The following presentation was delivered at Deree-American College of Greece (28/11/2012) as part of the International Honors Society Program.

Η ακόλουθη παρουσίαση περιλαμβάνει βασικά σημεία και γνώσεις Διοίκησης Ανθρώπινου Δυναμικού με έμφαση στην προσέλκυση-επιλογή προσωπικού και την ομαδική εργασία, θέματα απαραίτητηα για μια start-up επιχείρηση στο ξεκίνημά της.

Πραγματοποιήθηκε στις 29/11/2012 στον τελικό του Ennovation 2012.

 

See on Scoop.it – personnel psychology

In the competition for true talent, I often picture companies as robots donned in red or blue plastic, battling in a yellow ring to conquer and win the best of the best candidates. But my retro devotion to Rock’em Sock’em robots always reminds me that someone is controlling the levers. The moves of the Blue Bomber and the Red Rocker are really being choreographed by each company’s recruiters. Recruiters launch the battle, and candidates’ perceptions of the organization and its corresponding brand image must be considered throughout the process. If recruiters and organizations know what will keep applicants interested and continuing through the process, they have a better chance at getting the best talent on board. But what sorts of things matter to candidates? And do these things change as a function of the stage of the process?

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Special issue of the International Journal of Selection and Assessment dealing with Reruitment, Selection and Assessment issues in Europe, edited by Ioannis Nikolaou, Neil Anderson and Jesus Salgado.

See on onlinelibrary.wiley.com

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Think you’re a great leader? Make sure you aren’t guilty of one of these three reality-distorting traits.

 

Every great leader possesses a degree of what Walter Isaacson (in his biography of Steve Jobs) describes as «an ability to distort reality.»

 

What Isaacson meant is that Jobs forced his will on Apple, often pushing people to create things they never thought possible–a powerful asset in any leader.

 

But that reality distortion effect works both ways. It also means that every leader, to a greater or lesser degree, distorts the reality around themselves, leading to tensions, inconsistency, and bad decisions.

 

There are two reasons why leaders who live in a bubble become so dangerous to themselves and those they lead.

See on www.inc.com