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Holiday Human-Capital Culling Could Cost

Harmonious Workplaces

When one speaks with business owners, executives, or recruiters, about and during the hiring process, the message has become more pointed post-Thanksgiving from “We’re not sure when we will make our decision” to “We’ll make a decision after the holidays.” Enter the role of the ethical certified management consultant. link] Sverke, M.,

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Fight Ageism, Fuel Growth with Inclusive Hiring & Retention

Harmonious Workplaces

Let’s break this last one down: I met the job requirements listed on their hiring page, which outlines the colleges from which they recruit: * They wanted someone who uses data and analysis to make decisions — CHECK! This bias, predicated on age, undermines the principles of equity and diversity with potential ethical issues.

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Advisory Board Company Interviews and Culture

Management Consulted

Running to Criticism: The conviction that exceptional contributions requires an ethic of seeking unbiased feedback and a commitment to addressing, both individually and collectively as a farm, our most critical development needs. Washington Business Journal Fastest Growing Companies in DC Region—2013. Finalist, Jefferson Awards—2012.

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Urban Meyer, Ohio State Football, and How Leaders Ignore Unethical Behavior

Harvard Business

Reading the report with that lens can help leaders better understand the biases that get in the way of ethical conduct and ethical organizations. Researchers call this “moral hypocrisy” and have demonstrated the great lengths people will go to in order to be seen as ethical. Performance over principles.

Ethics 28
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When Tough Performance Goals Lead to Cheating

Harvard Business

We recruited 106 full-time workers of varying levels of seniority from across a number of industries to complete our study online. This research was recently published in the Journal of Business Ethics. In other words, only people prone to moral justification used the performance goal as an excuse to cheat.

Ethics 28
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Research: When Managers Are Overworked, They Treat Employees Less Fairly

Harvard Business

In a recent paper , published at the Academy of Management Journal, we propose that one explanation is that many managers are, simply put, too busy to be fair. In our first study, we recruited 107 managers in the United States to complete two daily surveys for 10 workdays. We examined these questions via three studies.