Search Our Site
Career Opportunities
Subscribe to our newsletter
Enter Email:
Industry News

Echo Global Logistics, Inc., a leading provider of technology-enabled transportation and supply chain management services, announced today the appointment of Cheryl Johnson to the post of Senior Vice President of Talent. Ms. Johnson holds more than 16 years of progressive HR industry experience, which includes several executive-level appointments.

Ms. Johnson previously led talent management for retail chain Ulta Cosmetics. Prior to her time with Ulta, Ms. Johnson served as Divisional Vice President of Strategic Talent Management for Sears Holding Company and also spent time as Vice President of Human Resources for Fossil Inc.


If you love your job, don’t read this.

We wouldn’t want to tempt you with our great  new job opportunities 


Rest Your Way to Success: The Value of Productive Relaxation

By Laura Stack, The Productivity Pro

When I first read that the average American worker left 9.2 vacation days unused in 2012—three more than the year before!—I was shocked, but not surprised. Even in the waning days of the Great Recession, workers were still overstretched. They worried about taking all the time they were owed, lest they be replaced with hungrier workers while gone. Even today, half of us expect to work during vacations, and a third of us eat at our desks.

It might be nice to return to the old days, when office life seemed easier, but I doubt that will happen. The business world is normalizing at a new level, one based on agility, speed, flexibility, and on-the-spot execution. This means that things will never be the same, and we have to adjust to that.

However, that doesn’t mean the change will kill us. In fact, most indicators suggest we have the opportunity to become more creative and productive than ever, just by taking it easier on ourselves. That assumes, of course, you can figure out how to dial it down again, especially if you’ve become an adrenaline/caffeine junkie who feels nervous and useless when not furiously busy.

Click to read more ...


Why High Performers Really Like Performance Reviews


It seems every week some HR blog says employees hate performance evaluation and we should get rid of performance reviews.

I agree that many performance management processes are in dire need of improvement. But as I’ve discussed before, recommendations to eliminate performance evaluations are naïve and misguided.

These recommendations are naïve because if a company pays some people more than others then it evaluates performance, even if it says it doesn’t. Companies that claim to be eliminating performance evaluations are usually just hiding the evaluation process from employees. 

These recommendations are misguided because performance evaluations, assuming they are done well (and admittedly a great many are not done well), are critical to creating a high performance workforce.

What I’ve also come to appreciate through conversations with scores of companies is the claim that “employees hate performance evaluations” is also wrong – at least when applied to high performing employees.

By Dr. Steven Hunt, TLNT Contributor

Click to read more ...


Mediating When Communication Breaks Down Between Coworkers

By Dianna Booher, Huffington Post Contributor

When coworkers are caught in conflict, do you know how to re-open the lines of communication without getting trapped in the fallout? Do you care—or do you just stay clear? As a leader, here’s what you can do to help minimize the grumbling, reduce the stress, and resolve the issue:

Avoid taking sides and talking the opposition over to the other viewpoint. Work with both individuals from the very beginning. You may decide to meet with both people together or separately. If you meet with them separately, make sure both understand that what they share with you may not necessarily be withheld from the other person. You may need to use that information to verify and clarify with the other person. If you don’t warn them upfront, they may think you’re “breaking their confidence.”

Interview the bystanders. You can only make sense of someone else’s conflict when armed with unbiased versions of events and circumstances. Casually observe how “innocent bystanders” react to the situation. What do they have to say about the issues? Be careful, of course, that you don’t just collect the data that was passed on to them from the other people directly involved. Just probe for what they’ve observed first-hand. Identify facts, assumptions, and feelings. They all count.

Handle the PR. If you can pass on complimentary remarks from one person to the other, do so. If not, you may have to dig into the past to find these gems. “Jerry, Antonio does respect your work. If you recall, last quarter he asked to be assigned to your team on the Bilcox project.” The purpose is to help them recall their past good relationship (if that’s been the case.) Sharing positive remarks adds credence to other things the person says. If someone is willing to confirm the good, chances are they’ll likely be honest—as they see it—about the current problem.

Click to read more ...


Be open and honest

By Naphtali Hoff, Smartblogs Contributor

“To be persuasive, we must be believable; to be believable, we must be credible; to be credible, we must be truthful.” ~ Edward R. Murrow

One of the hardest talks that I had to give took place right before the beginning of my third year as head of school. It was at the back-to-school full faculty meeting and I needed to clear the air about an issue that was on many people’s minds.

The issue was me. Not that I necessarily did anything so terrible that required addressing. But I knew that our insular, largely veteran faculty was still struggling with the transition from their previous boss and the relatively new style of leadership that I represented. My message was simple and direct. I validated the feelings of those who continued to pine for a bygone era and let them know that I was prepared to do whatever I could to ensure the smoothest pathway forward.

After the talk, a veteran teacher approached me. He thanked me for my words and told me that I had said what needed to be said to acknowledge and validate. It was now time to move on to what we needed to achieve. And we achieved quite a bit that year, perhaps more than my previous two years combined.

The ability to take an honest look at a situation and take the necessary steps to rectify it — even if it means admitting error and/or acknowledging weakness – is crucial for leader effectiveness. Frequently, however, we see just the opposite occur. In many instances, our first response is to deny problems or mistakes or conjure up excuses to justify their occurrence. Nobody wants to appear as foolish or ill-informed. This is particularly true of leaders, who tend to feel that they must always act justifiably or lose credibility.

Fans of the 1970s sitcom “Happy Days” fondly remember the heroics and antics of Arthur “Fonzie” Fonzarelli. Fonzie was the quintessential cool guy, and always seemed to show up at the right time to save Richie and friends from trouble. But even the great Fonzie made mistakes, and when he did, he demonstrated a deep inability to admit his errors. The first two words, “I was,” came out without issue. When he reached the key descriptor, “wrong,” his face became contorted and pained. Try as he might (and he did try), the Fonz simply could not proclaim error. “I was wrrr-rrr-rrr” was as far as it went. Through comic relief, Fonzie exemplified a human weakness that is oftentimes expressed most deeply by those in positions of leadership and perceived strength.

Click to read more ...


Take this self-test on your readiness to lead

By Wally Bock, Three Star Leadership

Is leadership for you?

The most important thing to figure out is whether you will like the kind of work you will be doing. Being a positional leader means having responsibility for the performance of a group. That’s different work from anything else you’ve done. If you like the work, you’re more likely to be happy and successful. If you don’t, every day will be a struggle. That’s important because, in most organizations, if you choose to be “promoted” there’s no going back. These three questions aren’t about skills. We can teach you skills. What we can’t teach you is aptitude and mindset.

Do you like helping other people succeed?

That’s what leaders should do. If you like doing it, you’re more likely to enjoy a leadership role and to be successful in it. If you don’t enjoy it, being a leader will be hard and frustrating for you. There’s a bonus, too. You’re evaluated based on the performance of the group. Their success is your success, so helping the team and team members succeed is good for you, too.

Are you willing to talk to people about their performance or behavior?

If you’re responsible for the performance of a group, it’s your job to make sure that everyone is pulling their weight. If they’re not, you need to talk to them about the situation and then work out a solution. These conversations can be hard, but they’re easier and more likely to end well if you have the conversation as soon as you notice an issue. If the thought of talking to someone about poor performance paralyzes you, you will probably wait until you screw up your courage. By then the conversation may be harder. The longer you wait, the harder it will get. If you’re willing to talk to others about performance and behavior, you can learn how to increase the odds of a successful outcome. Otherwise, the work of a leader will be very hard for you.

Are you willing to make a decision and live with it?

If you’re responsible for the performance of a group, a lot of bucks stop with you. If you have trouble making decisions, every decision will make your job uncomfortable. If you’re willing to make the decisions appropriate for your job, you can learn how to make better decisions, but you can’t learn to be willing to decide.

