It can be challenging and cumbersome to implement new HR technology in the workplace. According to a Brandon Hall Group study, 29% of workforce management solutions have been in place for five years or more and 45% wanted to alleviate the burden of manual tasks from HR. So, how exactly do you effectively implement HR technologies in the workplace? The success of a new HR technology rollout depends on several key aspects being clearly thought out beforehand. If the HR technology touches multiple people internally, it is important that all stakeholders are onboard from the beginning.→ Read More
According to the 2017 Deloitte Global Human Capital Trends report, 78% of Executives see diversity as a competitive advantage. People with diverse experiences are better prepared to offer insights and come up with better solutions. They make diverse teams smarter.
But how can diversity boost engagement in teams?
Having led multi-cultural teams in the Middle-East, Asia, and now in Europe; I can tell blending diversity and engagement gives outstanding results. But experience taught me that you can’t see the best outcomes unless you understand how cultural references influence team members’ expectations.→ Read More
I’m not going to lie to you: rebooting your performance management to effectively drive organizational performance, develop people, and reward equitably requires a good deal of serious thought. Managing performance at a global level, however, warrants serious thought on steroids. You must have a solid understanding of the legislative and regulatory issues, demographic trends, and labor laws from every jurisdiction in which you’ve got people. Hard enough. But the most critical global consideration for rebooting your performance management is to understand the cultural differences in your workforce. → Read More
It seems like nearly every company I’ve worked with is struggling to attract and retain strong technical resources, whether their organization competes in the technology space or not. We can chalk up the demand to the advancement of science and technology’s role in nearly every industry, service, and product out there—combined with a shortage of the necessary STEM (science, technology, engineering, and mathematics) talent to support those needs. And while there’s a lot of literature available on how to meet the needs and expectations of this audience, it seems worth adding a few words on this tricky employee group, specifically in regards to performance strategies.→ Read More
One busy Friday, I met with a West Coast client in the morning and then returned to my office to take a call from one of my East Coast clients in the afternoon. In the span of a few scant hours, both of my clients used the exact same phrase to describe their current performance management programs: “Our performance management program is fine.”
All weekend that phrase was stuck in my brain like an annoying popcorn hull wedged between my teeth.→ Read More
When your team works in the same building, it’s easy to get to know one another. Since you see each other every day, you’ll likely develop a deeper than surface level relationship based on proximity alone. You might come to know how your colleagues take their coffee, and maybe even buddy up with them when the company heads out on a retreat or outing. However, if the majority of your team works remotely, it can be difficult to maintain a culture of free-flowing communication.→ Read More
Before you start defining the elements of a healthy performance review process, it’s worth investigating how or where your process went wrong. Historically, performance reviews were created with the best of intentions and remained unchanged for centuries.
The idea that people are motivated by knowing where they stand within an organization gave birth to the “rank and yank” method of ranking employees into top, average, and poor performing tiers (and eliminating those at the bottom). This was popularized by Jack Welch, former CEO and Chairman of General Electric (1980-2001).→ Read More
With the inherent uniqueness of the individual in the corporate workforce, it is a virtual impossibility to find a one size fits all approach to incentivizing employees. An unincentivized employee is likely a disengaged one, meaning aspects of your business such as innovation, productivity, and retention could suffer. Furthermore, a workforce should be recognized and rewarded for embodying clearly defined corporate values or meeting specific company goals in a highly visible way, otherwise, employees may lose sight of the relevance of their work to the overall company mission, leading to disengagement and eventually attrition.→ Read More
Does anyone truly look forward to their annual performance review? Leaders don’t enjoy preparing them and employees dread attending them. According to HR analyst and industry thought leader Josh Bersin, “More than 70% of all organizations dislike the process they have, and I have yet to talk with an employee or manager who likes it at all (one client calls it a ‘soul-crushing’ exercise).” That’s why many leading organizations such as Accenture, Adobe, Gap, GE, Goldman Sachs and Microsoft all recently announced that they are remodeling this “soul-crushing exercise” and moving to something altogether new.→ Read More
With a steady increase in employable candidates, and the continued exodus of baby boomers, millennials are now in a position to have a major influence on their workplaces. But according to a recent study by Gallup, only 29% of millennials are engaged at work. This shouldn’t come as a surprise; millennials make no secret as to what they feel makes a workplace engaging. They want challenging, rewarding work in a team-oriented culture. Based on the knowledge above, it doesn’t hurt to ask: Are you actively molding your team dynamics to meet millennials’ expectations?→ Read More
Recently, there have been some eye-opening reports about the state of employee engagement, both here in the U.S. and globally. Aon Hewitt, in their 2017 Trends in Global Employee Engagement Study, found that engagement levels have dropped for the first time in five years and Gallup reported in its State of the American Workplace report that a full 70% of U.S. workers are not engaged at work.
