This fun Survey is aimed at establishing the highs & lows of HR functions in South Africa. We want to know what you think! Find out what your peers say!
Only 13% of employees are highly engaged at work while 26% are actively disengaged. Less than half of employees believe their senior leaders and direct supervisors have enough time to focus on employee wellbeing. Empathy is important in workplaces - it involves identifying with others' feelings through emotional empathy and understanding their perspective through practical empathy. Diversity enhances workplaces and everyone should feel included regardless of gender, race, ethnicity, or neurodiversity as all individuals have unique experiences that shape their perspectives.
A top reason employees quit their jobs is a negative relationship with their direct manager. Effective managers drive the growth and success of a company. But how do you develop your managers into effective coaches?
During this webcast, Britt Andreatta covers top strategies for teaching your managers how to successfully coach and develop their people to reach their potential.
Culture Summit 2018 - Using Culture to Unlock Your People's Potential WorkshopCulture Summit
This document discusses building a high-performing organizational culture. It begins by defining culture as a set of shared beliefs, values, experiences and ways of being. It then discusses the concept of fixed versus growth mindsets and how a growth mindset leads to higher achievement. Several frameworks are introduced, including the zone of genius/competence and Maslow's hierarchy of needs. The document advocates creating a compelling vision for an ideal culture and implementing rituals and practices like self-reflection, onboarding processes, and team retreats to bring the vision to life. The goal is to transform people into their best selves through a culture of fierce loyalty and high performance.
XPLANE believes in the power of individual change makers to be culture champions. Nobody should have to wait for permission or a formal culture initiative––by that point it’s a major undertaking. This workshop follows XPLANE’s Organizational Adulting webinar series exploring and solving for the most challenging and problematic workplace behaviors.
Together, we’ll identify and demonstrate simple tactics to create a more human and empowered workplace. We’ll focus on simple yet bold actions that cumulatively make a more innovative, agile, modern, and effective organization. This workshop is great for individuals seeking new methods to share with their teammates, or whole teams to come and work through new norms and practices.
Learn more at www.culturesummit.co
- The document discusses building an organizational culture at scale by clearly defining the company's purpose, values, and ensuring leadership buy-in and support of people initiatives.
- It emphasizes that top talent wants to work for great leadership and organizations want to hire leaders that attract top talent. Companies with better leadership and clearly defined culture reportedly perform twice as well as their peers.
- The document provides suggestions for rating leadership buy-in and culture definition, and committing to consistent culture and leadership partnership going forward.
[WEBINAR] Four Powerful Systems That Only The BEST Companies DeployJoe Mechlinski
Join Joe Mechlinski, CEO of SHIFT, for an interactive webinar that will reignite your culture. It features the top systems companies deploy to create magnetic, aligned, accountable, and highly engaged workplaces. https://www.shiftthework.com/systems-webinar
From Real to Ideal: Envisioning and Moving Toward Your Best Culture [Culture ...Delivering Happiness
This document outlines a methodology called the DH Model for envisioning and moving an organization's culture from real to ideal. The DH Model focuses on defining core values and aligned behaviors, applying the science of happiness through positive habits and levers, cultivating higher purpose, and considering culture from the perspectives of individuals, teams, and community. It provides exercises to analyze an organization's current and ideal culture by comparing it to animals and habitats. The goal is for organizations to shift from being designed like machines to living, growing ecosystems that produce happy employees and customers, leading to business success.
Only 13% of employees are highly engaged at work while 26% are actively disengaged. Less than half of employees believe their senior leaders and direct supervisors have enough time to focus on employee wellbeing. Empathy is important in workplaces - it involves identifying with others' feelings through emotional empathy and understanding their perspective through practical empathy. Diversity enhances workplaces and everyone should feel included regardless of gender, race, ethnicity, or neurodiversity as all individuals have unique experiences that shape their perspectives.
A top reason employees quit their jobs is a negative relationship with their direct manager. Effective managers drive the growth and success of a company. But how do you develop your managers into effective coaches?
During this webcast, Britt Andreatta covers top strategies for teaching your managers how to successfully coach and develop their people to reach their potential.
Culture Summit 2018 - Using Culture to Unlock Your People's Potential WorkshopCulture Summit
This document discusses building a high-performing organizational culture. It begins by defining culture as a set of shared beliefs, values, experiences and ways of being. It then discusses the concept of fixed versus growth mindsets and how a growth mindset leads to higher achievement. Several frameworks are introduced, including the zone of genius/competence and Maslow's hierarchy of needs. The document advocates creating a compelling vision for an ideal culture and implementing rituals and practices like self-reflection, onboarding processes, and team retreats to bring the vision to life. The goal is to transform people into their best selves through a culture of fierce loyalty and high performance.
