What work and social environments, personal attributes and characteristics are conducive to developing creative performance and innovation? If creativity and motivation to be innovative can be assessed and measured, how does that affect talent management practices? What does it take to create an innovative culture and the related talent management practices that make continuous improvement part of your every day way of doing business.
Just last week the Human Capital Institute and I embarked on a webcast entitled Enabling Leaders to Create an Emotional Connection, which was sponsored by Oracle Human Capital Management. One of the unique features of the HCI webcast platform is its ability to poll the attendees in real time and I was excited to take advantage of this functionality in my presentation. When the webcast poll responses began flooding in with sentiments of deep emotional openness and genuine gratitude, I knew we had accomplished our goal of 'Enabling Emotional Connections.' The webcast attendees opened up emotionally and risked sharing experiences that changed their lives. “My husband and I lost our three-month old baby. It was devastating, but it also strengthened us.” “I’m the only survivor of a family of eight and belonging and teaming mean everything to me.” "Perfect strangers stopped to help us with our broken down car and left before we could thank them, how inspiring that was!”
Engaged employees deliver better customer satisfaction and profits. This axiom sounds logical, but despite a multitude of arguments and research, empirical evidence of the linkage between customer actions and employee engagement is still missing. As a result, many executives are saying the employee engagement concept will result with tactical improvements at best.Read more