But before we all get too breathless about these admittedly disconcerting engagement numbers, it’s important to remember that employee engagement is not an end in and of itself.→ Read More
Change is practically a given in today’s competitive work environment. But how is an individual employee supposed to thrive in an environment of constant uncertainty? To successfully navigate this near-constant change, research suggests that it’s critical to stay engaged.
In the first post of this 3-part series (click here if you missed it), I shared strategies from my book The Successful Struggle, that help you stay engaged and in tune with the purpose of corporate change.
In addition to connecting with the reasons behind the change, there are other things you can connect with that make corporate evolution easier to swallow.→ Read More
Office workshops break up the day, boost employee loyalty, and reduce turnover because they communicate the message that each individual contributor is more than a number. The key is in choosing the right workshops; the less they feel like a chore for employees, the more effective they’ll be. According to management training and leadership experts at Mind Tools, ineffective workshops can bring more problems than they actually solve: “Done wrong, they can be a huge waste of time and money.→ Read More
In our previous posts, we focused on Pivotal Habits (ones that prepare us to perform by making us healthy, happy and secure) and Work Habits (the ones that make up our jobs).
We discussed the critical role these habits play in creating superior performance for employees and competitive advantage for companies. We explored why habits are frequently missed by businesses as the fundamental driver of performance, and recognized that adopting new habits is in some sense hard for people to achieve, and challenging for employers to create.→ Read More
Change is a funny thing, isn’t it? We frequently resist it, yet progress is impossible without it. In fact, we can’t really move through life without it. The desired approach for most of us is to experience change in small, bite-size chunks. Otherwise, it can wreak havoc on us when there’s too much at once and we’re not prepared for it.
The same goes for organizational change. Arguably though, organizations need to be in a continual state of change in order to move forward.→ Read More
When change sweeps through an organization, it often causes confusion, frustration, and fear. Even when dressed up with fancy words like “transformation” and “innovation,” employees know the end result is one thing: change.
One reason corporate change is uncomfortable is that it requires disconnecting. All change is, in disregard, disconnecting. Change forces us to let go of our old ways of being and our old measures of success.
In our previous blog, we explored how a company’s destiny is intimately linked to the Pivotal and Work Habits that its employees practice.
Employers have traditionally been inattentive to the design of employee habits, focusing instead on results produced. While this is a reasonable approach, employers have missed the opportunity to create environments that makes it easy for employees to practice both Pivotal and Work habits, which provide a difficult-to-see (and therefore difficult-to-copy) competitive advantage.
High-performance employers enjoy higher than industry average levels of productivity per employee. Measures of this success include revenue generated per head, return on capital employed, speed to market with new products and customer delight. These measures point to what a business and CEO get by BEING a high-performance employer, but they don’t explain what it takes to BECOME one.
