People Management

Knowledge is power

Interested
Click here to speak to us about any of the articles listed below

Wentworth Advantage believes that learning is a life-long pursuit. To help you, we’ve collected a selection of current, thought-provoking articles,
covering our five core competencies for Building Better Businesses.

People Management

Last updated on:
17-Aug-2011 07:04 PM
After Layoffs, Help Survivors Be More Effective
The article offers information concerning the social aspects of downsizing an organization and the management of employees who remain with a company after layoffs. Research indicates that employee dysfunction can reduce creativity, disrupt the flow of information across social networks, and increase stress and employee turnover. Reference: Harvard Business Review, June 2009, Vol. 87 Issue 6, p 15

First Published: 17-Aug-2011

Last updated on:
17-Aug-2011 09:59 PM
Competing on Talent Analytics
Do investments in your employees actually affect workforce performance? Who are your top performers? How can you empower and motivate other employees to excel? The authors present the six key ways in which companies track, analyse, and use data about their people-ranging from a simple baseline of metrics. Reference: Harvard Business Review, October 2010, Vol. 88 Issue 10, p 52 – 58

First Published: 17-Aug-2011

Last updated on:
17-Aug-2011 10:00 PM
How to be a Good Boss in a Bad Economy
Times are still tough for many companies. It’s no excuse for not focussing on your staff. This article helps you rethink your responsibilities as the boss. Reference: Harvard Business Review, June 2009, Vol. 87 Issue 6, p 42 - 50

First Published: 17-Aug-2011

Last updated on:
17-Aug-2011 10:01 PM
Myth of the Overqualified Worker
The article discusses the benefits of hiring workers deemed overqualified for the position under consideration. One study found that overqualified workers perform better than their brethren and are less likely to quit. A second study determined that job satisfaction on the part of overqualified employees could be overcome by giving them more autonomy. Reference: Harvard Business Review, December 2010, Vol. 88 Issue 12, p 30

First Published: 17-Aug-2011

Last updated on:
17-Aug-2011 10:01 PM
Rethinking Trust
Will we ever learn? We'd barely recovered from Enron and WorldCom before we faced the subprime mortgage meltdown and more scandals that shook our trust in businesspeople. Which raises the question: Do we trust too much? In this article, Stanford professor and social psychologist Kramer explores the reasons we trust so easily -- and, often, so unwisely. Reference: Harvard Business Review, June 2009, Vol. 87 Issue 6, p 68 – 77

First Published: 17-Aug-2011

Last updated on:
17-Aug-2011 10:02 PM
The Hidden Advantages of Quiet Bosses
The article discusses research that identified situations where introverts are more apt to be effective leaders than extroverts. Although it is generally accepted that extroverts make the best leaders, the authors found that introverts can be better in unpredictable, changing environments where workers are proactive about sharing their ideas. Reference: Harvard Business Review, December 2010, Vol. 88 Issue 12, p 28

First Published: 17-Aug-2011

Last updated on:
17-Aug-2011 10:03 PM
The Layoff
If Astrigo Holdings is to remain competitive, 10% of its workforce must be cut. Who goes, and who stays? Reference: Harvard Business Review, March 2009, Vol. 87 Issue 3, p 33 - 40

First Published: 17-Aug-2011

Last updated on:
16-Oct-2011 05:15 PM
What's Needed Next: A Culture of Candour and Rebuilding Trust
We won’t be able to rebuild trust in the workplace until leaders learn how to communicate honestly and create organisations where that’s the norm. In this article, HBR puts a spotlight on Trust. Reference: Harvard Business Review, June 2009, Vol. 87 Issue 6, p 54 – 61

First Published: 16-Oct-2011

Last updated on:
16-Oct-2011 05:18 PM
Why You Didn't Get That Promotion
Promotions are often governed by unwritten rules. If you don't know what they are, you'll be left to your own devices interpreting vague feedback and finding a way to achieve your career goals. This article creates a framework to help you identify and address any issues that may be getting in your way. Reference: Harvard Business Review, June 2009, Vol. 87 Issue 6, p 101 – 105

First Published: 16-Oct-2011

Wentworth Advantage

Disclaimer

The material contained in the Learning Centre is general comment and is not intended as advice on any particular matter. No reader should act or fail to act on the basis of any material contained herein. The material contained in this section of the website should not be relied on as a substitute for legal or professional advice on any particular matter. Wentworth Advantage Pty Ltd, the editor and the authors expressly disclaim all and any liability to any persons whatsoever in respect of anything done or omitted to be done by any such person in reliance whether in whole or in part upon any of the contents of this section. Without limiting the generality of this disclaimer, no author or editor shall have any responsibility for any other author or editor.

© Wentworth Advantage Pty Ltd 2011