XPLANE believes in the power of individual change makers to be culture champions. Nobody should have to wait for permission or a formal culture initiative––by that point it’s a major undertaking. This workshop follows XPLANE’s Organizational Adulting webinar series exploring and solving for the most challenging and problematic workplace behaviors.
Together, we’ll identify and demonstrate simple tactics to create a more human and empowered workplace. We’ll focus on simple yet bold actions that cumulatively make a more innovative, agile, modern, and effective organization. This workshop is great for individuals seeking new methods to share with their teammates, or whole teams to come and work through new norms and practices.
Learn more at www.culturesummit.co
- The document discusses building an organizational culture at scale by clearly defining the company's purpose, values, and ensuring leadership buy-in and support of people initiatives.
- It emphasizes that top talent wants to work for great leadership and organizations want to hire leaders that attract top talent. Companies with better leadership and clearly defined culture reportedly perform twice as well as their peers.
- The document provides suggestions for rating leadership buy-in and culture definition, and committing to consistent culture and leadership partnership going forward.
[WEBINAR] Four Powerful Systems That Only The BEST Companies DeployJoe Mechlinski
Join Joe Mechlinski, CEO of SHIFT, for an interactive webinar that will reignite your culture. It features the top systems companies deploy to create magnetic, aligned, accountable, and highly engaged workplaces. https://www.shiftthework.com/systems-webinar
From Real to Ideal: Envisioning and Moving Toward Your Best Culture [Culture ...Delivering Happiness
This document outlines a methodology called the DH Model for envisioning and moving an organization's culture from real to ideal. The DH Model focuses on defining core values and aligned behaviors, applying the science of happiness through positive habits and levers, cultivating higher purpose, and considering culture from the perspectives of individuals, teams, and community. It provides exercises to analyze an organization's current and ideal culture by comparing it to animals and habitats. The goal is for organizations to shift from being designed like machines to living, growing ecosystems that produce happy employees and customers, leading to business success.
Culture Summit 2018 - Culture in Everything You DoCulture Summit
Core values matter. They support the company mission, help shape the culture, and reflect what is important to the company. They are the essence of a company’s identity and serve as its cultural cornerstones.
From the first interview to the last day of work, employees should understand that the company core values form the basis for every decision they make.
Cat Lee, Head of Culture at Pinterest shares how Pinterest weaves its mission and core values into every aspect of their employee experience.
Interested in learning more? Visit www.culturesummit.co
San Francisco Best Places to Work Roadshow | CentrifyGlassdoor
Centrify is a cybersecurity company that provides an enterprise platform to protect against identity-based cyber attacks. The document discusses how Centrify builds a company culture that employees enjoy working in. Key aspects include carefully selecting smart and collaborative employees, investing in employee growth, empowering employees, ensuring employees understand their contribution, sharing information openly, and providing honest feedback. The overall goal is for employees to feel they are learning and growing within the company.
Culture Summit 2016 - Creating a Purpose Driven Workplace with Author Adam "S...Culture Summit
The document discusses creating a purpose-driven workplace to engage millennial employees. It notes that millennials want meaningful work that reflects their interests and allows them to use their gifts to help others. The document recommends that companies pursue this by finding work that is financially viable and provides a community of believers to support employees' dreams. It also suggests that companies empower millennials by aligning work with purpose and values, providing mentorship and skills training, and allowing career exploration and flexibility. The goal is to transform employees and the world by designing a culture focused on purpose over just culture.
We've made diversity a priority here at Drift from day one and we want to hold ourselves accountable. So we are happy to announce the launch of the first edition of Drift's Diversity Report. We will continue to lean in on diversity to improve in all areas.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
This survey of 197 economic development professionals provides insights into the challenges they face and priorities for their organizations. The top challenges cited were balancing job demands with changing priorities (21.5%) and dealing with political realities (13.1%). Maintaining new business outreach/attraction (21.5%) and existing business outreach/retention (17.3%) were seen as most important weekly tasks. When asked what advice they would offer others, 25% said to continue professional development and obtain certification. The survey highlights both the demanding nature of the work and the commitment of economic developers.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
This document provides 10 tips for improving people performance in organizations. The key focus areas are recruitment and selection, performance management, and people development. It emphasizes the importance of hiring the right people, creating thorough job profiles, identifying top performers, understanding why some people perform better than others, using development needs analysis, considering options like retraining or reassigning underperformers, measuring performance before and after development plans, and ensuring factors like awareness, competence, motivation, and support.
