When you’re feeling good, it’s easy to take your health for granted.
Most of us appreciate when we feel great, but few of us spend the time to figure out how we got there — and how to stay there.
It’s the same with organizations. If nothing’s obviously wrong, if people aren’t leaving in droves, if “people issues” aren’t driving costs up, managers tend to get complacent.
However, if managers are to understand the underlying health of an organization, they need much more than the basic pulse-check of annual performance ratings. Otherwise, they might be bleeding talent before they realize anything is wrong. 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…
What are organizations doing to help employees manage financial difficulties?
SHRM (in collaboration with Elevate) explored this question in their recent survey Employee Financial Stress. They found that 61 percent of HR professionals would describe their employees’ financial health as no better than “fair,” where 38 percent would describe theirs as “very good” or “good.”
Organizations that had more full-time hourly employees were more likely to have a response of “fair” compared to organizations with fewer full-time hourly employees who were more likely to report better financial health amongst employees. 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…
Brevity is emerging as an essential new business basic.
In the fast-paced, multi-tasking, attention-deficit workplaces we find ourselves, getting to the point quickly matters more than ever. If you’re long winded, you’ll lose people’s attention and get lost in the data deluge.
But we face daunting challenges just to be heard.
The average person’s attention span is now only 8 seconds, and professionals are interrupted 6-7 times an hour, often unable to get back to their task at hand. More than 43 percent of us abandon complicated or lengthy emails in the first 30 seconds, and the majority of us admit ignoring half the emails we receive every day. Read more…
What do you do with a productive outlier?
Especially when she’s a smart problem-solver who is sometimes collaborative, and works well with others, but who’s also a headstrong, impulsive, independent, opinionated and throws tantrums like baseballs from a wild fast pitcher — tantrums that take what feels like an inordinate amount of time to extinguish; a fuse lighting itself over and over again like a trick stick of dynamite.
One minute she’s figuring everything out, and the next, she’s blowing up.
Sizzle. Hiss. Ka-boom. 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…
We have heard of the many jobs and/or industries that have been either lost or tremendously condensed since 2008.
Let’s deal with the tremendously condensed jobs for a second.
Due to the financial crisis of 2008, many businesses had to trim the head count in their organizations. Essentially, the head count was trimmed, but as expected, the work didn’t go away. The result was lots of reorganization within companies and a redistribution of work in support of keeping business going as usual. Read more…
Innovation – finding a better way of doing something or creating something new — that’s how Google, Apple, Microsoft, Amazon, and countless others became such well-known brands.
Rather than just “do what the Roman’s did,” they created something that no one else had, or at least delivered products and services in a way that their competitors had not done.
Innovation doesn’t just happen. Innovation requires key areas of your business running like a well-oiled machine. 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…