this:
Top Performers Can Be Paid Slightly More
Top Performers May Cost No More Than Average Performers
So What Does This All Mean?
What it means is that when you calculate the difference in total costs (including all of the above listed factors) of managing the employee from hire to termination, the actual net cost of hiring a top performer is generally no more than 25% higher than the cost of hiring an average performer.
Asking The Important Question: If I Spend More, Do I Get More?
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The Big Secret (.doc)
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We encourage you to download these articles if you find them of value. We suggest you to share them with other members of your hiring team, as you see fit. We also encourage you to contact the author of any of these articles for any additional information and/or insights.
You’ve made the offer and Superman has accepted… now it’s back to doing what you’re supposed to be doing; recruiting is over… life will soon be very good again. Or will it?
The statistics on new employees ‘sticking’ are woeful… 42% of new employees LEAVE before their first year! That means you’re right back ‘recruiting’ again… paying additional fees, conducting multiple interviews, entertaining candidates and their spouses and training and… not doing YOUR job, all over again. It’s not what the grand plan was all about… and the hard truth is that your new employee probably started to leave within the first week on the job.
New employees who leave invariably leave because of a difference in their perception of the job and reality. Losing a new employee is simply expensive. According to Bliss-Gately1 the cost to replace an employee is 100-200% of their salary. This range is dependent upon their tenure and the complexity of the position. The further you head up the organizational chart the relative costs to replace a tenured position increase, but the cost to keep that newly hired executive is amazingly cheap.
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Onboarding & Employee Retention (PDF)
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We encourage you to download these articles if you find them of value. We suggest you to share them with other members of your hiring team, as you see fit. We also encourage you to contact the author of any of these articles for any additional information and/or insights.
Products of the Reagan era or later, millennials have little if any memory of the Soviet Union and the Cold War. For most or all of their lives, they have been “connected” by computer and wireless phone, have lived in an age of instant reality (with satellites providing real-time coverage of world events) and have been coddled by hovering “helicopter parents” anxious to provide them with every possible competitive edge in today’s flat world.
During their formative years, signs on their parents’ cars warned “Baby on Board,” while bumper stickers asked less considerate parents, “Have You Hugged Your Child Today?” Their moms and dads even went with them to college orientation week, helping them select the right courses and sometimes demanding to interview their teachers.
Wisconsin’s Beloit College for some years has published its famous “Mindset List,” which attempts to help its faculty understand the event horizons of incoming freshmen (i.e., what they have always known to be true). The entire list of 75 unique frames of reference can be found at www.beloit.edu/~pubaff/mindset/index.html
Some examples:
As the college observes, the list is neither critical of anyone nor all-inclusive. For example, there is likely to be a Beloit student who owns an “antique” typewriter or eight-track tape player. Equally true, not all Millennials are fortunate (or unfortunate) enough to have had helicopter parents always at their side—or money to spend on the latest iPod model and hottest Razr phone. And countries today that place PCs on every student’s desk are educating a far different generation from those in countries with few or no computers for their schools— creating a chasm known as the “Digital Divide.”
Ideal ways to integrate Millennials
Skills needed to manage Millennials
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Managing Millennials (PDF)
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We encourage you to download these articles if you find them of value. We suggest you to share them with other members of your hiring team, as you see fit. We also encourage you to contact the author of any of these articles for any additional information and/or insights.
When you are glancing through the business section and see that an individual who you think highly of has joined a startup or smaller company, do you ever just wonder why? Why leave a secure position with a major player in a specific market sector to join a company which has promise but lacks the resources of the bigger company?
Many have realized that this is an opportunity to play a pivotal role in a leadership capacity and to truly leave an imprint. Sure, the risk and reward components are present; but the bottom line is the internal drive the individual has to make a difference and the desire to be the architect of an organization.
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Attracting World Class Talent (PDF)
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We encourage you to download these articles if you find them of value. We suggest you to share them with other members of your hiring team, as you see fit. We also encourage you to contact the author of any of these articles for any additional information and/or insights.