We have to deal with it once, twice and for the lucky ones even four times a year. It makes a small minority happy, a large majority upset and the overall organization better off, or so the theory goes. Yes, it’s the time of the season for performance evaluations. The nucleus of the meritocratic organization where the ‘good’ advance, the ‘challenged’ depart and the organization develops. Performance reviews just don’t take people into consideration.
Regardless of title or position, the foundation of leadership for every one of us, rests on three essential pillars: Managing Yourself, Leading Others, and Managing the System.
The traditional model of survey-based action planning is simple enough. Managers get their survey results. Discuss those results with their teams. Identify two or three areas to take action on (and don’t forget to maintain those strengths!). Come up with an action plan for each. Implement. And then repeat in the next survey cycle. Yet for such a simple concept, it creates a lot of headache and discomfort for managers. It takes too much time. They don’t know what to do. It doesn’t seem relevant to their work.
Given the ebb and flow of employee engagement levels, maintaining accurate diagnosis of engagement is critical. How can organizations effectively use employee surveys to sustain and drive performance during volatile times? In addition to the tried-and-true methods, there are some areas that may be fruitful to incorporate in your organization.
Succession planning cannot be limited to the C-Suite. Rather, organizations must take a holistic look at the workforce and determine which roles or individuals are critical to future success. High performers at all levels in the organization should be included in strategic succession planning.
The cloud has a ton of benefits to offer and these are well documented. Just be prepared that most changes are generally never quite as perfect, or as bad, as you might have thought. Change requires an adjustment and moving toward the cloud is no different.
We’ve all heard the solution to HR silos; how important it is to integrate our talent management processes. For the past five years it is just about all we have heard from the great oracles of HR. The benefits are compelling. We know that those organizations that have managed to successfully integrate their talent management have 26% higher revenue per employee, 17% lower staff turnover, and many other exceptional business benefits.
Companies that thrive in today’s competitive global economy do so for several major reasons, one of which is having the right people behind them. But not just any people— we’re talking high potential talent.
Companies require -- and deserve -- a highly evolved set of skills and competencies from their human capital leaders. Read about the top 10 traits that Chief People Officers must possess to lead their organizations into the future.
No business operates in isolation. In today's increasingly global and interconnected world, fostering good relationships with your entire value chain is not only critical for survival—it's easier than ever.
No matter how much you invest in workplace and employee training, at the end of the day, success rests on how well the members of your value chain—distribution partners, sales reps, franchisees, service techs, and—work together to produce, market and sell your product or service. When treated with respect, these members can actually become more than just a "value chain"—they become true additions to your team, referred to as your "extended enterprise."
We are already seeing employee experience related roles and executive titles emerge, and the very concept of Human Resources is morphing into something else. Everything around people analytics, workplace design, compensation, engagement, well-being, etc. is all tied to this concept of creating an environment where people actually want to show up, not where they need to show up.
The good news today is that the proverbial “horse is dead” with traditional performance reviews. Now that we’ve all acknowledged that they’re a thing of the past, what’s next? Although every company’s performance review strategy might differ, there’s one thing all their employees have in common: the way the human brain reacts.
Culture is the foundation that business success is built upon. Perhaps most importantly, culture sets the framework for employee engagement. However, all too often, while leaders try to develop a strong culture that engages employees, they get sidetracked and make honest, yet fatal mistakes. In the quest to listen to employees, they often lose their focus and compromise their vision.
Today’s leaders are faced with increased pressures, competing demands, and delivering results in a complex and rapidly changing environment - often with fewer resources and less time than is needed. Throw a major change project into the mix, and it can put a serious strain on a leader’s ability to effectively make it all happen. On top of that, all change involves people - and dealing with people is inherently messy. From resistance, to politics, to lack of clarity, alignment, and miscommunication, dealing with the people side of change while implementing new processes and technology is enough to challenge even the most seasoned leaders and their teams.
We live in a time where everyone is visible more than ever before -- now we can even see how far our reach extends with profile views, shares, tweets, and “likes.” In a world where every failure, frustration, and triumph is publicly recognized online, an unexpected yet poignant result is that conversely, many of us feel less “seen,” both in the workplace, and at home. Recognition is inspiring and if we had more of it, we’d probably work harder with our families and friends as well.
We’re not all robots (yet) so we need a little more than strong magnets to attract the best and brightest to our organizations. The good news is we no longer have to rely on newspaper classified ads to reach our audience—there are innumerable ways to connect with potential employees. The bad news is there are innumerable ways to connect with potential employees—and each of them will work differently for each organization.
In part one of our Lead to Win series, we discussed how leaders often unknowingly make the shift from playing to win, to playing not to lose. Typically, four important aspects of successful leadership are impacted: innovation, change, communication and sustainability. Last time we discussed how a scarcity mentality stunts authentic innovation, and essentially cripples an organization over time. Today, we will focus on how playing not to lose affects change.
How does a 128-year-old company attract young talent in a time-tested industry like healthcare? Abbott is a rare example of a company in a traditional industry that continually invests in creating relevant, engaging culture. At a time when many are stuck debating “Why do we need to change?” or “Why bend to Millennial demands?”, Abbott focuses its energy on moving forward and evolving for today and tomorrow’s world.
We live in a changing world, and an increasingly global business landscape. Technology has utterly transformed the way we conduct business. There was a time when conferences and another types of events were impossible to conduct except in person. With the growth of the internet, however, it is more common to do business with associates and organizational members who are geographically dispersed. Events can now take place in a virtual venue.
Believe it or not, mystery shopping has been a standard practice in the retail segment since the 1940s. Companies seeking to improve their customer experiences routinely take proactive steps to evaluate those experiences from the front lines. While the modes of communication have drastically changed over recent years, core marketing principles remain the same. Don’t wait for your customers to find you—make yourself available in the places you know they’re looking. Speak the same language as your customers. And, perhaps most importantly, treat your customers as you would want to be treated.