Culture

Culture

Understanding Employee Needs: Key to Creating a Highly Motivated Workforce

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One of the most important tasks in creating a high-performance culture is taking care of employees’ needs.

When employees’ needs are met, and employees feel aligned with the mission, vision and values of the organization, they respond with high levels of engagement and commitment. They come to work with enthusiasm and are willing to go the extra mile to support the organization in its endeavors.

Thus it is important to address the question: What do organizations need to do to create a highly motivated workforce where employees are willing to devote a significant amount of their discretionary energy, as well as their commitment and creativity, to making the organization a success? Read more…

Culture, Talent Management

Better Organizational Purpose: It May Be THE Business Game-Changer

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The Deloitte 2014 Core Beliefs and Culture Study proves it again — that those workplaces who focus on creating a meaningful environment for all their stakeholders (customers, employees, and communities) foster a culture of purpose that builds confidence, drives investment, and “can lead to competitive advantage in a time of economic vitality.”

The survey was conducted in February of this year and is designed to explore the concept of workplace culture, defined by a set of timeless core values and beliefs, as a business driver. Read more…

Culture

Why You Need to Flip the Talent Management Switch

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The saddest thing in life is wasted talent. A Bronx Tale, 1993

I was reading some amazing statistics from a Right Management report on talent management that covered global trends, challenges, and priorities.

Much has been written about the reduced investment in talent during challenging financial times and the recent re-emergence of interest in effective talent management practices. Unfortunately the culture that currently exists in many organizations will be the single greatest impediment to sustainable talent strategies. Read more…

Culture, Leadership

Shaping a Successful Culture? You Start With Purposeful Leadership

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Culture is a powerful force and culture-shaping efforts fail for many key reasons.

But what makes them succeed? What makes some culture-change efforts successful where others become simply another “flavor of the week” training session that never translates into real change?

This is a subject of great debate, and many theories exist. Read more…

Culture

How You REALLY Achieve a Powerful Company Culture

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Company culture is important. I think we can all agree on that.

But what is culture? And who determines it? I’d argue it isn’t what management or the executive suite suggest it is. No, company culture is what employees experience and feel every day.

In that spirit, today I point you to China Gorman’s Data Point Tuesday blog post It’s All about Trust: Honesty and Transparency.  Read more…

Culture, Leadership

How to Rebuild Lost Trust Within Your Organization

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It seems like new challenges for business leaders are surfacing almost daily.

In a McKinsey Quarterly survey of senior executives around the world, 85 percent of them said that public trust in business had deteriorated. This was echoed in the Edelman Trust Barometer, where 62 percent of global respondents said that they “trust corporations less now than they did a year ago.”

Trust in business has been in steep decline for the past 30 years, and North American scores for credibility and trust in leadership are now at all-time lows. Read more…

Culture, Talent Management

3 Critical Lessons For Top Brass From the Market Basket Meltdown

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A billion dollar family business has been rocked by the voting out of the “enemy” relative who all employees love.

That’s the story of Market Basket, the Tewksbury, Massachusetts-based grocery chain of 71 stores with some 25,000 employees throughout the Northeast.

A groundswell of popular support — rallies, strikes, and protests attended by thousands of loyalty workers — has followed the firing of Arthur T. Demoulas, its former beloved CEO. Demoulas was replaced in June by a board now controlled by his cousin, Arthur S. Demoulas, a rival heir to the company built by their Greek immigrant grandparents, who opened their first store in 1916.

Although the stores remain open, shelves are sparse because warehouse drivers as well as outside vendors have refused to make deliveries. Customers have taken to social media to show their support for the employees trying to get their boss back. The company is losing millions of dollars a day. Read more…

Culture

Improving Engagement: It’s About Pumping Up Your Culture Muscle

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Leaders often struggle with managing approaches to improve engagement and ownership as part of a process that directly impacts results.

Company meetings, one-off engagement activities, and other approaches might work but there is a technique you should build into the fabric of your organization. It’s a relatively simple but powerful process that supports improved engagement, ownership, accountability, and results but requires some discipline and consistency.

The building culture muscle process

The concept of “building culture muscle” is extremely powerful and includes four very basic steps: Read more…

Culture, Talent Management

Hiring For Core Values Is a Good Start, But There’s More to It Than That

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This won’t be surprising to regular readers of this blog, but I am a firm believer in the importance of hiring people who personally reflect your organization’s core values.

Why? Because it makes it that much easier to embed your values into the way they work every day.

Of course, I’m not unique in my thinking. I’m sure many of you agree with the approach. Read more…

Culture, HR Insights

A Message From the Mountaintop on the Value of Work-Life Balance

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“Work efficiently during office hours and leave on time. Give the required time to your family, friends, and get proper rest. 

Value has a value only if its value is valued.”

I came across parts of this speech the other day and was floored by its simplicity. The main object of my excitement in reading this was that it came not from someone down in the depths of the organization, but from the CEO of a major company.

In other words, it came from on the top of the mountain. Read more…