Organizations struggle to quantify the impact engaged employees have on business results.
Intuitively, it’s a no-brainer — engaged employees cost less and produce more. It’s that simple.
Many studies and reports support that hunch: engaged companies have stronger levels of profitability, and retain their employees.
So, why do most organizations have difficulty quantifying that impact? Much of it is because of the process. Read more…
Okay, HR fans, here’s the game — I give you a real-life HR scenario and you tell me how you would handle it if your were the HR person in charge of handling it.
Got it!? Here’s the issue:
You’re a Regional HR Manager of a major chain of pizza restaurants. Most of your business is home delivery. This means you primarily have location managers, pizza cooks, and drivers.
It’s a random Tuesday in the Detroit metro area, and one of your drivers leaves on a delivery to local address. When the driver arrives at the address and goes to the door, there are two armed men there to rob him of his $37 and change, and of course, the pizza. Read more…
“I do not have time for LinkedIn or any of that, but I DO make time for my pedicures. Super serious HR lady at #gbrshrm.”
This was one that I saw posted last when someone was asking what HR could do that would create more employee engagement. The big answer: “company picnic.”
Robin Schooling’s posted the comment the other day concerning an HR person who told her that she does not have time for LinkedIn and other stuff, but she makes time for pedicures. Both these Facebook comments give insight into the mess that HR finds itself in today. Read more…
In my most recent post on Compensation Café, I referenced a quote from Don Knauss, CEO of Clorox, about the “head” part of leadership.
In Don’s terms, the “head” is focused on, well, focus – how you communicate to and reinforce for employees the tightly focused priorities need for organizational success.
Today, I’m digging deeper into the same interview with Don Knauss to look at the “heart” part of leadership. Read more…
Today’s model for workplace wellness is to offer a program of dazzling options, but studies show such programs are not producing the outcomes they promised and that employees and companies deserve.
Here are four major changes for employers who want to improve their employees’ health and wellness and realize a return on their investment in wellness programs.
1. Get real about outcomes
A recently published study by The RAND Corporation revealed that wellness programs are not getting the intended results. One reason programs were failing was that fewer than 37 percent of U.S. employers even measure the effectiveness of their wellness programs. Read more…
“A genuine leader is not a searcher for consensus but a molder of consensus.” — Martin Luther King, Jr.
Professionally, my life’s work has revolved around making work easier and more productive for everyone involved.
So, I find the concept of democratizing the workplace attractive, which involves giving employees more freedom and allowing them to participate in decision-making.
When employees feel empowered in their work, they’re more likely to take ownership of their jobs and contribute more discretionary effort, thereby increasing their productivity. Read more…
In a world where “Big Data” covers almost every area of the business, there is one important area where no data is systematically collected — and that is data identifying the factors that motivate and excite individual employees.
Outside of a handful of organizations, almost every major corporation lacks a formal process for collecting and reporting data covering the key issues that excite and motivate their workers. I call this a “motivation profile.”
Think about it for a minute: taking positive actions to motivate your employees is a powerful and often inexpensive approach for increasing productivity, innovation, engagement, retention and even attendance. Read more…
“Our employees are our greatest asset.”
Year after year, it seems like employers focus on the same catchphrase.
Meanwhile, workforce engagement statistics continue to crawl along the ocean floor like bottom feeders scouring for scraps. It’s like being caught in a time-travel wormhole that loops back on itself, with only our clothing styles and digital technologies changing along the way.
Even professionals with specialized “knowledge skills” are caught in this spin cycle. And for too many in today’s workforce, it’s not just monotonous, but overwhelming. Read more…
A while back, I wrote an article about how to start a new job with the most credibility.
There is another important point I want to add.
I see people setting themselves up for failure and credibility loss when they don’t differentiate the cost of doing a great job from the cost of doing an OK job.
Here’s what I mean: When you interview, your conversation is all about proving you know how to do a great job. So you’ll say, “here is how I would improve the [quality, competitiveness, customer satisfaction, marketing effectiveness, service, sales performance], etc.” Read more…
Deloitte’s annual Global Human Capital Trends Report for 2014 is out.
Influenced by the work of Bersin by Deloitte, it examines 12 trends that represent the way employees today are driving their organizations to innovate and transform human capital practices.
The report, Global Human Capital Trends 2014: Engaging the 21st Century Worker, surveyed 2,532 business and HR leaders in 94 countries around the world over several months, also drawing upon past research on global business challenges in HR, leadership, and talent management.
The result of the report is a wealth of data on human capital strategies in the 21st century workplace that can be examined for perspective and insight into our own organizations and strategies. Read more…