I first learned about Plum through the Career and Co-Op Centre at Wilfrid Laurier University, where I’m currently in my third year of studies for my Bachelor of Business Administration. I’ve always wanted to try working at a tech start-up, so when I discovered the Marketing Coordinator role at Plum, I knew it would be the perfect fit for my second co-op term.
Key to her success as an actress, producer, and director, says Amy Poehler, is one hard and fast hiring rule: Don't hire or promote talented jerks.
These days, many organizations dismiss competency models as outdated, static, and unable to scale. The truth is, these misconceptions often deter organizations from benefiting from the predictability and scalability that competency models can provide (when used correctly, that is).
Frank L. Schmidt and John E. Hunter — we quote them a lot here at Plum. To many people, those names may not mean anything, but anyone remotely familiar with Industrial/Organizational Psychology knows Schmidt & Hunter to have published some of the most influential research on valid talent selection methods to date.
It’s no secret that retaining call center representatives is a universal challenge for organizations in the industry.
At #movethedial Summit in Toronto this year, Molly Q Ford, Senior Director of Global Equality Programs at Salesforce, said, “Culture fit is the new racism. Forget that word. It should be culture add-on.”
You’re likely no stranger to the challenge that comes with retaining customer experience employees.
The Future of Competency Models, Part 2. In our last blog post, we came down a little harsh on competency models. We aren’t going to apologize though; it was pretty well-deserved.
The Future of Competency Models, Part 1. The words “competency model” may feel a little dated, but competency models — when created and used correctly — are only just reaching their heyday.