The Role of Pivotal Habits
An underappreciated source of employee performance is their health, happiness and financial security – what we collectively describe as thriving.→ Read More
Studies on turnover estimate that when an employee leaves a company it can cost the organization between 30 to 250 percent of that person’s annual salary due to factors like loss of productivity and other associated replacement costs. BambooHR shared its research on turnover with the Society for Human Resource Management, saying the average company is losing one-sixth of its new hires in the first six months. Providing a competitive compensation and benefits package is important, but in today’s market, retention also requires making new hires feel engaged, aligned and connected from Day 1.→ Read More
The question of how to measure employee performance represents one of the last vestiges of old-school HR methodology. Today’s workforce is digitally transformed, highly social and mobile, made up of multiple generations, and collaborating across virtual and global locations. There has been a profound shift in the workforce away from hierarchical, top-down organizations towards teams and collaboration, where having a culture of recognition can drive engagement and results far more effectively than infrequent reviews handed down from on high by management.→ Read More
Creating an engaged workforce is critical to business success. Engaged employees positively impact retention, absenteeism, productivity, customer ratings, profitability, and many other business outcomes – as outlined by Gallup. Sadly, only 32% of U.S. employees are engaged – meaning they are “involved in, enthusiastic about and committed to their work and workplace.” And the numbers are even worse beyond our borders, with engagement standing at a mere 13% worldwide! While leading organizations are aware of the problem and are actively seeking solutions, many are not seeing a good return on their engagement investments.→ Read More
Today’s workplace is evolving rapidly. The recent focus on employee engagement has taught us plenty, including how closely tied employee engagement is to an organization’s success, and what happens in this disrupted, transformed workforce without engagement: our top talent moves on. We also know that one of the primary drivers of engagement is recognition. So where do those understandings lead? If we want to be successful in this changing landscape they lead to a workplace culture built on recognition, rewards, feedback and transparency.→ Read More
Do your employees feel recognized? Think carefully, because over 65 percent of employees report they don’t feel recognized at work. And lack of recognition just happens to be the number one reason why employees quit. Employee recognition drives employee engagement, and with higher employee engagement come lower turnover rates and stronger business results. Engaged employees perform 20 percent better and are 87 percent less likely to leave their organizations than their disengaged colleagues. Also, companies with the most engaged employees report revenue growth at a rate 2.5X greater than their competitors with the lowest level of engagement.→ Read More
We’re way beyond the old paradigm of years-of-service plaques or holiday gift cards as a form of employee recognition. We know that such rewards, tied to tenure or sporadically bestowed on an individual employee for a job well done, fall short of achieving any larger goal. For employees, they do little to spur a sense of being truly valued by an organization. For the organization, they don’t spark the levels of engagement that we know drive performance and lead to desired business outcomes.→ Read More
Employees are a core determinant of company success, but with a staggering 68% rate of employee disengagement, it’s clear that effectively leveraging their full potential can be a precarious task. Factors that drive employee engagement vary across employees, but a crucial factor is how connected they feel to their company’s culture and values. In fact, 82% of employees believe culture is a competitive advantage, yet only 28% believe that they understand their culture well. Creating a great company culture is not an easy ‘drag and drop’ nor can it be quickly implemented to garner immediate results; it requires a thought-out strategy and the right tools to help execute.→ Read More
A recent study from researchers at the University of Warwick, cited by Entrepreneur magazine, revealed that happiness makes people 12% more productive. Said the authors of the study, Professor Andrew Oswald and Dr. Daniel Sgroi from the Department of Economics at the University of Warwick:
“Companies like Google have invested more in employee support and employee satisfaction has risen as a result. For Google, it rose by 37%… Under scientifically controlled conditions, making workers happier really pays off.” Added Dr.
The role of a leader is to empower, engage, enable, and develop those around them in the workplace. It’s not an easy task and requires daily tending. So, how does one become a great leader? Marcus Buckingham, best-selling author and management expert, spoke at Achievers Customer Experience (ACE) Conference last fall on what makes a great leader. He shared two questions that exceptional leaders consistently ask their team: “What are you working on?” and “How can I help?” Buckingham’s argument is that these two questions should be at the core of every leader.→ Read More
Layoffs and firings can cause a huge hit to team morale, so it’s important for HR and team leaders to help employees stay engaged.
Managing remote teams can be even more challenging than traditional management, but it’s feasible if you integrate these leadership techniques.
Learn how to implement performance improvement plans in a way that will motivate employees, not lead to anger or resentment.
Holding regular one-on-one meetings with your employees is a major component of employee coaching and good management.
Company mission statements are an important factor for aligning your employees. Here are several of the best for your inspiration.
Employee engagement is “the top human resource challenge organizations anticipate facing in the next three to five years,” according to a survey conducted by the Society for Human Resource Management. If you want to stay ahead of this challenge, you need to keep your employee engagement strategy fresh, relevant, and exciting for all of your employees. Here are a few employee engagement ideas we think you should implement in 2016: