Theresa M. Welbourne

Theresa M. Welbourne, PhD, is the FirsTier Banks Distinguished Professor of Business and Director of the Center of Entrepreneurship at the University of Nebraska, Lincoln. She is also the founder, President, and CEO of EEPulse Inc., a human capital technology and consulting firm in the energy business -- optimizing and directing human energy for growth and innovation. She also is an adjunct professor with the Center for Effective Organizations at the University of Southern California. Theresa was awarded the 2012 Academy of Management Distinguished HR Executive Award (for contributions in research, teaching and practice). Contact her at theresa@eepulse.com .

Articles by Theresa M. Welbourne

Classic TLNT

Beyond the Fairy Tale: A Contrarian’s View of Employee Engagement

Engagement

Editor’s Note: Sometimes readers ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday that some of you have requested. 

Every day I get alerts on new articles, blogs and books on employee engagement.

I expected that, at some point, the content would start to slow down vs. grow, but it has not happened. There seem to be endless conversations about this topic, and you’d think that employee engagement is some sort of state of nirvana.

With all this happy talk about engagement, there needs to be a contrarian voice. Here are a few things to think about that do not show up in most employee engagement articles. Read more…

Talent Management

Beyond the Fairy Tale: A Contrarian’s View of Employee Engagement

Engagement

Every day I get alerts on new articles, blogs and books on employee engagement.

I expected that, at some point, the content would start to slow down vs. grow, but it has not happened. There seem to be endless conversations about this topic, and you’d think that employee engagement is some sort of state of nirvana.

With all this happy talk about engagement, there needs to be a contrarian voice. Here are a few things to think about that do not show up in most employee engagement articles. Read more…

HR News & Trends, Leadership

The Fall of CEO Energy – and Why It’s Bad For Business

HR Blog on TLNT: From the Energy Files

CEO energy is trending down. This is bad for business.

Energy of other leaders (other C-suite leaders and VPs) is trending up. This is a good news.

These new findings come from The Leadership Pulse, which has been running since 2003. In this research, we run short pulse surveys with leaders around the world.

The Leadership Pulse measures leader energy at work, and it is supplemented with a second topic. With over 1 million data points on energy, the data show that optimized energy drives high performance. Read more…

Leadership

Lessons From Most Effective Leadership Practices Competition Winners

competitionDetails

The Most Effective Leadership Practices competition was a first in 2012. We started the work on the competition in 2011, and then the winners were announced at the 2012 TLNT Transform conference last February in Austin, Texas.

Now that all the work is done, we have time to go through the data and really dig into what these most effective leaders are doing. In this article I will briefly review the contest process and then summarize a few of the big learnings that are coming out of our research.

At this point, you may be wondering “why one more contest?” and thinking “don’t we have enough?” I too am tired of the “best” this and that competitions that are focused on public relations, so I am with you and understand this reaction. Read more…

Best of TLNT

How to Manage Change Management as Change Becomes the Norm

Change Management

To Our Readers: This week, TLNT is continuing our annual tradition by counting down the 30 most popular and well-read posts of this past year. This is No. 22. Our regular content will return on Monday January 2, 2012.

*****************************

The art and science of change management is due for a change.

  1. Quit thinking about change as something that is negative.
  2. Stop talking about change management as an event.
  3. Use new models and move away from those based on grief management. Read more…
HR Management, Talent Management

Why You Need to Get Past the Usual Employee Turnover Conversation

Photo by Dreamstime

I recently attended a presentation focused on the topic of employee turnover. As I listened, I kept thinking about how much attention we pay to turnover.

This is not surprising as there appears to be renewed interest in reducing turnover because economic conditions are slowly but surely improving in various areas, and employers are worried about losing people. These same employers always have been worried about their best people, keeping them productive and assuring they do not leave.

However, the focus employers and researchers often take is on turnover — the big leaving event. Read more…

Future of HR, HR Management

Fast HRM Part 4: You Need Business Knowledge – and a Sharp Focus, Too

© Konstantin Sutyagin - Fotolia.com

By Theresa M. Welbourne, PhD

This series on Fast HRM is devoted to the goal of starting a movement to speed up the delivery of HRM tools and process by learning the agile and extreme programming methods.

If you are not familiar with the Fast HRM term and the earlier articles, links to the first three pieces can be found here:

Today’s article moves on to principles 4 and 5: that Fast HRM requires business acumen, and, demands focused HRM. Read more…

HR Management, Talent Management

Want to Make Your CEO Happy? Use the Employee Value Exchange Proposition

Photo by Dreamstime

Over the last year we have been slowly introducing a new term to organizations. The goal is to replace the notion of the employee value proposition with the employee value exchange proposition™, and what we have learned is that CEOs very much appreciate this approach.

Here’s why:

Employee value proposition

  • One way – it’s about what the company gives employees.
  • Not tied to high performance.
  • May distract companies from doing what’s right.
  • Makes entitled employees even more entitled. Read more…
Future of HR, HR Management

Fast HRM Part 3: Why Relationships Are So Critically Important

© Konstantin Sutyagin - Fotolia.com

By Theresa M. Welbourne, PhD

This series of articles on Fast HRM is devoted to the goal of starting a movement to speed up the delivery of HRM tools and process by following the learning of the agile and extreme programming methods.

In the first two articles, the case for doing Fast HR work was introduced and discussed. Through the series, the principles of Fast HRM are introduced. The pieces also discuss why the Fast HR principles are important for any human resources group that wants to help its leadership and management team succeed in the current environment of business, which is fast and getting faster every day.

The first article — The Fast HRM Movement: It’s All About Energy, Performance, Success — introduces this line of work. The second part — Fast HRM Part 2: It’s About Fostering Trust and Doing Business Fast – focused on trust as a key ingredient for going fast.

In this third article, relational capital is the focus. As you will see as you start thinking through all of these principles, they are related. With strong relational capital comes higher trust, and both relational capital and trust build a foundation for innovation, which was the first principle. Read more…

Future of HR, HR Management

Fast HRM Part 2: It’s About Fostering Trust and Doing Business Fast

© Konstantin Sutyagin - Fotolia.com

Editor’s note: This is part of a series on Fast HRM, which is devoted to the goal of starting a movement to speed up HRM work and improve organizational performance. The first article (The Fast HRM Movement: It’s All About Energy, Performance, Success) which introduces this line of work, can be found here.

By Theresa M. Welbourne, PhD

The Fast HRM work introduced in an earlier TLNT article discussed ways that HRM can borrow from agile and extreme programming to simplify tasks and rethink how to deliver HRM work differently and faster.

The first principle focused on innovation in HRM. Innovation requires courage. Read more…