This is the slide show for a 4 1/2 hour facilitation for a TEC group of CEOs to help them focus on the best of their current TEC group, create a greater vision for the future, make design changes needed to help create the vision, and begin to take action.
“With great power comes great responsibility”
Taking responsibility is the first step towards leadership. One cannot exist without the other. Effective leaders do not manage people, instead they inspire, coach and enable the people they work with. Experience the difference with People-centric leadership as you put ‘people’ first in people management.
This presentation is used in interactive sessions that help managers with people responsibilities to honestly explore their leadership skills and equip them with the building blocks required to practice people-centric leadership. It’s time we shift our focus back on the people who make our teams and the organization a success story.
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
This document outlines a presentation by Holly Duckworth on effective volunteer management. It discusses setting intentions for volunteer programs, assessing current structures, developing positions, recruiting volunteers, training methods like orientations and mentors, providing support, evaluating success, succession planning, appreciation events, and tips for successful volunteerism. The goal is to recruit, retain and maintain effective board leaders through strategic volunteer management.
The document contains 12 quotes related to human resources and business management. The quotes emphasize the importance of hiring the right employees, motivating people, working as a team, treating employees well, and continually improving. They stress that human resources is essential to running a successful business and achieving goals.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
The document provides an overview of Appreciative Inquiry (AI), a method for positive organizational change. It discusses AI's key principles and 4-D cycle of Discovery, Dream, Design, and Destiny. Examples are given of how AI has been applied through strengths-based interviews and generating topics focused on an organization's positive core. The document aims to introduce AI's reframing of change as an iterative, collaborative process of appreciating an organization's strengths and envisioning new positive potentials.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
Identify The Single Most Important Characteristic In A Master Leader.
Identify the Two Enemies of Leadership.
Determine What Type Of Leadership Expression You Have
Discover How To Systematically Develop A Master Leader
Charles Randles- You're the problem why leadership culture is the last barrierScrum Australia Pty Ltd
The document discusses how leadership culture is the last barrier to achieving truly agile organizations. It argues that many common leadership practices like budgets, plans, and performance reviews are problematic because they involve predicting the future with limited information. They also tend to optimize for the wrong metrics like utilization and presence. The document suggests that "we are the problem" as leaders due to beliefs and behaviors that make the world worse, and that by identifying and stopping anti-agile practices, organizations can become truly agile and make the world better.
Did you know that as much as 80% of employee turnover can be attributed to bad hiring decisions? Or that the true cost of a bad hire could be 5X their annual salary?
That’s why finding and hiring only the best and most relevant talent -- truly ‘game changing’ talent, needs to be the top priority for every Business and Talent Acquisition Leader today.
In our upcoming webinar, Belong partners with Tarun Davda, Managing Partner and Alex Peter, Vice President, Human Capital at Matrix Partners India, to understand how hiring decisions at the senior level have directly impacted business goals within their portfolio companies.
With their hands-on, collaborative approach, Matrix Partners India has helped top companies like Quickr, Practo and Ola scale their teams, and take their business to the next level.
The business imperative every hr professional must face : Talent DevelopmentTanuj Poddar
The document discusses the business imperative of talent development for HR professionals. It notes that by 2018, there will be fewer younger generations to replace retiring baby boomers in the workforce. While some executives believe their talent programs are world-class, more see a need for significant or radical improvements. Competition for talent is also increasing. The document advocates developing a talent strategy aligned with business strategy, including effective talent scouting, relationship management, and developing employees. It stresses the importance of organizational branding and having employee experiences that represent the company brand.
Culture Summit 2018 - Culture in Everything You DoCulture Summit
Core values matter. They support the company mission, help shape the culture, and reflect what is important to the company. They are the essence of a company’s identity and serve as its cultural cornerstones.
From the first interview to the last day of work, employees should understand that the company core values form the basis for every decision they make.
Cat Lee, Head of Culture at Pinterest shares how Pinterest weaves its mission and core values into every aspect of their employee experience.
