Second of two parts
Yesterday I wrote about The Need For Speed and Why It Is Critical For Business Success, and how executives are beginning to realize that the need for speed may not just be a luxury; it is probably already a critical success factor for business survival.
Today, I have a list that contains the 10 foundation steps that HR must complete if it wants to play a major role in effectively managing workforce speed.
1. Develop the business case for “workforce speed”
The first critical action step within HR is to build a compelling business case for developing programs to manage and increase speed. Read more…
Editor’s Note: Readers frequently ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Every so often, someone publishes an article about lessons learned from great coaches offering advice about how to select people.
Sorry, this is useless nonsense.
Why do I say that? Great coaches don’t work with players who pass an interview. Their players are thoroughly pre-screened by skilled talent scouts who watched each and every one of them excel at the game. Only the best and most talented players ever got to meet the coach. Read more…
First of two parts
I work in the Silicon Valley, where we have a long-established mantra of “faster, cheaper and better.”
But now no matter where you work in the world, almost everyone can sense the fact that every aspect of global business now seems to move significantly faster than it did even 10 years ago. You could even label the 21st century as “the century when speed dominated.”
This increased speed means that new products and product features come to market at an amazing rate, copying is almost immediate, everything you rely on seems to become quickly obsolete, and long-established businesses routinely lose out to faster moving startups. Read more…
Goals are all around us.
The finish line in a race is the most obvious example, but you might also see them in nutrition guidelines, a train schedule or as an actual goal on a soccer field.
In the business world, goals are the foundation of a high performance culture. They give employees direction and purpose, and, when done correctly, serve as a motivator.
Of course, goals need specific ingredients to be effective. Read more…
Long before the iPhone 6 was launched, I was hooked on Apple.
My first desktop computer was a MacIntosh SE II with a whopping 1 mb of ram, and I’ve been an Apple fanatic ever since. But as much as I crow about their products, I rave even more about the counter-intuitive culture that is continually on display at Apple’s 434 retail stores now open in 16 countries.
On a recent Tuesday morning, I was at one of the Apple stores in a nearby mall awaiting my scheduled appointment with a “Genius,” the official job title for Apple’s trained and certified service technicians. Read more…
Managers are the No. 1 influence on employee engagement in the workplace, while being one of the most under-trained positions in the business world.
As a result, there is a wealth of white papers, scientific studies, and entire organizations devoted to figuring out what makes managers effective at motivating and leading others. But there’s one study by Quantum Workplace, The 50 Best and Worst Recognition Comments of 2013, that goes to the horse’s mouth to find out what employees are really saying. Read more…
Yes, you do it, too. Don’t deny it.
When you’re gainfully employed, happily or not so, and you actually make the time to update your LinkedIn profile, for whatever reason, you uncheck the box in your account settings that reads:
Let people know when you change your profile, make recommendations, or follow companies. Read more…
In the last couple of years, leaders have been compelled to look to a new asset group — their workforce — to provide the company with the same productivity and financial gains they’ve experienced from leveraging hard assets and operational systems.
It seems obvious that people are at the heart of every aspect of running a business, and are therefore in the best position to positively impact outcomes, but that perspective has only recently begun to make its way into leadership training or business publications.
CEOs tell me managing talent is at the top of their agenda and research bears this out. According to PwC’s annual global CEO Survey, 83 percent of the CEOs surveyed from 69 countries plan to change their firm’s talent management strategy and for 31 percent those changes will be major. Read more…