HR MIT : Mit's Human Resource Insights

Ask most HR Generalists what their week looks like and you'll get some version of the same answer: "it depends." Which is true and also a little bit of a cop-out, because underneath the chaos, a week that actually works tends to have a shape to it. Not a rigid schedule nobody can stick to, but a rhythm, a rough sense of when to be reactive and when to protect time for the work that never feels urgent until it's overdue. I've watched a lot of HR careers stall out for the same reason: the person never built that rhythm, and so every week looked identical to the last one, entirely reactive, entirely spent putting out fires that a bit of planning would have prevented from starting in the first place. This isn't a template to copy exactly. It's more a way of thinking about how the week's energy should actually move. Monday Isn't for Meetings, It's for Triage Most people walk into Monday and immediately open their calendar to see what's scheduled...

Candidate Experience: The Hidden Factor That Improves Hiring Success A few years ago, a candidate who attended an interview and was not selected might simply move on. Today, that same candidate may share the experience with colleagues, post about it on LinkedIn or decide never to apply to the organization again. The candidate may even be someone your recruitment team will want to hire for another position six months later. This is one reason I believe candidate experience deserves more attention than it usually receives in recruitment discussions. Most HR teams work hard to find suitable candidates. They prepare job descriptions, screen applications, coordinate interviews, obtain management approvals and negotiate offers. These activities take time, particularly when several departments are hiring simultaneously. But while we concentrate on finding the right person, we do not always pay enough attention to what the person experiences during the process. Consider a simple situation. A c...

Employee attrition is one of those HR numbers that looks straightforward until management asks why it is increasing. The monthly report may show that 18 employees resigned during September. HR can calculate the attrition rate, compare it with August and prepare a trend chart. But when the management asks why those employees left and what should be done about it, the report may have very little to say. This is where attrition analysis begins. I have seen how easily discussions about employee turnover move towards familiar explanations. Employees are getting better offers. Young professionals are not willing to stay. Competitors are paying more. These explanations may be correct in individual cases but they do not necessarily explain what is happening across the organization. Suppose a dairy processing unit loses 15 employees during the year. Ten are junior employees who leave for personal reasons or better opportunities. The remaining five include an experienced maintenance engineer, a ...