Recruitment and Retention Tips for the Wine Industry
To remain competitive in international and domestic markets, the wine industry is investing in new technologies, R&D and new processes, but the need to invest in the right people to grow, manufacture, sell and deliver the product, is also critical.
In a competitive market you can’t afford to make hiring mistakes.
Here’s how Funeral Services companies are using behavioural assessments to hire and retain top performers.
Having the opportunity to talk to hundreds of line and human resources managers over the years, I have encountered many who seem resigned to the fact that they will have high turnover in key roles, such as customer service and sales – especially commission sales. “It is the nature of the beast”, they say.
The HR profession is entering a ‘make or break’ era as people issues finally move to the top of the business agenda.
A global study by consultancy Accenture shows that attracting and retaining staff is now the top priority for chief executives, and that workforce issues make up four of the top 10 concerns for company chiefs.
While this trend creates a golden opportunity for HR directors, HR consultant Bruce Warman warned that it is also their greatest threat.
How effective is the typical interview in predicting future performance?
A number of studies (see table, page 2) on the predictive power of different selection procedures have shown that the traditional interview — you know, the one where you walk into the interview with a blank page, ask some of your favourite questions (“Tell me about yourself?” “Are you a team player?”) — is only marginally better than random selection in predicting future performance.
Personality makes a difference in a new hire’s success
Testing can help you make the best decision
At the May 2000 Human Resources Forum, aboard the Queen Elizabeth 2 cruise liner Jim Collins, author of Built to Last (HarperBusiness, 1994), wisely said, “People are your most important asset. Actually, the right people are your most important asset and you can’t get the right behaviour (performance) from the wrong people. Therefore, how do you measure the right behaviour?”
This is the second article in a two-part series which looks at how an individual’s underlying temperament impacts their stress levels.
In part one we focused on the Dominant <> Accepting and Sociable <> Analytical scales.
Today we will look at the Relaxed <> Driving and the Compliant <> Independent scales.
The Canadian Mental Health Association says workplace stress costs the Canadian economy an estimated $5 billion a year. The International Labor Organization estimates that, in the U.S., approximately 200 million days are lost each year due to stress.
While time demands and balance-of-life issues have been cited as two of the many sources of stress, our focus in this newsletter is on how a person’s underlying temperament impacts their stress levels.
This is the first in a two-part series. In part one we focus on two of the four McQuaig scales, Dominant <> Accepting and Sociable <> Analytical.