While there is no proverbial silver bullet to your organization’s talent woes, a rigorous, adaptive approach to strategic workforce planning will go a long way to ensuring you have the talent you need to deliver on business strategy.
We keep doing things the same way. We keep treating customers the same way, but why? Once you learn to recognize those biases, you can learn to mitigate them by making really simple changes in your behavior.
Social intelligence is our differentiator from artificial intelligence. It’s how we better ourselves as leaders, as team members, and most importantly -- as humans.
It’s the season for fall apple picking and it’s the time when hiring kicks into high gear. But even if your organization is facing a bushel of open requisitions, you might want to think again before you bypass a critical step in the hiring process – a detailed reference check.
Despite growing awareness, recognition, and investment in diversity and inclusion initiatives, massive disparities in job opportunities persist among various demographic groups. And, despite the growing diversity of the global workforce, leadership levels of most companies look strikingly similar to the white male dominated leadership teams of the past.
CEO’s everywhere are struggling with execution towards their strategic objectives. Two obstacles to execution they frequently site are alignment and employee engagement.
When a candidate isn’t a good match, it’s usually because they don’t fit the company culture, position or their team. Conversely, a hire who is a good fit is more productive, stays longer and is happier.
If you’re like most people, you aren’t fully engaged at work. Not in the way you’d love to be. Maybe you feel like you’re just given orders from above. Perhaps you can’t see the value in what you do. Maybe you feel stagnated in your professional growth. Or most of your co-workers are jerks. Or perhaps you’re ready to shout, “All of the above!” It’s tragic that these kinds of problems are so common. You deserve better.
Even when the refresh is for the best, and it means taking your career to the next level – the one you’ve been working toward -- there’s an eerie level of awkwardness, vulnerability and excitement that comes with being the new kid. Nothing makes the first days or weeks at a new gig sweeter than realizing that what you do at work has a role in how successful the company is overall. It’s important to know what you do at work actually matters.
OKRs alone are not enough! The OKR goal-setting methodology requires its logical adjunct, CFRs (Conversations, Feedback, and Recognition), to provide the continuous performance management element needed to drive results.
American workers are disengaged. But you already know that. You’ve probably seen Gallup’s perennially popular stat that only about one-third of workers are engaged. And so you’d think that with the billions companies have spent on engagement efforts, the needle would have moved more.
And yet … We’re experiencing an engagement crisis in which a great majority of employees are not as motivated or committed as they could be. As they should be.
Since he was born almost three years ago, our son has looked to faces for cues. Almost instantaneously, inside his little, blonde head he looked up at us and wondered: Is this safe or unsafe? How should I interpret this situation? How am I doing? As parents, it is a subtle balance between giving too much feedback that can overwhelm and control, and too little feedback, which can contribute to uncertainty and doubt.
In the past, a smart business strategy separated the winners from the losers. But not anymore. Today, the best culture wins. Top Workplaces leaders recognize this, and they leverage it as a competitive advantage. How do they do it? More and more, they’re relying on a new technology to create an environment that gets results.
We are on the brink of a human revolution in the workplace. The old ways of living and working are no longer working. This people-centric revolution is where organizational performance and agility is driven by investing in employees and cultivating a culture of positive well-being in the workplace.
My friends and I lived for weekend memories made around fun times that finished with a movie. We thought that sure-bet source of entertainment would always be there for us, just down the street.
Job seekers begin to form an opinion about a company, as an employer AND as a business, the very moment they begin the application process. One negative candidate experience creates a ripple effect as applicants vocalize their dissatisfaction with how they were treated and discourage others from applying.
Ever wonder what makes people succeed in their roles? Relationships—not quantity, but quality, and particularly with direct reports. Just as the best companies are concerned about the quality of their relationships with their customers, the best leaders seek feedback—both positive and negative—about how they’re doing in their relationships with their many constituents.
In February 2017, eight months before #MeToo went viral, a former senior engineer at Uber, Susan Fowler, published a blog alleging rampant sexual harassment, retaliation, and discrimination. Following an extensive investigation including hundreds of interviews, former U.S. Attorney General Eric Holder and his colleagues at Covington & Burling issued a list of recommendations aimed at changing the company’s culture and practices. While Uber’s transgressions were severe, they are not alone. The headlines of the past year indicate that many organizations are still at risk and in need of transformation. What lessons can be learned and how must organizations respond?
Objectives and Key Results are a powerful goal-setting system that works for organizations, teams, and individuals. They align employees’ goals with enterprise objectives. By using Key Results (metrics) to gauge performance and progress, organizations can improve execution both at the individual and company level.
How should top management handle the highs, but also the extreme lows that unexpected change often brings about?
Let's face it -- organizations are only as able as the people who comprise them. When employee wellbeing is prioritized and employees are happy, an organization is positioned to do its best work. This fosters an atmosphere of positivity where everyone can thrive. But if morale is bad, turnover is high, and socio-economic disenfranchisement is the norm, it's probably a good idea to revisit your ‘HR first’ principles.