Thursday, February 28, 2013

New Website Helps HR Managers Meet the Self-Interests of Corporate Employees

For immediate release:                                                                                    
February 28, 2013
12:00PM (EST)

Atlanta, GA—February 28, 2013---Core Edge HR Workforce Solutions (Core Edge) recently developed a website geared to helping Human Resource (HR) managers effectively deal with employee relations. Core Edge took a contrarian approach to workforce development by stressing the self-interested orientation of employees when achieving corporate missions.  The website focuses on three elements for HR managers:  (1) An exclusive Mastermind Alliance Group for HR Managers that communicates frequently in an online forum, (2) The IBAR Critical Thinking Method that allows employees to become experts and knowledge workers within their company, and (3) Publications dealing with the latest research on employee loyalty, morale, and productivity. 

Core Edge founder, Edward Brown, says, “It was our work on charismatic leadership that led us to investigate the unfulfilled needs within employees that charismatic leaders are adept at addressing. We decided that we were not going to ‘play nice’ with the core needs of employees who are driven now more than ever towards ‘Rugged Individualism.’”  

Core Edge HR Workforce Solutions is a subsidiary of Core Edge Image & Charisma Institute, which investigates, analyzes, and synthesizes how charismatic leaders think, act, and make decisions about productivity and profitability. Core Edge Image & Charisma Institute was founded in Atlanta in 2002.

For more information about Core Edge HR Workforce Solutions, visit: 
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Wednesday, February 27, 2013

How Employees Acting In Their Self-Interest Enhances Corporate Productivity

Edward Brown, M.S., of Core Edge Image & Charisma Institute provides questions and answers in his quest to help HR managers enhance employee productivity.

Q:   Since we live in a country where “Rugged Individualism” is part of the American creed, what are you saying that is different about this idea?

Brown:  Perhaps, I am not saying anything different, but I am building on the concept that “Rugged Individualism” is more prevalent now than ever before. Placing the self-interest of employees in the forefront of corporate operations can be new and innovative, if seen from a Machiavellian or “what’s best for the situation” mindset.  Traditionally, “People First” campaigns were overly idealistic about human nature.  Catering to the self-interest of employees is real and pragmatic when “rose colored glasses” are removed about human nature.

Q:  Corporations have consistently tried to facilitate the needs of employees for greater productivity. Where have companies fallen short?

Brown:  In the last 100 years, we have been inundated with theories surrounding leadership and employee development.  Yet, with all this information available, we do not have an excess of leaders or an abundance of self-motivated, innovative employees. Companies fall short because they rely more on business principles (Marketing, Accounting, Finance, etc.) rather than disciplines from the Liberal Arts like Psychology, Sociology, and History. By looking at human experiences through the Liberal Arts, for example using historical data and biographies, companies can begin using theories that encourage employees to extend past self-limiting beliefs. 

Q: So, companies should rid themselves of traditional business models and assume more Liberal Arts theories?

Brown: It is not an issue of ridding one school of thought over the other, but appreciating the connection of disparate or separate ideas to solve specific problems. At the end of the day, people are not machines. They are psycho-emotional beings looking for self-fulfillment by any means.

Q:  So, if you include both business metrics and human experience into the equation, do you think productivity and profitability rise?

Brown: I believe so, based on the research. Anytime you apply quantitative and qualitative analysis to any situation, you have a better resolution to a problem. Numbers may not lie, but they still need to be articulated and aligned with the realities of human nature.  Qualitative analysis asks and answers the “why” to a problem.  If you do not know why a problem exists and how humans in the past have solved it, numbers will not matter.

For more information on the methods for addressing workforce development, visit: