People are often the greatest expense, and without engaged employees, companies are simply unable to perform at their best. The concepts around employee recognition have evolved from a “nice-to-have,” into a strategic tool that drives business outcomes.
We all know the transition to Cloud HCM (human capital management) has been wide-spread and transformational for many organizations across the globe. Nearly every HR department I talk with has either moved their HR applications, is in the process of moving or is assessing their ability to move upwards into the cloud. But, for those that have made the leap, has it had the intended, positive impact on HR’s service delivery capability?
Let workers rebel! Harvard Business School Professor, behavioral scientist and author Francesca Gino believes letting employees cut loose is the key to find balance between conformity and nonconformity. Once that balance is established, a company’s employee engagement level will soar, and it will stay that way, too.
What makes a good manager? The traditional “career ladder” model suggests that managers are chosen from top individual contributors, and then those individuals continue to climb a fairly straightforward path until senior leadership. Today, the role of manager is more than a stop on a career trajectory.
Today’s business landscape is more global than ever before, and organizations must develop internationally-oriented leaders in order to be competitive in the market. BPI group’s Michael McGowan, Managing Director, Leadership & Talent, and John Blyth, Executive Coach, shared their insights on how to identify and develop global leaders to drive organizational success.
The Gaussian distribution aka the bell curve has unwittingly become the most important mathematical function for HR professionals around the world. It stars in one of the most important HR processes – performance management; and consequently goes on to determine compensation. However, in recent time, more and more organizations have begun to question Gaussian’s presence at the workplace. Meanwhile, there has been an elder brother hiding behind the curtains who is finally ready to steal Gaussian’s limelight.
Throughout 2015-16 international talent solution provider ProFinda gathered data from almost 4,000 international knowledge workers revealing employees are wasting valuable work hours looking for support in their roles, as they are unable to identify internal expertise from within their own organisations. As already featured in Business Matters, Global Banking and Finance Review, Marketing and Communications News, The Marketing Blog and BDaily - the paper: The Disconnected Organisation shares this research data and aims to arm organisational leadership teams with a better understanding of their people’s needs and equip them to embrace new innovations.
Download your copy of The Disconnected Organisation today – available here.
Change is an inevitable component of growth for organizations across every industry. And, while embracing the status quo may feel more convenient than confronting it, disruption is a driving force in successfully transforming organizations around the globe.
Imagine if you knew as much about your employees as your marketing team does about your consumers. Imagine if you knew as much about your employees as retailers know about their customers as we enter the gift-giving season. It’s possible—and it’s not as time-consuming or as challenging as you might think. Employees are behaving more and more like consumers—they’re leaving feedback on Glassdoor, Facebook and Twitter in addition to interdepartmental emails and watercooler conversations.
Take a moment to consider some of the top performers in your organization. Perhaps some of them report directly to you. As you think about these individuals and their future careers at your company, what next steps do you envision they will take? Will your best programmer someday become Chief Technical Officer? Does your best accountant have what it takes to become a CFO? We’ve often heard the adage, “Past behavior is the best indicator of future performance,” but this phrase can be confusing. Future performance is not the same thing as future potential.
The dreaded cover letter. Some recruiters love them, and others have little use for them. But there’s one thing everyone seems to agree on — job seekers hate writing them. Cover letters often veer toward boring and formulaic, or over-the-top. For those candidates who manage to strike just the right balance of brevity, data-backed performance statements and personality, they’re left to wonder: Was the effort worth it?
People the world over are watching intently as a new U.S. presidential administration goes through its staffing up process, taking notes and names as to who’s in, who’s out, who’s on the fence, what the relative merits of each candidate are, who’s calling the ball, the list goes on. One can only hope that the behind-the-scenes process used to vet and select candidates is as serious as the reporting of it.
Today’s employees crave meaning in their work and want to work for a company that shares their values and recognizes their contributions. How is your company positioned to attract and retain top talent?
Positive emotions are valuable for helping refuel our brains. If we are looking to try something new or create some healthy habits, positive emotions help us achieve our goals.
A dear friend of mine runs the IT Helpdesk at a company that shall remain nameless. Generally speaking, when an organization hires a new person, in today’s digital age one of the first priorities is to ensure that the new hire has access to all the technology necessary to do his or her job successfully. If I told you how many times my friend has learned that a new hire needs a laptop or iPad as much as a week after a person’s start date, you’d be shocked. Imagine being asked to learn a new job while spending an entire week without the proper devices.
With the growth of self-service survey portals and the development of more powerful and efficient survey platforms, coupled with increasingly accurate employee databases from which to invite people to the survey, more companies are seeking to conduct shorter, sharper or more targeted surveys in between their enterprise employee census surveys.
Last time we discussed how a lack of effective communication can cause a detrimental decline in accountability, essentially crippling an organization over time. Today, we’ll wrap up the series by focusing on how playing not to lose affects sustainability.
Ah, the age-old debate of renting vs. owning. Only in this instance, we’re talking about talent acquisition assets. Why are so many talent acquisition professionals renting? They rent out their employer branding and career site to an agency; they rent databases of leads from certain social networks (for big costs); and many never fully own their recruiting data, leaving it to third-party channels or agencies.
Career development is typically thought of as an intentional, well-planned, and mapped progression of upward or lateral movement as a result of experience, education, and competency development. But, as we all know, life rarely allows us the luxury of neatly checking off boxes in order to ‘level-up.’ When I think of the business climate today I’m very often reminded of this phrase, a favorite used by a college English professor of mine; ‘the best laid plans of mice and men often go astray.’
Organizations today are, by necessity, changing quickly and adapting rapidly to changing business circumstances. These fast changes can leave employees confused and in the dark when communication is lacking. Employees that do not feel included become disengaged, lowering productivity and increasing the risk for turnover. Low engagement directly impacts the bottom line. Employees today want their leaders to trust them with knowledge of where the business is headed, and in return they want to trust that their voices are heard.