Platt Perspective on Business and Technology

HR and Personnel – 2

This is a continuation page to a directory of postings and series of them, on Human Resources and Personnel related issues. See HR and Personnel for postings 1-200.

201. Exceptions and exception handling from the HR perspective 5: flex time, telecommuting and other workplace alternatives.
202. Intentional management 5: looking beyond simply managing personnel 1. (See Business Strategy and Operations – 3 for a complete listing of this series’ installments beginning with posting 472 as listed there.)
203. Exceptions and exception handling from the HR perspective 6: a more formally systematic discussion of this approach.
204. Intentional management 6: looking beyond simply managing personnel 2.
205. Exceptions and exception handling from the HR perspective 7: addressing special needs 1.
206. Intentional management 7: looking beyond simply managing personnel 3.
207. Exceptions and exception handling from the HR perspective 8: addressing special needs 2.
208. Intentional management 8: looking beyond simply managing personnel 4.
209. Intentional management 9: looking beyond simply managing personnel 5.
210. Exceptions and exception handling from the HR perspective 9: putting terms of employment in strategic terms.
211. Intentional management 10: looking beyond simply managing personnel 6.
212. Exceptions and exception handling from the HR perspective 10: mergers and cross-cultural challenges 1.
213. Intentional management 11: looking beyond simply managing personnel 7.
214. Creating value from constructive conflict 1: the need for building a creative commons for innovation development.
215. Don’t invest in ideas, invest in people with ideas 1 – starting a new series.
216. Intentional management 12: looking beyond simply managing personnel 8.
217. Exceptions and exception handling from the HR perspective 11: mergers and cross-cultural challenges 2
218. Don’t invest in ideas, invest in people with ideas 2 – enabling creativity and innovation throughout your organization 1.
219. Creating value from constructive conflict 2: thinking through the creative commons as a practical, effective business resource.
220. Intentional management 13: looking beyond simply managing personnel 9.
221. Don’t invest in ideas, invest in people with ideas 3 – enabling creativity and innovation throughout your organization 2.
222. Intentional management 14: looking beyond simply managing personnel 10.
223. Don’t invest in ideas, invest in people with ideas 4 – marketable product and service innovations.
224. What do C level officers do? 10: reconsidering Human Resources and its leadership for the 21st century. Also see Guide to Effective Job Search and Career Development – 3, postings 376 and following for other postings in this series.
225. Creating value from constructive conflict 3: thinking through the creative commons from a business model and corporate culture perspective.
226. What do C level officers do? 11: business and industry-specific executive positions.
227. What do C level officers do? 12: executive team expansion, consolidation and right-sizing 1.
228. Intentional management 15: looking beyond simply managing personnel 11.
229. What do C level officers do? 13: executive team expansion, consolidation and right-sizing 2.
230. Don’t invest in ideas, invest in people with ideas 5 – collaborative innovation and the innovation team.
231. What do C level officers do? 14: executive team expansion, consolidation and right-sizing 3.
232. What do C level officers do? 15: Chief Executive Officers and Presidents 1.
233. Intentional management 16: aligning management, leadership and corporate culture 1.
234. What do C level officers do? 16: Chief Executive Officers and Presidents 2.
235. Don’t invest in ideas, invest in people with ideas 6 – involving the crowd as a source of competitive advantage 1.
236. What do C level officers do? 17: Chief Executive Officers and Presidents 3.
237. What do C level officers do? 18: Chief Executive Officers and Presidents 4.
238. What do C level officers do? 19: Chief Executive Officers and Presidents 5.
239. Intentional management 17: aligning management, leadership and corporate culture 2.
240. Don’t invest in ideas, invest in people with ideas 7 – involving the crowd as a source of competitive advantage 2.
241. What do C level officers do? 20: Chief Executive Officers and Presidents 6.
242. What do C level officers do? 21: reconsidering the senior executive team and its members from a jobs and careers perspective.
243. Intentional management 18: aligning management, leadership and corporate culture 3.
244. Don’t invest in ideas, invest in people with ideas 8 – involving the crowd as a source of competitive advantage 3.
245. Intentional management 19: building bridges to create and sustain value in mergers and acquisitions.
246. Don’t invest in ideas, invest in people with ideas 9 – involving the crowd as a source of competitive advantage 4.
247. Intentional management 20: building a larger shared information commons 1.
248. Don’t invest in ideas, invest in people with ideas 10 – involving the crowd as a source of competitive advantage 5.
249. Intentional management 21: building a larger shared information commons 2.
250. Don’t invest in ideas, invest in people with ideas 11 – involving the crowd as a source of competitive advantage 6.
251. Intentional management 22: in-house consulting and a start to discussing contextual management.
252. Matching authority and responsibility: a management and leadership best practice.
253. Don’t invest in ideas, invest in people with ideas 12 – involving the crowd as a source of competitive advantage 7.
254. When expertise becomes an enemy of quality service 1 – a lesson about effective and ineffective communications and their consequences 1.
255. Intentional management 23: contextual management 1.
256. Don’t invest in ideas, invest in people with ideas 13 – involving the crowd as a source of competitive advantage 8.
257. When expertise becomes an enemy of quality service 2 – a lesson about effective and ineffective communications and their consequences 2.
