Last week on an upgraded flight between Denver and Orlando, I was given a warm cookie after the meal service. This is a nice touch United Airlines does and has done for first class passengers for years.
But as I examined the little brown paper sack the cookie came in, I was amused by the sentence printed on the bag: Made fresh, especially for you.
Something about that woke up the stand-up comic that resides deep within me as I began to imagine how Jerry Seinfeld might relate this story on stage. Read more…
What does the ideal organization look like?
Rob Goffee and Gareth Jones have been looking at this question for more than three years. Their research found six common principles that cut across circumstance, industry, and individual ambitions.
In their Harvard Business Review article, Creating the Best Workplace on Earth, they reveal these six principles: Read more…
Culture. I write about it all the time, yet I never seem to unpack all the myriad facets of culture.
Just think about all the different ways the word itself can be used:
- A “cultured” person – one who carefully monitors their own behaviors so that they align with the best expectations of the environment they are in.
- Cultured pearls – a thing of beauty created by human intervention into a natural process.
- Ethnic or geographic culture – the traditions, behaviors and even expectations of a people group as defined over a very long period of time.
- Company culture – “the way we do things around here.” Read more…
How are you going to deal with a new culture? Do you think the leadership style in another country will make a difference? I know that you can be very opinionated, but you may need to tone it down in another country.
Questions about workplace culture have always intrigued me. What is a successful model so that you are accepted into a new environment?
What if you are rejected? How can you get a sense up front to make the changes to increase your chance of success? What will you have to give up — and what will they have to give up?
These are all interesting questions, and they are all relevant. Read more…
I have to say that one of my most well-read posts, ever, and one that I continue to take the most crap about, is What Would it Take to Get You to Work 80 Hours Per Week?
People actually take this post as a personal attack on their work ethic. So, I’m here to say – I still don’t believe you!
And now, I have research to back up how you don’t really work 80 hours in a week. This is from Fast Company and titled The Truth About How Much Workaholics Actually Work: Read more…
Simplicity is hard.
Well, it may not solve everything, but stop and think about how complexity gets in the way of so much of what we do. Organizations are confusing, strategies are misunderstood and the customer experience is disjointed.
It turns out that simplicity is hard. It’s easier to bolt on the new technology to the old version, add four more slides to the 72 page slide deck and narrow down to the top 25 critical initiatives for 2013. Finding the simple truth is difficult and so we punt.
Simplicity takes clarity, honesty, unbelievable discipline and intelligence. Any one of these alone can stop us dead in our tracks – much less all together. It often takes more than one person to achieve simplicity. And, oh by the way, we have a deadline. Read more…
Yesterday, I wrote about the importance of engaging in meaningful work for employees. But what, exactly, does “meaningful work” mean?
As I was catching up on my (admittedly large) backlog of news and blogs in my reader, I found this nugget from the Switch & Shift blog (which is rapidly becoming one of my favorite daily reads):
Managers cannot make work meaningful for employees. Managers, however, can shape the workplace environment to let meaningful work become possible for employees. With a context set to let meaning be experienced, employees can leverage the environment to derive meaning from their work. Read more…
Second of two parts
Editor’s Note: For Part 1, see 3 Key Predictions for the Human Resources Department of 2020.
4: HR will utilize analytics and Big Data to augment its value
In-house HR professionals will need to embrace analytics and “big data” to become strategic leaders in their companies. Gyutae Park, head of Human Resources at Money Crashers Personal Finance, predicts that:
In the coming decade, the career trajectory of HR professionals will be determined more so than ever by the analysis of data and metrics. Although HR already uses some metrics such as turnover ratios and employee engagement levels, you can expect to see new metrics tracked and used in HR, such as the average timeframe for staff to be ready for promotion, or percentage of top candidates to be hired within the organization.” Read more…
We’ve all heard the truism that people quit managers not jobs.
If retention of top performers and key talent is a priority for you, then one of the first places you should look for improvement is in the relationship between managers and employees.
This recent article, for example, points to a recent survey showing 20 percent of people say their bosses hurt their career. Half of employees, on the other hand, said the boss had a positive impact. Read more…
I’ve never thought of it this way before, but is your workforce happy because they’re performing well and at a high level, or, are they happy because HR is doing a lot of silly things that masquerade for being happy?
I know; the concept of managing for a happy workforce isn’t exactly in anyone’s MBA studies, but The New York Times’ You’re the Boss blog brings it up in a post titled Where the Happy Talk About Corporate Culture Is Wrong. It’s an interesting discussion because it gets to the issues of performance and workplace happiness (or more correctly, satisfaction) in a way I haven’t seen before.
Here’s the key issue, from the blog post: Read more…