As company leadership increasingly shifts their attention towards achieving an outstanding employee experience across the lifecycle of an employee, appreciation and recognition will be two of the largest factors that both increase overall employee happiness and drive engagement levels and ROI. That’s because appreciation moves the needle on employee engagement and helps bring out the best work in employees.
It’s a defining moment when team members begin to sense that they have far more control over events than they previously realized; that they aren’t hostages of any situation or history; that collectively they have substantial capability to shape their world. They can see alternative futures, and they’re about to claim positive ownership of something powerful, no matter how small.
HighGround sponsored a webcast in March that featured Sam Stern and Michelle Rashid. In each of their presentations, the speakers used well-known books as a jump off point. Sam referenced two books that seek to explain what motivates us, Drive and The Progress Principle, to connect employee experience to customer success. Michelle shared that her company used The Advantage, which talks about organizational health, as the basis for developing Virtuoso’s new engagement program.
The definition of a human resources business partner (HRBP) has undoubtedly changed over the years. Originally the job was very different from traditional HR roles in that it dealt with more money-related issues, working with administrative heads of departments and not employees themselves. An HRBP was a less employee accessible role. They were HR professionals that specifically worked toward employers’ long-term goals.
Complaints about performance evaluations are nothing new. Employees think the process is demeaning. Managers and supervisors find them burdensome and ineffective. Lawyers tell us the forms work against us in court. So, we throw up our hands and declare we’re done with them. But before long, we return to the same ritual.
Our March, 2018 Talent Pulse Research shows that Strategic Workforce Planning (SWP) is key in adapting to change, but businesses are finding that these plans often need to grow beyond their organizations and into the communities around them. As businesses forecast their talent supply and the skills needed for emerging roles, many find they must broaden their search for talent to keep pace with change.
Ever-changing candidate expectations have led to radical shifts in tools and technologies needed to attract top talent. “Posting a job” barely scratches the surface of what it takes for an organization to find the right candidates, let alone provide an engaging candidate experience that communicates the value of a job with that company.
In our current economic moment, talent is paramount. Your ability to maximize the performance of your people determines your ability to deliver on business strategy. When your people are firing on all cylinders, you can feel it. Your organization just works better. People are happier, customers keep coming back for more, and the money keeps flowing.
Personal ruts are tricky; they develop slowly but quickly suck the energy and enthusiasm out of a situation. Sometimes the cause is hard to pinpoint: a lack of development, an absentee manager, an undefined role, but the result is eerily similar. You feel stagnant, disconnected from your work not because you have too little to do, but because you are no longer inspired by it.
When it comes to having difficult conversations with your employees, do you feel like you’re up to the challenge? In the workplace, as in our personal lives, tough conversations are essential for growth.
New must-have HR technologies seem to appear almost daily and impact nearly every aspect of recruiting. But, if you’re bolting on various technologies to streamline multiple functions – for example, sourcing, recruiting and engaging with candidates – it might feel like managing all these various tools is starting to weigh you down. Consider instead building a more efficient, integrated and holistic tech stack.
Not long ago, a client CEO and SVPHR asked if any of the three executives I was coaching for them presented a flight risk. My reply was to the effect that the operative word wasn’t “any,” but rather, ALL of them. Sure enough, over the ensuing nine months, each made his exit. As the economy and job market continue to warm, this has become an all too familiar chorus.
Change is so constant in the modern economy that it is often indistinguishable from straight up chaos. The minute you have the lay of the land, a new acquisition is announced, a fresh scandal bubbles over, or a new technology disrupts your industry.
Executive burnout and derailment are at record numbers – in some sectors 75% of executives say they can’t see themselves in the same job in five years. According to Harvard Business Review, burnout is costing approximately $190 billion a year in healthcare spending in the US. Other systematic costs include high turnover, low job satisfaction, and low productivity. Moreover, the majority of executives state they are physically or emotionally depleted.
The one-off and quick fix requests for training are not going to end any time soon, and the best and most effective training programs are those that address the underlying issue(s).
Companies need to recognize that the tools we used in the past to connect with our employees will not continue to work as our workforce changes. These tools were designed for a different workforce - one that did not need real-time interactive communications or regular transparent recognition. We need to accept that these tools are no longer a fit and respond by embracing new tools such as social media.
Agility has become an often-used buzzword in business. At the top levels of consultancies, in boardrooms, in the C-suite and in the leadership realm of product innovators, Agility has been a topic of conversation for many years. But despite the chatter and buzz, there is evidence that little, is being done on a practical basis to implement approaches to becoming more agile.
Without strong Learning and Development (L&D) programs, employees may have a harder time being productive, moving up in the organization, and contributing to financial performance. Additionally, it can also lead to lower employee engagement and increased turnover.
Despite the clear positive effects of learning, I’ve repeatedly heard from L&D leaders that they lack insights into whether what they do impacts overall business goals.
An organization’s values should be more than its DNA. Values should represent the best aspects of your team, and what it takes to be successful as you grow.
The concept of replacing United Airlines’ quarterly performance bonuses with a lottery program didn’t last three days, much less come to fruition, due to some severe backlash from the company’s thousands of employees.