258. Intentional management 24: contextual management 2 and the bureaucratic extreme.
259. Don’t invest in ideas, invest in people with ideas 14 – involving the crowd as a source of competitive advantage 9.
260. When expertise becomes an enemy of quality service 3 – interpersonal skills and the challenge of problem behavior in the workplace 1.
261. Intentional management 25: contextual management 3 and the unstructured ad hoc extreme.
262. Don’t invest in ideas, invest in people with ideas 15 – rethinking innovation and innovators 1.
263. When expertise becomes an enemy of quality service 4 – interpersonal skills and the challenge of problem behavior in the workplace 2.
264. Intentional management 26: contextual management 4 and building for an effective balance 1.
265. Don’t invest in ideas, invest in people with ideas 16 – rethinking innovation and innovators 2.
266. When expertise becomes an enemy of quality service 5 – helping good employees with potential to become great employees 1.
267. Intentional management 27: contextual management 5 and building for an effective balance 2.
268. Don’t invest in ideas, invest in people with ideas 17 – rethinking innovation and innovators 3.
269. When expertise becomes an enemy of quality service 6 – helping good employees with potential to become great employees 2.
270. Intentional management 28: contextual management 6 and evolutionary and revolutionary change 1.
271. Don’t invest in ideas, invest in people with ideas 18 – bringing innovators into a business and keeping them there 1.
272. When expertise becomes an enemy of quality service 7 – helping good employees with potential to become great employees 3.
273. Intentional management 29: contextual management 7 and evolutionary and revolutionary change 2.
274. Don’t invest in ideas, invest in people with ideas 19 – bringing innovators into a business and keeping them there 2.
275. When expertise becomes an enemy of quality service 8 – helping good employees with potential to become great employees 4.
276. Intentional management 30: contextual management 8 and evolutionary and revolutionary change 3.
277. Don’t invest in ideas, invest in people with ideas 20 – bringing innovators into a business and keeping them there 3.
278. When expertise becomes an enemy of quality service 9 – helping good employees with potential to become great employees 5.
279. Intentional management 31: contextual management 9 and evolutionary and revolutionary change 4.
280. Don’t invest in ideas, invest in people with ideas 21 – bringing innovators into a business and keeping them there 4.
281. When expertise becomes an enemy of quality service 10 – helping good employees with potential to become great employees 6.
282. 360 degree interviews, 360 degree performance reviews, and filtering out bias and the irrelevant to reach sounder conclusions.
283. Intentional management 32: contextual management 10 and evolutionary and revolutionary change 5.
284. Don’t invest in ideas, invest in people with ideas 22 – bringing innovators into a business and keeping them there 5.
285. When expertise becomes an enemy of quality service 11 – helping good employees with potential to become great employees 7.
286. Intentional management 33: contextual management 11 and evolutionary and revolutionary change 6.
287. Don’t invest in ideas, invest in people with ideas 23 – bringing innovators into a business and keeping them there 6.
288. When expertise becomes an enemy of quality service 12 – helping good employees with potential to become great employees 8.
289. Looking for an awareness of opportunity as a measure of creative, innovative potential.
290. Improving customer service and support by improving employee recognition and support.
291. Intentional management 34: contextual management 12 and evolutionary and revolutionary change 7.
292. Don’t invest in ideas, invest in people with ideas 24 – bringing innovators into a business and keeping them there 7.
293. When expertise becomes an enemy of quality service 13 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 1.
294. Intentional management 35: contextual management 13 and evolutionary and revolutionary change 8.
295. Don’t invest in ideas, invest in people with ideas 25 – bringing innovators into a business and keeping them there 8.
296. When expertise becomes an enemy of quality service 14 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 2.
297. Intentional management 36: contextual management 14 and evolutionary and revolutionary change 9.
298. Don’t invest in ideas, invest in people with ideas 26 – bringing innovators into a business and keeping them there 9.
299. When expertise becomes an enemy of quality service 15 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 3.
300. Intentional management 37: contextual management 15 and evolutionary and revolutionary change 10.
301. Don’t invest in ideas, invest in people with ideas 27 – bringing innovators into a business and keeping them there 10.
302. When expertise becomes an enemy of quality service 16 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 4.
303. Intentional management 38: adding people and their management into the equation 1.
304. Don’t invest in ideas, invest in people with ideas 28 – bringing innovators into a business and keeping them there 11.
305. When expertise becomes an enemy of quality service 17 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 5.
306. Intentional management 39: adding people and their management into the equation 2.
307. Don’t invest in ideas, invest in people with ideas 29 – bringing innovators into a business and keeping them there 12.
308. When expertise becomes an enemy of quality service 18 – taking an overarching strategic approach to this.
309. Intentional management 40: elaborating on the basic model for adding people and their management into the equation 1.
310. Don’t invest in ideas, invest in people with ideas 30 – bringing innovators into a business and keeping them there 13.

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