Do you know what your company’s workforce is going to look like in 5 years? Do you know what skills you need to maintain your business today and guarantee sustainability in the future?
Never before in our history have we seen the workforce in the United States change as rapidly as it is changing today and it will continue to change over the next several years. As employees retire, companies are struggling to capture the knowledge and experience of long time employees. Failing to take advantage of this experience will have the direct effect on future organizational productivity. Knowledge management includes strategies and practices used by an organization to identify, generate, collect, organize, preserve, disseminate, share, and apply critical knowledge in pursuit of the organization’s goals. Leveraging a variety of practices and tools to help organizations capture and facilitate the sharing of knowledge before it is lost.
What a great and profound question. In fact, I would argue it is the only question for a leader. I first heard this question while watching an interview with John Mackey, co-CEO and founder of Whole Foods, where he discussed his perspective on conscience capitalism, a movement toward businesses doing good to do well. I consider the shift toward conscience capitalism an essential part of the curriculum for any aspiring business leader today.
HR, you are too important to put yourself last.
“Business leaders of the largest organizations around the world really are starting to see people and talent issues not as a separate thing but as a critical part of the strategic leadership of the enterprise.” -China Gorman, CEO, Great Place to Work Institute
Out of all the people I know and/or have talked with via DriveThruHR or my conferences travels, I've only met one person that works in HR (in his case recruiting) that has ever created a profit center within HR/ recruiting. Not a cost neutral center - an actual profit center. You know, where they made more money than they spent. So on one hand you have to be wondering... why don't I know smarter people? Right?
This "profit center" think got me thinking... what if HR charged for all of our services? What if HR charged other parts of the business for what they consume, etc.? In theory, we would cover our costs and charge a nominal profit. Upside: this would cut out all the ineffective programs and/or general waste that plague most HR departments. I'm assuming that folks wouldn't waste our time if they were being charged an hourly rate - especially a high hourly rate.
As the 2013 Employee Engagement Conference wrapped up this past Wednesday, the energy of the sessions and wisdom of the speakers really got me thinking: there is a multitude of different ways to engage employees, but all begin with trust and authenticity.
Linda Stewart and Andy Atkins from Interaction Associates dug into how trust manifests in business today, and what behaviors leaders and employees can take to grow that level of confidence and reliability between them. I challenge you to think about your own career and consider how you perceive others and how they might perceive you. What makes you trust or distrust someone? What can you do to support accountability and reliability in your organization?
Much is written and said these days about worker engagement… About the fact that it is inextricably linked to the bottom line (true), that measured levels across the breadth and depth of the workforce are abysmally low (also true), and that there’s not much the ordinary manager can do about it (umm, not true).
I came across some interesting data in Sports Illustrated about player challenges in professional tennis. In the biggest tournaments, a player can ask for a video review of an official’s call (whether the ball was in or out). If the player is correct, he or she keeps the challenge and loses it if he or she is wrong.
It’s obvious that employee engagement hinges on employees – but in their quest to formalize and implement programs to address engagement, organizations often aggregate employees into groups, inadvertently disregarding some of the unique things that motivate individual people.
We make decisions day in and day out. Some are quick decisions we make unconsciously or without a second thought: latte or cappuccino? Regular or dark roast? Bangs, highlights or lowlights? Boot cut, boyfriend or skinny? Others, like marriage, health and family, we question, doubt or agonize over.
Reflecting back over my 25 years of leadership roles, the colleagues I’ve collaborated with, the data I’ve questioned, the feedback I’ve sought, the attorneys I’ve consulted and the cases I’ve studied, it hit me that as decisive as I like to think I am, I don’t make many business decisions entirely and completely on my own. Am I incapable of independent thought and reason? Are you?
Engagement and passion are without question interlinked. John Sumser in his blog earlier this week told the story of a disenfranchised employee working in retail selling shirts and doing an exceptional job of entertaining and delighting every customer.
As someone who has worked at the intersection of recruiting and marketing for many years, I find the evolution of employer branding fascinating. The companies who are at the leading edge of employer branding (and I believe that SuccessFactors is one of them), have accomplished a master feat of collaboration with the corporate branding team (aka the ‘brand police’).
We all know that companies with strong brands have a real and valid need to protect the essence of the brand like a dog protects a bone. But in today’s world of social media, holding too tight can backfire, and not marrying the corporate and employer brand is a missed opportunity.
Next week, I’ll be keynoting at HCI’s Employee Engagement Conference in Chicago. Among the other speakers joining me on the agenda include Cathy Benko, Vice Chairman and Managing Principal at Deloitte LLP; Ellie Gates, Director of Management Effectiveness & Performance at Adobe; Janice Weiss, Director of Recognition and Engagement Marketing at Macy’s; Ginger Gregory, Chief Human Resources Officer at Dunkin’ Brands, Inc.; and Lisa Lewis, Manager of Organizational Change Management at Mercedes-Benz Financial Services.
Much of the professional development industry is built on the idea that there is a right way to be a leader, or a lawyer, or an account executive, or a CFO, and that this right way can be taught to, and will fit, any person or situation. But the truth is that there are as many ways to do any of these jobs as there are people in these jobs.
The talent acquisition field hears a lot about passive talent now. A quick Google search on “passive candidates” returns more than 1,790,000 hits. There is no shortage of experts and firms offering advice on how to best search for, engage and hire these elusive candidates.
What is the best way to move forward? Jessica Miller-Merrell offered some great advice in a recent post. She broke down the task into three distinct sources: references, employee referrals and the firm’s current database. Using the references of candidates applying for open positions is an often talked about source of qualified candidates that may not be actively seeking new positions...
The drive for innovation via a more diverse and inclusive workforce can be seen across all types of companies. What’s intriguing is that organizations are now viewing diversity beyond the traditional lenses of differences in race, gender, nationality, age, and the like.
Back when business was really booming and the fiscal year came close to an end, I frequently would get calls from any number of customers who would say they “needed to do some assessments.” When asked what they were trying to accomplish or what their goals were, most of the time the client would indicate that they really didn’t have any goals, but they had some budget they needed to use up before the new year and thought it would be fun to do some assessments on their team.
Some people take to the idea of employee recognition like a fish to water. Others, not so much. Those that aren’t sold on the concept often ask, “Why can’t I just say thank you?” It’s a good question. Certainly, there’s a lot of value in saying thanks, and doing so is a crucial piece of employee recognition. But it’s just one piece.
Throughout my career, I’ve dabbled in the world of “new employee orientation.” I’ve shown really boring slides, helped new-hires decipher a myriad of insurance options, given office tours, and scheduled “meet-n-greets” with other employees and leaders. All of these activities have resulted in varying levels of effectiveness.
For the past few years, the buzz in talent acquisition has been on improving the candidate experience. “We need to eliminate the application black hole,” they say. “Every candidate should get an explanation of why they didn’t receive an interview or offer,” the experts write. In this year’s CareerXroads Mystery Job Seeker Report, Gerry Crispin and Mark Mehler conclude:
“The pace of changing online recruiting practices has, to say the least, been glacial at most companies. This paper highlights many of the same shortcomings that have plagued them for years. Yet what is particularly difficult to understand is why this continues to be the case when the fixes are straight-forward.”
In today’s on-demand learning environment, professionals are faced with the challenge of sustaining learning concepts. Formal learning environments, like training programs, provide in-depth information, but studies have shown that 60% of learning materials are forgotten by the learner within 24-48 hours after the class.