Why these questions matter

If you’re responsible for the performance of a group, these questions are about the work, the things you have to do every day. Forget about the salary and the benefits and the prestige and the perks. If you enjoy the work, you’ve got a shot at being a great leader.


The Crappy Job Badge of Honor

By Tim Sackett, The Tim Sackett Project

As some of you may have realized from recent posts (Wanted: People Who Aren’t Stupid), I’ve been interviewing candidates recently for the position of Technical Recruiter working for my company HRU. I love interviewing because each time I interview I think I’ve discovered a better way to do it, or something new I should be looking for, and this most recent round of interviews is no different.  Like most HR/Talent Pros I’m always interested in quality work/co-op/internship experience – let’s face it, it’s been drilled into us – past performance/actions will predict future performance/actions.  So, we tend to get excited over seeing a candidate that has experience from a great company or competitor – we’re intrigued to know how the other side lives and our inquisitive nature begs us to dig in.

What I’ve found over the past 20 years of interviewing is that while I love talking to people that worked at really great companies – I hire more people that have worked at really bad companies.  You see, while you learn some really good stuff working for great companies – I think people actually learn more working for really crappy companies!  Working at a really great companies gives you an opportunity to work in “Utopia” – you get to see how things are suppose to work, how people are suppose to work together, how it a perfect world it all fits together.  The reality is – we don’t work Utopia (at least the majority of us) we work in organizations that are less than perfect, and some of us actually work in down right horrible companies. Those who work in horrible companies and survive – tend to better hires – they have battle scars and street smarts.

So, why everyone wants to get out of really bad companies (and I don’t blame them) there is actually a few things you learn from those experiences:

Click to read more ...


4 Simple Resume Tweaks That Will Rock Your Results

By Mindy Thomas, All Business Experts Contributor

Everywhere you look these days there are articles, blogs, and online resources with tips and tricks to improve your resume. How in the world can you determine  what advice to trust – and, more important, what advice actually works?

Even for a resume writer like myself, it’s challenging to keep up. But, that’s what I love about working in this industry. We are always learning how to boost our clients’ success at landing a job interview. Attending seminars and conferences, in addition to, networking with recruiters are some of the ways professional resume writers hone their skills and keep relevant on the latest career-related techniques.

Following are a couple of ways to help you perfect your resume results:

  • Generally speaking, allow one page of resume for every ten years. I know it’s hard to fit it all in, but the resume is an overview of your career. Many job seekers continue to create a biography with every blessed detail of every position they ever held. This is definitely not a good game plan. More importantly, this overkill strategy of writing a “thesis” for a resume, instead of an overview of your background, simply does not work. In fact, it’s one of the major reasons why job hunters receive zilch responses to their resume.
  • If you want to really rock your results, pay close attention to the job posting and position requirements. I cannot emphasize this enough. Read that job posting line by line, word by word. It’s sort of like reading a recipe. Look closely at every word that’s on the posting and analyze the specific needs for the role. Just last night, my daughter (who is not a college grad) sent me a posting and said, “Mom, they say in the posting that they prefer a college grad but it’s not a requirement.”  See where I’m going? I think what is also an essential element is reading between the lines to determine what other skills might be advantageous. The absolute mission of your resume is to land you an interview, so make sure you don’t go overboard with an excessive number of pages or too much detail. Your resume is not a biography, so don’t overload your reader. Think and write succinctly.

Click to read more ...


Education, baristas and employee turnover

That Howard Schultz guy is one smart cookie with his impressive decision to offer financial assistance to employees for online courses at Arizona State University. Even if employees don’t take up his offer, I’d wager morale and workmanship will improve.

But first, some context. Work in the fast-food industry is mostly part time with few educational or pre-existing skills needed. The proportion of workers in the fast-food industry who are under age 20 is six times the rate for all workers. The work is considered unskilled, although specific training on food preparation, sanitation, and cash handling is taught after hire. (Incidentally, Starbucks considers its employees a step up from fast-food, and they might be, but I’d venture to say the source demographics are roughly the same.)

