CEO’s continue to publicly proclaim their efforts to manage significant and meaningful culture change.
Some miss the mark and show their lack of understanding this critical topic. Others, like Satya Nadella of Microsoft, share a much clearer vision and appear like they truly “get it.”
What separates the visionary and capable culture champions from the vast majority of leaders that don’t understand the culture fundamentals? Read more…
A common complaint made about development programs is the concern that it will create employee turnover.
As employees develop new capabilities they will be unsatisfied staying in their current roles and will begin actively seeking opportunities elsewhere. People argue that “if we develop our employees other people will hire them away.”
Or as some managers put it, “Why should I develop people just so others can poach them from me?”
Concerns about talent poaching are misguided and extremely detrimental to long-term organizational health. Read more…
Companies today face several unprecedented challenges.
- An increasingly competitive hiring landscape, combined with growing talent shortages and skills gaps, makes finding the right people harder than ever.
- Looming retirements among Baby Boomers means companies will soon lose their most senior employees, along with their skills and knowledge.
- And, with rampant employee disengagement, companies often struggle to retain their best and most promising workers.
As these issues converge, talent management has become increasingly difficult. So, what can employers do to counteract these factors? Read more…
When asked to select the leadership behavior most critical to their organizations’ future success, executives chose strategic thinking 97 percent of the time, according to a large scale global research study by the Management Research Group, and strategic thinkers have been found to be among the most highly effective leaders.
Executives rated a strategic approach to leadership as ten times more important to the perception of effectiveness over other attributes including innovation, persuasion, communication or results orientation. Read more…
Nearly every hiring manager can think of the one who got away.
Think back to a time when you were hiring for an open position and had an excellent pool of candidates to choose from. Hundreds of qualified individuals applied for the job, but you had to narrow it down to your top three picks.
Unfortunately, you could only hire one of those candidates, which meant you had to place the other two applications into your “no” pile.
Once you made your hiring decision, you failed to keep in contact with your other top choices. Because of this, those candidates forgot about your company and moved on to a better opportunity. Read more…
OK, C-level executive — I’m talking to you.
There’s a lot on your plate these days. You have to keep your organization afloat and make critical strategic business decisions that will ultimately shape the financial future of your firm.
However, if you’re overlooking one key element of your company’s operations, you could be missing out on the greatest opportunities to boost productivity and maximize performance. In the end, this aspect has some of the greatest impact on the bottom line. Read more…
It’s always great when I can share research that makes it clear how important you are to your company’s success.
I wish more of you would: A) Take the research to heart and to your business leaders; and, B) incorporate the research into your strategic priorities for compensation. After all, in addition to improving lots of things about your place of work, addressing findings like these in your own backyard could mean improved career opportunities and job security for you.
Here I go again! This time, I’m pushing research from the fine researchers from Gallup (so the research holds water), which has been publicized by those persnickety practitioners at HBR. They’re giving us practical insight into what it takes to have your engaged workers outnumber the detached ones by 9 to 1. Read more…
In the last 12 months I’ve been to 73 cities in 19 countries, working with our global clients about the advantages of using online benefit management and employee engagement software.
Along the way, I’ve picked up some interesting facts, figures and anecdotes regarding employee benefits management strategies. These are high-level observations and therefore should be taken with a pinch of salt.
I know how infuriating it can be to have your country or region generalized. For example, you can’t talk about the American economy in high-level terms: Read more…
Virtually every company says it values career development. Yet one of the most common reasons for turnover is a lack of development opportunities.
If development is so important, why does it seem to be in such scarce supply?
One reason is many companies actually do things that discourage people from engaging in development activities.
You can tell a lot about how much a company values development by looking at the criteria used to guide compensation and promotion decisions. Read more…
My fascination with culture began more than 40 years ago when another young industrial engineer named Jim Delaney and I started a process improvement consulting firm not long after graduating from UCLA.
I quickly discovered that it was easier to decide on change than to get people to change.
I observed that companies, like people, had personalities, and while some were healthy, most were like dysfunctional families. They had trust issues, turf issues and resistance to change. Read more…