The ease and convenience afforded by modern technology has changed the way society functions, shaping new social norms and fundamentally altering how we interact with each other and our environments. This rate of change isn’t just constant – it's continuously accelerating. The 20-teens haven’t just sped up our banking processes, but also brought us virtual assistants, self-driving cars, and ever-more-sophisticated wearable technology.
Most large organizations have made strides to increase diversity in their workforces, and many implement diversity training to help their leaders and employees be more aware of the issues faced by a diverse workforce. But too often this training fails to achieve its desired results and can leave people feeling confused about what concrete steps they can take to benefit from an understanding of diversity; in essence they miss out on the more important aspect of Diversity & Inclusiveness initiatives -- the “inclusiveness” element of the equation.
My friends and I lived for weekend memories made around fun times that finished with a movie. We thought that sure-bet source of entertainment would always be there for us, just down the street.
Marketers learned years ago that if you can figure out exactly what your customer wants, you establish your strategy, brand, product and communications to cater to your customers and accomplish results. Often, tactics that marketers use end up being adopted by HR a few years later. All year long, but especially during open enrollment time, there are lessons that HR can learn from marketing.
In our most recent Talent Pulse report, we found that 29% of organizations are moving from an annual performance review to a continuous feedback approach. This is great news as supportive, nonevaluative, timely, and specific feedback helps people achieve their goals at work. Yet our research shows that we all can get better at giving, asking for, and acting on performance feedback.
Who is the external workforce? Before we can manage and engage these types of workers, we need to define who they are.
It was the fourth day since Hurricane Katrina had struck New Orleans, and as I walked out of the elevator in my 4-star French Quarter hotel I was met by a scene that stopped me dead in my tracks: the lobby was completely empty, and the front doors were chained and padlocked. Just the night before, there had been so many sweaty, desperate people in that lobby that I could hardly get through the crowd. Now, just eight hours later, I was the only person left in the entire hotel. I had been abandoned.
When you think of typical approaches to engagement, what do you think of? Most strategies presented to me consist of external inducements: things like cash bonuses, reward and recognition systems, and one-off manager trainings that have been around for decades. Organizations have simply spent too much time thinking of ways to externally influence employees into doing what they desire and too little time tapping into the natural drivers of engagement. We need to let go of our transactional approach to engagement and instead focus on a more authentic, employee-centered approach.
As one can imagine, biometrics are expected to change the way we work, and because of biometrics’ impact on individual candidate and employee experience, HR must adapt to each change brought about by these new, untouchable technologies.
You need the right People Analytics Leader in order to build an effective and strategic people analytics function. This person is the key evangelist and visionary for data-driven decision making, and ensures the use of people analytics always delivers values to the business.
According to research by LinkedIn, 70% of U.S. employees wouldn’t work at a leading company if it meant they had to tolerate a bad workplace culture. It should come as no surprise then that creating a positive organizational culture is a high-priority initiative for HR leaders today. There are a few reasons why.
While there is no proverbial silver bullet to your organization’s talent woes, a rigorous, adaptive approach to strategic workforce planning will go a long way to ensuring you have the talent you need to deliver on business strategy.
We keep doing things the same way. We keep treating customers the same way, but why? Once you learn to recognize those biases, you can learn to mitigate them by making really simple changes in your behavior.
Social intelligence is our differentiator from artificial intelligence. It’s how we better ourselves as leaders, as team members, and most importantly -- as humans.
It’s the season for fall apple picking and it’s the time when hiring kicks into high gear. But even if your organization is facing a bushel of open requisitions, you might want to think again before you bypass a critical step in the hiring process – a detailed reference check.
Despite growing awareness, recognition, and investment in diversity and inclusion initiatives, massive disparities in job opportunities persist among various demographic groups. And, despite the growing diversity of the global workforce, leadership levels of most companies look strikingly similar to the white male dominated leadership teams of the past.
CEO’s everywhere are struggling with execution towards their strategic objectives. Two obstacles to execution they frequently site are alignment and employee engagement.
When a candidate isn’t a good match, it’s usually because they don’t fit the company culture, position or their team. Conversely, a hire who is a good fit is more productive, stays longer and is happier.
If you’re like most people, you aren’t fully engaged at work. Not in the way you’d love to be. Maybe you feel like you’re just given orders from above. Perhaps you can’t see the value in what you do. Maybe you feel stagnated in your professional growth. Or most of your co-workers are jerks. Or perhaps you’re ready to shout, “All of the above!” It’s tragic that these kinds of problems are so common. You deserve better.
Even when the refresh is for the best, and it means taking your career to the next level – the one you’ve been working toward -- there’s an eerie level of awkwardness, vulnerability and excitement that comes with being the new kid. Nothing makes the first days or weeks at a new gig sweeter than realizing that what you do at work has a role in how successful the company is overall. It’s important to know what you do at work actually matters.
OKRs alone are not enough! The OKR goal-setting methodology requires its logical adjunct, CFRs (Conversations, Feedback, and Recognition), to provide the continuous performance management element needed to drive results.