In a survey of top leaders by Booz and Company last year, 84 percent said culture was critical to success, and yet the majority admitted their culture was in need of a major overhaul.
So, how do you transform a culture to meet your company’s needs today? How can you get employees or teams to behave the way you need them to execute your strategies and enhance your performance as well as your employee engagement and the customer experience?
How do you get the innovation and agility you need in fast-changing markets? How do you get the cross-organizational collaboration that makes one plus one equal three? Read more…
Why do so many managers continue to accept mediocre, second-rate results?
Hundreds of research studies have quantified the difference between having an “A” player versus a “C” player in a job, any job.
Every one of them concludes the difference in productivity and the impact on the bottom line is anywhere from 20 percent to over 1000 percent greater return when you compare the best, most productive employees to those who are average. Read more…
Here’s something you probably knew was coming, but now you have the data to back that feeling up.
This week, SHRM released a survey that shows that flexible work arrangements have not only gone mainstream, but seem to be both successful and growing.
Here are the key findings:
- Most flexible work arrangements (and SHRM identified 16 different types) are successful with 73 to 92 percent of HR professionals reporting that they were somewhat or very successful. Read more…
I harp on my peers when I speak about our role as HR Pros.
I tell HR Pros it is not our job to eliminate risk; it’s our job to advise about risk, then let our executives make choices based on that perceived risk, with our influence.
It sounds really good when I say it live! It sounds thought provoking and wise. People, take notes.
I might be wrong about all of it, though. Read more…
Editor’s Note: Readers frequently ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Have you ever wondered what your CEO really thinks about employee engagement?
Many of us have, and new research from the UK’s Ashridge Business School provides some answers.
The study found CEOs had a pretty good idea of what employee engagement is and what it could do for their organizations. They view engagement as a strategic narrative (and ongoing dialogue) within their organizations that creates emotional connections and purpose for employees. Their view of the end result is a culture where people choose to give the very best of themselves at work. Read more…
Tell me about your workplace environment. What’s the general attitude or “feel” of the office?
Hopeful and energetic? Downtrodden and despondent? Somewhere in between?
What’s your personal reaction to this environment? How do you work within it or contribute to improving it? Do you see this as your responsibility? Read more…
HR Strategy? No, People Strategy
What’s the difference? I’m so glad you asked!
I don’t think that there is anyone in the human resources profession who doesn’t yearn to be “strategic,” but what does that really mean? Read more…
I am coaching a young HR leader who reports to a founder/CEO.
She doesn’t have a mentor or a direct supervisor. She is leading an unusually big project for a woman her age. I have been hired to help guide her through the next few months. It is a neat assignment.
This woman is tough and focused. She is working with men who are nice enough to hire a coach on her behalf but not always nice enough to say please and thank you.
For some reason, this matters to my client. Read more…
Last week, Microsoft CEO Satya Nadella gave some spectacularly bad advice to a group of women at the Grace Hopper Celebration of Women in Computing conference in Phoenix.
It’s not really about asking for the raise but knowing and having faith that the system will actually give you the right raises as you go along,”
I was originally supposed to be at this event, and it’s probably a good thing that my plans changed because I think I would have had to be physically restrained to not run up on the stage and shout, “He’s wrong! Please don’t do this!” Read more…
By Eric B. Meyer
My Facebook and Twitter feeds were blowing up yesterday with links to articles at NYTimes.com, The Huffington Post, and Jezebel about how the Jimmy John’s sandwich chain supposedly makes its sandwich makers and delivery drivers sign non-competition agreements.
These agreements purport to preclude employees from working for certain nearby competitors for two years after their employment with Jimmy John’s ends.
I’m not going to comment specifically on Jimmy John’s and its purported practice other than to say that I work in Philadelphia and it would be sacrilege to let a “sub sandwich” pass between these lips. But, I do have a few general pointers from employers about restrictive covenants. Read more…