Better get ready for all that “seat at the table” talk again.
Global enterprise software developer recently SAP partnered with Oxford Economics on a global study focused on the future of work, but it’s the six critical workforce issues facing HR professionals that they listed that got my attention — and should get yours.
Workforce 2020 is the result of a survey of more than 5,400 employees and executives interviewed by Oxford Economics in 27 countries, and overall, the key finding is that two-thirds of businesses have not made significant progress toward building a workforce that will meet their future business objectives. Read more…
Editor’s Note: Readers frequently ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Creating future “owners. That’s the job of a leader.
That means cultivating team members who “own” the vision like we do, not merely directing a group of people who “rent” the vision. If leaders fail to delegate responsibilities, they will never fully develop “owners.”
To put it in perspective of a leader, when “I” am unable to both delegate projects and develop people: Read more…
Your team creates all kinds of reports, spread sheets and slides to plan, run, measure, and report on what you are doing in your operation.
Of course you need these detailed materials to run your function — but please don’t inflict them on others!
These reports are your “Operational Tools.” Your operational tools are created in what I refer to as your “inside voice” — the language you use inside your organization — a robust language full of detail, acronyms and functional jargon. Read more…
Many people split the world into dualities: You’re either this or that. Positive or negative. On or off. Black or white.
But in reality, human behavior occurs mostly in the shades of gray between any two extremes. So when it comes to leadership, I hate to say, “You’re either part of the problem or part of the solution.”
But it’s easy to see how it could be true. Read more…
More than half of us don’t believe our employers are open and upfront with us.
This disturbing news comes to us from the American Psychological Association’s 2014 Work and Well-Being Survey, which finds nearly 1 in 4 workers don’t trust their employers, 1 in 3 reported their employers aren’t always honest or truthful, and less than half believe employers are open and upfront.
This lack of trust in the workplace is a big deal, and is leading more than a quarter of U.S. employees to say they intend to seek new employment in the next year. Read more…
Should we stop trying to transform culture?
During a recent keynote, Jeb Dasteel, Senior Vice President and Chief Customer Officer at Oracle Corporation, said something that gave me pause.
“Don’t try to change the culture,” Dasteel urged the hundreds of change agents gathered in a hotel conference room. “Exploit it.”
Dasteel went on to explain that, while building a customer experience strategy inside Oracle — a company that had historically valued its intellectual property more than its customers — he chose to leverage the prevailing engineering mindset, instead of trying to change the organizational culture, as so many of us might be tempted to do. Read more…
In the not too distant past, one good idea could catapult an organization to long-term success.
Companies were able to leverage a new product or service to their advantage for several years, and creative output was tasked to a select few employees.
But now, dramatically shorter business cycles and customers obsessed with novelty and “what have you done for me lately?” have reduced many of those advantages, requiring all of us to crank up our creativity quotient in the workplace. Read more…
Among my list of favorite authors, thinkers and change agents is Steve Kerr. His book Reward Systems: Does Yours Measure Up? is one I often recommend for its common sense approach to recognition and reward.
As the former Chief Learning Officer and head of leadership development for both GE and Goldman Sachs, Steve Kerr is also well-known for his seminal article On the Folly of Rewarding A While Expecting B.
He’s continued to educate along that theme, using the recent quality and safety challenges at GM as an example. In a Harvard Business Review blog post, Steve concludes with asking why it is so out-of-the-norm and courageous to behave in ways that demonstrate the behaviors the company has said it desires (namely: product quality, safety, transparency and integrity). Read more…
I have encountered numerous HR professionals recently musing about the difficulty of doing their profession in an organization that could care less.
They read, they discuss where HR is headed, but in their current space, it is light years away from where it should be.
They want more, they dream of more, but they get no more.
After one blog post of mine, someone wrote to me about the frustration she faces. After years of toiling in the transactional nature of her job, it is at a point that she wants to pull her hair out. Read more…
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…