By David Lee and Jacob Schneid
Despite millions of words written and millions of dollars spent on improving employee engagement, the needle has barely budged over the years.
From Gallup’s State of the American Workplace:
While the state of the U.S. economy has changed substantially since 2000, the state of the American workplace has not. Currently, 30 percent of the U.S. workforce is engaged in their work, and the ratio of engaged to actively disengaged employees is roughly 2- to-1, meaning that the vast majority of U.S. workers (70 percent) are not reaching their full potential — a problem that has significant implications for the economy and the individual performance of American companies. Gallup’s research shows that employee engagement remains flat when left unmanaged.” Read more…
It’s no news flash that executive coaching is one of the wisest investments an organization can make.
Countless studies show that employees who seek coaching – essentially to accomplish important goals with less stress and greater effectiveness — tend to get promoted more often and earn greater salary increases than employees who don’t.
But despite powerful evidence that it can boost performance, productivity, and profits at organizations of all sizes and types, coaching doesn’t always pay off. Read more…
Personnel Today recently reported on a survey conducted by KPMG’s Global HR Centre of Excellence.
The survey asked “people and change practitioners” from across KPMG’s global member network about the new “war for talent” and how it manifests in today’s workplace.
Even as the slow economic recovery continues to drag on, we are experiencing a war for talent — even as the skills needed and talent sought is itself evolving. And the needs of who and how we target employees for training, growth and advancement needs to also change. Read more…
The saddest thing in life is wasted talent. – A Bronx Tale, 1993
I was reading some amazing statistics from a Right Management report on talent management that covered global trends, challenges, and priorities.
Much has been written about the reduced investment in talent during challenging financial times and the recent re-emergence of interest in effective talent management practices. Unfortunately the culture that currently exists in many organizations will be the single greatest impediment to sustainable talent strategies. Read more…
This isn’t necessarily a new concept, but it’s one that is popping up a ton lately in conversation.
The basic concept is that we should push our managers and supervisors to be “coaches” to their employees, not managers. The view from Organizational Development and Training folks is that coaches are more of a representative of great leadership than we would normally think of when we think of managers and supervisors.
Um, what? Read more…
What do you say if a job applicant asks you this?
“What makes this company a great place to work? What outside evidence (rankings/awards) do you have to prove this is a great place to work? What is the company going to do in the next year to make it better?”
This question may seem out of the ordinary, but it really isn’t.
Top candidates will ask this question in different ways. Read more…
Foreign capital companies operating in Japan often have flawed hiring processes stemming from a lack of experience with a new culture and local business practices.
That difficulty is compounded when expat managers attempt precise replication of business styles that are successful at their headquarters.
The most common pitfalls that foreign capital firms encounter in recruiting include: Read more…
It’s been said that every person brings joy to others: some when they enter a room and some when they leave it.
The latter disagrees just to be disagreeable. But no matter how good-natured people are, if you bring any two human beings together, they’ll find something to disagree about eventually.
The strong personalities inherent in any business endeavor can result in people butting heads at all levels. Read more…
We think there are millions of ways to engage, or disengage, employees but there aren’t.
Truly, there are only six. The six basic emotions we feel as humans, which are:
- Happiness; Read more…
Employee retention is a double-edged sword.
According to Merriam Webster, in addition to being a sword with two sharp edges, this is defined as something that can have both favorable and unfavorable consequences.
That’s about right. Read more…