Using descriptions and examples, framing the change in terms of what you want in the future, and using the least amount of power can help make your constructive feedback more productive.
Let’s extend to others on our teams the grace we wish were extended to us, and then dig in and do hard work together. Let’s get clear on the things that aren’t, interact in healthy ways, and influence others for shared success.
We live in an age of accelerating complexity. Smartphones have attracted new users around the world, with more than six billion people now connected to the internet. Technology promises to make life more convenient yet also demands our attention, intruding on our daily lives and pulling us away from the humans in our midst.
Great HR leaders excel at finding untapped potential in their people, increasing their efficiency, and maximising their contribution to the company’s strategic objectives and financial performance. One area where CHROs are focusing on unlocking more value is within their HR analytics function.
Companies spend massive amounts of time, money and headspace on strategies to increase employee retention, hoping that doing so will indemnify them from the risks of losing valuable employees, or thinking it will solve any labor shortage they face that threatens the health and growth of their business.
As with every endeavor, it’s important to know where you’re going. If things are foggy or ambiguous on your way to success, any actions taken will require more time and resources, or may fail altogether. Unfortunately, these failures are happening too often in business. Clarity matters. Each small clarity problem within an organization may seem insignificant at first, but gradually, they lead to big problems.
Managers are a crucial source of focus and direction, motivation and empowerment, and keeping employees on track to win – in marathons and sprints, alike. As a manager, share your vision and root for your people. There’s no ‘I’ in team, so everyone must be on board in order to make goals – and success - happen.
Regardless of the definition of an independent contractor, or pending changes in state and federal employment laws, best-in-class organizations are actively taking steps to mitigate risk with their contingent workforces.
Strategic workforce planning matters today because organizations are reporting significant difficulty hiring key talent when they need it. Unemployment is shrinking in many sectors of the economy, and that means many organizations are finding it harder than ever to close talent gaps.
Attention is the new, dominant currency, and as attention goes, people can have very little to give. Competing interests are everywhere and time is always of the essence, but it takes more than raw attention to spur you to action. The attention economy also has a pecuniary effect in business, directly affecting the bottom line.
Recruiters often say they have too many tasks and not enough time, and that the business doesn't understand what takes them so long. Recruiters say the senior leadership team thinks there are too many recruiters for how few people the company is hiring, and they need technology to make things more efficient and help get end results. Recruiters say automation is the answer.
In this hyper-competitive industry, it is critical to come to the table with the strongest offer possible. To ensure you have created the most attractive compensation package, you need to know that role, that industry, like the back of your hand. To possess that level of insight, you need data to back it up.
Even if you’re just beginning to be more proactive about workforce planning, you’re still ahead of the two thirds of US employers that don’t do it at all. Recent research from HCI has shown that workforce planning is still a struggle for many organizations, for many reasons.
It is no surprise then that when successfully implemented, functional teams increase the collective knowledge in an organization and draw together individuals with diverse skill sets and perspectives to address complex tasks and problems. And yet not every team provides results. Some hinder productivity. As with any strategy, the right combination of resources, processes, and methods are necessary for teams to be effective.
The success of the g2g program at Google is due largely to the culture of learning fostered within the company. At Google, we believe that it’s the job of everyone within the organization to contribute to the growth and development of our people; it’s not only the responsibility of People Development (Google’s central Learning & Development team). This shared ownership has really created a deep sense of purpose and meaning when it comes to learning, and aligns beautifully with one of the g2g program’s core values, “Everyone has something to learn. Everyone has something to teach.”
The struggle to transfer new skills to the workplace is a constant frustration in Learning and Development (L&D). Traditional classroom training can be designed and delivered with excellence although oftentimes, it cannot get us over the new skills transfer finish line, particularly with a mission-critical skill set like leading change in the workplace.
We all know engaged employees are happier, but how exactly does happiness impact a company’s bottom line? We set out to answer this question in our current collaboration with Lighthouse Research and Advisory, a human capital research and advisory services firm focused on talent and learning technology, strategy and innovation.
The majority of today’s leaders are failing to handle a more complex and volatile business environment; HR teams must think about the context in which leaders work.
It goes without saying that successful HR functions are strategic: they play a vocal role in critical business decisions and directly manage or impact a majority of most companies’ expenses. Indeed, in today’s resource-competitive environment CEOs are increasingly looking for the CHRO to play a more critical role in influencing business outcomes.
After learning who to assess, and how to assess, the potential impact of a coaching model that supports the business, as discussed in Building Block 1, managers must take another step: uncover the best way to create the infrastructure to roll out the coaching program, including how to gather the right stakeholders and communicate the plan.