Ted Childs offers insight on what makes great leaders in today's changing workforce.
Posts Tagged Engagement
High salaries and hefty bonuses aren’t what keep high-performing employees devoted to their jobs, even in a dismal work environment. What you must give them is something they can’t put a value on. Managers must turn to sustainable alternatives that truly satisfy employees’ needs and wants.
Below are three levers of real value. The cost of investment: minimal. The payoff: inestimable.
The quality of employees’ personal/family lives is positively affected as a result of implementing flexible work arrangements, according to two-thirds of HR professionals (68%). Another two-thirds (67%) of HR professionals believe implementation of formal flexible work arrangements has a positive impact on employee morale, job satisfaction and engagement.
ATLANTA—Speakers at Linkage’s 11th Annual Summit on Leading Diversity held here April 26-28, 2010, made it clear that diversity and inclusion issues affect people around the world, whether they are at work or school or from government or industry.
Q. Talk about some of the important leadership lessons you’ve learned.
A. The first day coming out of B-school, I joined HCL, and I became a boss of two people. And what I learned immediately is that they were as smart as me, their aspirations were just as great, but they did not know what to do. I also discovered that I did not know what to do, but I lied through my teeth in those early days, projecting this sense that I knew what had to be done.
This article was co-authored by Mary Martinéz and Michal Fineman.
Question: How can we measure global diversity?
There are two things Vineet Nayar wants employers to know.
First, the author of the popular book, Employees First, Customers Second: Turning Conventional Management Upside Down (Harvard Business Press, 2010), says that “none of the ideas in the book are mine; I just vocalized it.”
Second, nothing in the book is “magic.”
As HR leaders grapple with myriad workforce planning issues post-recession, so too are they presented with a unique opportunity to enhance their hiring models to capitalize on changes in talent available in the labor market. In fact, given the strong focus that CEOs are now placing on enhanced people management strategy and processes, HR departments that do not adapt to the new hiring paradigm may risk their relevance, according to Michael Rendell, partner and leader of human resource services for PricewaterhouseCoopers (PwC).
A sound telecommuting strategy increases productivity, job satisfaction and work/life flexibility significantly, according to a recent survey conducted by a global Internet solutions company among its workforce.
Conducted in late 2008 with 1,992 employees, Cisco Systems Inc. looked at commuting patterns, technology barriers, environmental impacts, work quality, productivity, employee satisfaction and the advantages of flexible lifestyles.
Michael Burchell raises three questions for managers to boost engagement with a company's employees.
By Sharon Daniels
The Conversation Blog, Harvard Business Review
July 7, 2010
When Georgia Sherrill, PHR, was an HR professional at the store level of Wal-Mart Stores Inc., she focused on the engagement of cashiers, maintenance workers and cart pushers in particular. Maintenance workers keep stores clean, pushers make carts available to every shopper, and cashiers—a vital link—create customers’ final impression before they leave the store.
Sherrill knows about engagement among cashiers firsthand because she started out as a part-time cashier and worked her way into management.
SAN DIEGO—If building and sustaining a high commitment, high performance (HCHP) organization were easy, everyone would be doing it. It is those who have the will and the vision to ask the hard questions and confront the tough challenges who are creating successful organizations and getting a level of commitment from their workers that push this success, according to Michael Beer, Ph.D., professor emeritus at the Harvard University Business School, and speaker at the June 30, 2010, session of the Masters Series at the Society for Human Resource Management (SHRM) Annual Conference here.
SAN DIEGO—Business leaders who truly inspire, enthuse and induce fundamental changes in the businesses they operate come along once or twice a generation. Vineet Nayar, chief executive officer of HCL Technologies Ltd., appears to be just that kind of leader.
In today’s hyper-competitive marketplace, understanding what fosters and forwards employee motivation—and, thus, organizational performance—is critical. Based on theories, studies, best practices, case studies and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage.
Human resource executives command many tools to foster innovative workplace cultures.
When U.S. athlete Dick Fosbury sailed over the high jump bar at 7 feet, 4¼ inches during the 1968 Olympics in Mexico City, he set a record with the "Fosbury Flop."
Twisting his body, he arched his back to sail over the bar with his feet above his head. The odd technique was a revolution from previous methods—the scissors kick, the California western roll, the straddle—and garnered Fosbury a gold medal and a place in history. It soon came to be the dominant method of high jumping.
Nikki Jackson, secretary of the Kentucky Personnel Cabinet for the Commonwealth of Kentucky, takes a different approach to talent management with employees working for the state.
Today's workforce is rapidly changing. From Baby Boomers retiring in record numbers to new technology changing where and when we work, the most successful companies are planning for what’s next.
As the workforce grows more complex, the role of Human Resources is changing as more HR professionals are partnering with the C-suite to help companies stay focused on what’s next in the workforce. Here are some examples of strategic HR helping companies remain competitive and boost the bottom line: