We are on the brink of a human revolution in the workplace. The old ways of living and working are no longer working. This people-centric revolution is where organizational performance and agility is driven by investing in employees and cultivating a culture of positive well-being in the workplace.
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.
Job seekers begin to form an opinion about a company, as an employer AND as a business, the very moment they begin the application process. One negative candidate experience creates a ripple effect as applicants vocalize their dissatisfaction with how they were treated and discourage others from applying.
Ever wonder what makes people succeed in their roles? Relationships—not quantity, but quality, and particularly with direct reports. Just as the best companies are concerned about the quality of their relationships with their customers, the best leaders seek feedback—both positive and negative—about how they’re doing in their relationships with their many constituents.
In February 2017, eight months before #MeToo went viral, a former senior engineer at Uber, Susan Fowler, published a blog alleging rampant sexual harassment, retaliation, and discrimination. Following an extensive investigation including hundreds of interviews, former U.S. Attorney General Eric Holder and his colleagues at Covington & Burling issued a list of recommendations aimed at changing the company’s culture and practices. While Uber’s transgressions were severe, they are not alone. The headlines of the past year indicate that many organizations are still at risk and in need of transformation. What lessons can be learned and how must organizations respond?
Objectives and Key Results are a powerful goal-setting system that works for organizations, teams, and individuals. They align employees’ goals with enterprise objectives. By using Key Results (metrics) to gauge performance and progress, organizations can improve execution both at the individual and company level.
How should top management handle the highs, but also the extreme lows that unexpected change often brings about?
Let's face it -- organizations are only as able as the people who comprise them. When employee wellbeing is prioritized and employees are happy, an organization is positioned to do its best work. This fosters an atmosphere of positivity where everyone can thrive. But if morale is bad, turnover is high, and socio-economic disenfranchisement is the norm, it's probably a good idea to revisit your ‘HR first’ principles.
If you’re a recruiting professional or hiring manager and your head is spinning, you’re not the only one! There has been so much going on in talent acquisition this year that we felt compelled to focus our annual survey on topics affecting our industry today.
In order to prepare for the future, companies are taking a long-term approach to attracting and retaining their employees. Companies are thinking less about filling positions quickly and instead, focusing on finding the best fit. With a shrinking talent pool, companies are looking to streamline recruitment operations, forecast staffing needs, and above all else, hire the best. As a result, workforce planning can no longer be ignored.
Do you know what it feels like to speak your dream out loud? Until recently, I didn’t. I was terrified I would fail or that people would laugh at me and my dream. So, I stayed silent. “You? A bestselling author?” I imagined people saying between chuckles, “You can’t be serious.”
But I was serious. So serious, in fact, that I began talking about my dream.
For many companies, “performance management” still takes the form of annual reviews. This is a problem because despite huge investments in time, energy and capitol, research has shown that for most organizations this antiquated process fails to yield any clear improvements in employee performance.
Across industries, we are all moving into an experience economy, and no matter our function in an organization, we have a customer to provide an experience for. Even, or especially, in Learning & Development, leading the way into this experience economy is the key to winning in 2018. The CGS Enterprise Learning 2018 Annual Report highlights trends toward soft skills, engagement, and strategy implementation that demonstrate this shift and several ways to get out front as L&D professionals.
Asking people to do a job without the benefit of a clear picture of how their work fits in is like asking someone to assemble a jigsaw puzzle without first getting a glimpse of the assembled version on the box top. It can be done, but the progress is slow and frustrating.
The last thing you need to read right now is a typical blog post about employee engagement — because nothing “typical” will have a real impact. It never has, which explains why engagement continues to hover stubbornly around 30 percent. You’d think that with all the time, energy, and hundreds of millions of dollars that companies throw at moving the needle, we’d see better outcomes.
What happened to my innate enthusiasm for learning? The older I get, the harder it seems to muster up energy to commit to creative and new endeavors. I get too complacent in my comfort zone, tempted by the ease of routine and modern conveniences. How many of us have dodged a task on our to-do list and instead decided to binge watch a series on Netflix? But as they say, necessity is the mother of all invention (or in my case, a combination of frugality and stubbornness).
In recent years, much focus has been given to Customer Experience (CX). But with the dust settling on CX as increasing numbers of businesses now understand the importance of adopting it as a strategic and even imperative initiative, it’s little wonder why Employee Experience (EX) is the next competitive frontier.
Candidate sourcing is a very specialized and difficult position. Sourcers or researchers must use multiple platforms to find the most qualified candidates for a given job. Where those candidates are found can be hard to pinpoint: 78% of candidates use social media in their job search, but the best candidates for a position may be hidden somewhere else.
The role of people analytics in any successful organization should not be underestimated. As the Principal of Research and Customer Value at Visier, I understand the importance of using data to drive business strategy and inform decisions. And now, the latest report from Visier, The Age of People Analytics: Survey on Characteristics, Value Achieved, and Leading Practices of Advanced Organizations has emphasized the positive financial impact that advanced people analytics and related practices can have on an organization.
We’d be lost without communication when it comes to reaching goals. How many times a day do you ask a colleague for help, for a status update on a project, or even about those sassy shoes she wore to work? A robot cannot do this for you, or at least not yet…