Who is Accountable for Hiring Mistakes? Who Owns the Selection System?

By Michelle Malay Carter on January 14, 2008 

Organizations have a habit of mismatching. Research shows that: 35% of employees are mismatched to their jobs, i.e. have problem solving capability over or under their job, leaving them bored or incapable. 39% are mismatched to their managers, i.e. their manager does not have problem solving capability exactly one level above the employee, leaving the […]

Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments

Struggling to Read the Boss’ Mind – A Friday Funny

By Michelle Malay Carter on January 10, 2008 

Do you ever feel like your boss expects you to read his mind?? Sometimes the mind games start during the interview process.? The more things change; the more they stay the same.? This 1969 Monty Python clip is a classic. What’s the strangest thing that has ever happened to you during an interview?

Filed Under Managerial Leadership, Talent Management | 4 Comments

Are Your Employees Fully Present at Work? Coping with Convoluted Systems

By Michelle Malay Carter on January 8, 2008 

Much energy within organizations is channeled into coping and compensating for poor systems.? Instead of fixing the toaster, we set up entire departments of burned toast scrapers. Organizations could release a mother-lode of energy if the re-engineered and integrated their people systems, their organizational structure, and their managerial leadership frameworks to enable productive work. Then, […]

Filed Under Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Strategy | 4 Comments

Liar, Liar, Pants on Fire. We Don’t Really Want Management Science

By Michelle Malay Carter on January 5, 2008 

I?read a post at Slow Leadership about the need for more management science and the love of the quick fix by managers.? The love of the quick fix is pervasive, not just with managers but with executives, Wall Street, and Boards as well.? A lack of science?is not a problem.? A large body of science […]

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Work Levels’ Link to Strategy and Productivity – With an Evidence Base

By Michelle Malay Carter on January 3, 2008 

In 2005, I attended a fascinating session led by Julian Fairfield at a Global Organization Design Society?conference.? In it, he discussed the relationship of work levels to strategy.? He presented a historical account of?organizations gaining a competitive edge by shifting their entire business strategy up by one level of complexity.? Because work levels is an […]

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Work-Levels Goggles – A Business Strategy Tool

By Michelle Malay Carter on January 2, 2008 

My last post was about work levels.? I gave an example of how sales work?looks different at different levels.? I’ve also said that innovation looks different at different levels. Work Level Examples from the World of Recruiting I was reading Amitai Givertz’s?Recruitomatic Blog which led me to an older?post by Jeff Hunter’s Talent Seeker blog.? […]

Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | Comments Off on Work-Levels Goggles – A Business Strategy Tool

Not All Work is Created Equal – Exploring Work Levels 1 through 4

By Michelle Malay Carter on January 1, 2008 

I talk quite a bit about work levels so I thought I would offer a?primer on work levels 1 through 4.? The work levels model provides a universal measurement system for role complexity.? Any role, in any organization, in any industry, in any country can be categorized?by?level. Work Levels and Problem Solving Capability Should Be […]

Filed Under Executive Leadership, Organization Design, Requisite Organization, Talent Management | 10 Comments

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