If you are like most employers, you squander the best opportunity you have to engage, shape and retain them as employees. Most employers are so driven to find talent and make a good first impression through the recruitment process that they neglect to think about what will happen once the employee shows up on their first day, ready for work.
Think about a leader in your life who people deeply commit their time, talent, and hearts to.
I’m talking about the kind of leader who values and recognizes the greatness in others – even when people do not believe in their own greatness. This kind of leader thrives on creating an environment where people are “all in.”
Much of the millennial generation says they can’t describe their jobs and professional roles to their parents and grandparents because their older family members just don’t get it.
Millennials have a higher degree of digital literacy than their parents and grandparents, which means they’ve been trained and have the ability to use digital devices at work to fill needs of quick communication, efficient collaboration and stellar performance.
Employees approach management multiple times per week to talk about their development, how they can get a promotion and when it might happen.
The Leadership Challenge® is a global campaign to liberate the leader in everyone. Approaching leadership as a measurable, learnable, and teachable set of behaviors, our framework grew out of rigorous research that first began in 1982, when we set out to understand those times when leaders performed at their personal best.
In the face of adversity, why do some people flourish while others fold? The essential condition required to live a flourishing life is not found in the absence of challenge, but rather in a person’s ability to persevere amidst trials. Resilience is demonstrated in both positive and negative life events.
If there is, in fact, a certain amount of time from employees’ first day of work until the day they reach high performance goals, how can leaders prepare them to be productive and dynamic from day one?
Leaders who expect to see results in their strategic design implementation have to focus on all parts of the organization and remember that even in tough times, transformation never really stops.
When components of the workplace are collaborating to facilitate change, only then is a strategic design successfully implemented. Change is common in organizations, but not all transformations achieve results.
There’s a reason why Steve Jobs, Barack Obama and Mark Zuckerberg wear the same clothes on an everyday basis. It is the same reason why most great leaders choose to put on their running shoes first thing in the morning. So look around. How do you plan to beat ego depletion?
Just about a year-and-a-half after its Grand Opening, ivivva Kenwood Towne Centre will have closed its doors. Even the longest-running ivivva employees experienced a very short tenure with the company, but their time should be valued, and the departure should be handled with the best of practices and highest sensitivity.
Nearly a third of the hourly workforce see their jobs as the start of a career path with the companies they work for. With the cost of recruitment so high, doesn’t it make good business sense to focus on developing those employees who want to grow with the organization?
Good coaches drive results, both on and off the field. At HCI, we’ve spent several years studying the effects of coaching in the workplace, and a results-driven coaching approach has more in common with the sports we love than you might expect.
We’ve all felt it – the excitement, and then anxiety, that comes with undertaking a new initiative. The amount of information and resources available on given topic in today’s digital age can at first seem helpful, and quickly leave you feeling ‘where do I start?’
A survey conducted by IBM in 2015 highlighted that one of the biggest fears CEOs had was to be “Uber-ized” - having their industry get disrupted by a digital start-up that presents a transformative new model for how consumers utilize a service or product.
Our priority at HCI is ensuring that you always find something new to learn and use when you visit HCI.org. With that in mind, we are continuously conducting new research, seeking innovators in the HR space to keep you on the leading edge of trends and opportunities, and sharing that work with you through this website, our conferences, and our courses.
The first Legend of Zelda game for the NES was released in 1986, over thirty years ago.
In early March, Nintendo began selling their brand-new console, and with it, the latest Zelda installment: Breath of the Wild. Doing a side-by-side comparison, it’s astounding and impressive how far the video game industry has come.
Many organizations are seeking to strike the balance that Nintendo has, where they are always pushing boundaries and trying new things, but at the same time remaining true to their values and culture.
Everyone seems to be talking about the employee experience being the next big differentiator for employers, and we couldn’t agree more. The exciting, yet challenging piece of this puzzle is creating and crafting meaningful experiences when each employee may have unique needs and expectations regarding work.
Businesses spend a great deal of time developing competitive brands that they hope will flourish in the marketplace. They try to put their best foot forward and make their products or services attractive to potential clientele, who they hope will eventually become brand ambassadors. While determining a business’s ideal client is certainly part of the branding process, the rationale behind it can often get lost in the shuffle over time. When this happens, loyalty waxes and wanes.
If you’ve gotten your leadership’s buy-in for the long haul, resources have been identified to help with administration, and you are excited to move into creating a coaching culture, the next step is to run an assessment to create clarity around the specific strategic goals you can impact and how.
The implication is clear: CEOs and HR leaders recognize the crucial reliance on a workforce with the right skills. The need is especially true given the rapid advances in workplace technology and the persistent skills gap for those workers with outdated skills.