Fast-food work is generally considered to be front-line, meaning workers are in view of or have direct contact with customers. Fast-food restaurant owners look for potential employees who are neat and can exhibit natural rapport with customers. Room for advancement in the industry is typically limited to those workers with college degrees. Employment outlook is good, with a projection of 10% growth by 2018.

Training costs for fast-food workers in the U.S. are upwards of $10 billion per year (that’s a lot of hamburgers). Top that with turnover rates of over 80% and sometimes over 100% and business leaders are hot, hot, hot, for change. But, most don’t do anything. They plod along, developing more systems and training programs, ultimately giving employees one option: “I can quit this crummy job for another crummy job.”

Click to read more ...


Is a Dress Code Needed for an Exceptional Performance?

By John Scott, Customer Success Manager at PerformYard

Golf is a game of stretch goals. While some of these are fairly common, such as scoring a birdie, others are more elusive. The most famous of these white whale goals is the hole-in-one.

Imagine, then, being able a check a hole-in-one off of your golfing bucket list, and doing so in Scotland at the home of golf, St. Andrew’s. For many golfers, it’s the stuff of dreams. 

For my friend Scott, it was a dream that became a reality last April. However, what made Scott’s experience unique was that he was wearing jeans, which is a well-known violation of golf’s widely accepted dress code, especially in the game’s birthplace.

Shortly afterwards, Scott shared a photo of his exciting achievement on social media, as is customary. Interestingly, while some folks that commented congratulated him and shared their excitement, there were others that focused solely on his choice of clothing. By focusing on the fact that he was wearing jeans, they lost track of the fact that he had done something exceptional.

Taking this story to the business world makes for an interesting discussion. Of course, achievement is everyone’s top priority. If performance and formal dress were mutually exclusive, everyone would choose success. Historically, though, the assumption is just the opposite – you have to dress for success.

Scott’s achievement is one such exception to that rule, but others are picking up on the fact that skill and achievement aren’t dictated by what you wear. Notably, HR consultant Sharon Lauby recently argued that you shouldn’t recruit based on attire. Illustrating this point, the White House announced in August that their coders are no longer required to wear a tie to work.

Click to read more ...


You Need to Stop Going Through the Motions on Exit Interviews

By Deborah J. Muller is the CEO of HR Acuity, Aticle Originally Posted on

The exit interview — Has it become one of those going through the motions actions in your organization? –just another box to check off in a folder before you give the latest employee the old heave-ho?

It shouldn’t be. Despite their inherent awkwardness, exit interviews are becoming even more common (due to the shortening duration of most employee relationships) and can be very valuable from a risk management standpoint (not to mention keeping your brand as intact as possible during layoffs, terminations and difficult transitions).

Although exit interviews represent several opportunities for both parties, exiting employees are very often reluctant to divulge honest information about their experience with the organization. 

Making exit interviews count

Leaving employees who choose to participate in an exit interview tend to stay very general with their responses in order to fireproof their bridges with the organization.

No employee wants to burn a bridge with their organization for the purpose of references in their job hunt, and the chance that they may one day come back to the company. Additionally, individual relationships are important to keep intact for future connections within a given industry.

To recap: Exit interviews are valuable, manage risk, and, HR has to conduct them. So, why not make them count?

And remember, no one is an expert at exit interview — except an expert in exit interviews.

The biggest reason that exit interviews end up being an ineffective process is that no one really knows what they’re doing beyond getting through your average exit interview checklist. The exit interview represents the chance to collect information that safeguards the organization from employment litigation, increases engagement and reduces turnover, but that is rarely what happens.

One fifth (20 percent) of employees who voluntarily left their organization did so because their work was too boring. This is a common issue that is fixable and could affect future talent, but unless the interviewer knows what questions to ask, the issue will continue and cause more turnover.

Click to read more ...