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.
Have you ever bought something for your home only to realize you already have exactly what you need? This same phenomenon happens in the workplace, and on an even larger scale. The leader you think you need to hire from outside your organization may already be working inside your organization. They may be hiding in plain sight; doing a great job for you, but in another capacity.
Continuous, agile performance management’s replacement of the traditional, annual review is SO 2016.
There’s no more structured process or need for employees’ nerves to shake, rattle and roll as they approach their boss’s office every 365 days, but that’s nothing new. Continuous performance management has evolved into new world of high performance that demands much more than increased frequency and leadership agility.
Coaches are expected to acknowledge their client’s work, express support, and encourage the client to fully express themself. As humans, we build trust to express our vulnerabilities. We cannot change without becoming vulnerable.
In order to improve the learning experience for our Corporate Members, we are thrilled to announce the release of a brand new feature: My Learning Queue.
Diversity and inclusion are more than trends—they are crucial drivers of innovation, the development of new ideas, and key factors in real time alignment to the market. Today’s polarizing political atmosphere only serves to underline the importance of building an inclusive and collaborative culture across the employee lifecycle.
Too many hiring managers look at onboarding as something they need to hack in order to achieve long-term employee retention. Sure, a good onboarding process will aid in keeping employees longer, if it works. But your best bet is to focus on the people you’re hiring. What do they want? New hires want to feel prepared, confident, motivated, and welcomed to this new adventure they’re about to embark on.
Businesses are coming under increasing pressure as a result of change. In a recent study performed by HCI, which gathered responses from almost 500 participants, 83% agreed with a statement to the effect that the business was always in a state of flux with strategies and priorities constantly changing. Human Resources practitioners are being asked to offer a more strategic approach to help build sustainable human resources within the organization, but at the same time, they are being asked to do so with the same or a lower budget (in 65% of cases).
When it comes to creating an engaging workplace culture that enables you to connect with what’s most meaningful to employees, become an irresistible place to work, and ultimately achieve financial success, corporations across the globe are left wondering which resources to invest in to improve their organization’s culture.
In the Age of the Customer, companies are investing in Customer Experience, Customer Success, and Mapping the Buyer’s Journey. Still, buyers seem fickle and unpleasable. What will it take to connect with your customers?
While the War for Talent is heating up for the moment, the War for Top Talent never stopped. If you were trying to sum up the purpose of modern HR, it might go something like this: hire more high performers and figure out how to retain and develop them.
Within your organization, there’s a running dialogue that goes on in hallways and conference rooms, between desks, via phone, email, and within chat. Those conversations tell a story, from your employees’ perspective, about how your organization is doing — what’s working, what’s not working, how culture affects performance, how valued employees feel, and why they may leave. It’s a critical narrative, but these are private conversations. So how can we uncover qualitative insights like those from these informal channels?
Not too long ago, the mega-merger of health care giants CVS Health and Aetna was proposed and the $69 billion deal could mean big change for consumers AND employees of the two companies alike.
Sure, it’s a big decision for any company that provides medical and pharmacy benefits to employees, especially when it staffs hundreds, if not thousands of workers, and serves millions of consumers.
The decision’s impact moves inside company walls, reaching each employee that works for both organizations involved in the merger.
Will jobs be affected by the merger, which is said to potentially reshape the American healthcare system as we know it … and as scary as it sounds, will jobs be lost?