Interested in learning more? Visit www.culturesummit.co
San Francisco Best Places to Work Roadshow | CentrifyGlassdoor
Centrify is a cybersecurity company that provides an enterprise platform to protect against identity-based cyber attacks. The document discusses how Centrify builds a company culture that employees enjoy working in. Key aspects include carefully selecting smart and collaborative employees, investing in employee growth, empowering employees, ensuring employees understand their contribution, sharing information openly, and providing honest feedback. The overall goal is for employees to feel they are learning and growing within the company.
Culture Summit 2016 - Creating a Purpose Driven Workplace with Author Adam "S...Culture Summit
The document discusses creating a purpose-driven workplace to engage millennial employees. It notes that millennials want meaningful work that reflects their interests and allows them to use their gifts to help others. The document recommends that companies pursue this by finding work that is financially viable and provides a community of believers to support employees' dreams. It also suggests that companies empower millennials by aligning work with purpose and values, providing mentorship and skills training, and allowing career exploration and flexibility. The goal is to transform employees and the world by designing a culture focused on purpose over just culture.
We've made diversity a priority here at Drift from day one and we want to hold ourselves accountable. So we are happy to announce the launch of the first edition of Drift's Diversity Report. We will continue to lean in on diversity to improve in all areas.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
This survey of 197 economic development professionals provides insights into the challenges they face and priorities for their organizations. The top challenges cited were balancing job demands with changing priorities (21.5%) and dealing with political realities (13.1%). Maintaining new business outreach/attraction (21.5%) and existing business outreach/retention (17.3%) were seen as most important weekly tasks. When asked what advice they would offer others, 25% said to continue professional development and obtain certification. The survey highlights both the demanding nature of the work and the commitment of economic developers.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
This document provides 10 tips for improving people performance in organizations. The key focus areas are recruitment and selection, performance management, and people development. It emphasizes the importance of hiring the right people, creating thorough job profiles, identifying top performers, understanding why some people perform better than others, using development needs analysis, considering options like retraining or reassigning underperformers, measuring performance before and after development plans, and ensuring factors like awareness, competence, motivation, and support.
This is the slide show for a 4 1/2 hour facilitation for a TEC group of CEOs to help them focus on the best of their current TEC group, create a greater vision for the future, make design changes needed to help create the vision, and begin to take action.
“With great power comes great responsibility”
Taking responsibility is the first step towards leadership. One cannot exist without the other. Effective leaders do not manage people, instead they inspire, coach and enable the people they work with. Experience the difference with People-centric leadership as you put ‘people’ first in people management.
This presentation is used in interactive sessions that help managers with people responsibilities to honestly explore their leadership skills and equip them with the building blocks required to practice people-centric leadership. It’s time we shift our focus back on the people who make our teams and the organization a success story.
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
This document outlines a presentation by Holly Duckworth on effective volunteer management. It discusses setting intentions for volunteer programs, assessing current structures, developing positions, recruiting volunteers, training methods like orientations and mentors, providing support, evaluating success, succession planning, appreciation events, and tips for successful volunteerism. The goal is to recruit, retain and maintain effective board leaders through strategic volunteer management.
The document contains 12 quotes related to human resources and business management. The quotes emphasize the importance of hiring the right employees, motivating people, working as a team, treating employees well, and continually improving. They stress that human resources is essential to running a successful business and achieving goals.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
The document provides an overview of Appreciative Inquiry (AI), a method for positive organizational change. It discusses AI's key principles and 4-D cycle of Discovery, Dream, Design, and Destiny. Examples are given of how AI has been applied through strengths-based interviews and generating topics focused on an organization's positive core. The document aims to introduce AI's reframing of change as an iterative, collaborative process of appreciating an organization's strengths and envisioning new positive potentials.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
Identify The Single Most Important Characteristic In A Master Leader.
Identify the Two Enemies of Leadership.
Determine What Type Of Leadership Expression You Have
Discover How To Systematically Develop A Master Leader
Charles Randles- You're the problem why leadership culture is the last barrierScrum Australia Pty Ltd
The document discusses how leadership culture is the last barrier to achieving truly agile organizations. It argues that many common leadership practices like budgets, plans, and performance reviews are problematic because they involve predicting the future with limited information. They also tend to optimize for the wrong metrics like utilization and presence. The document suggests that "we are the problem" as leaders due to beliefs and behaviors that make the world worse, and that by identifying and stopping anti-agile practices, organizations can become truly agile and make the world better.
Did you know that as much as 80% of employee turnover can be attributed to bad hiring decisions? Or that the true cost of a bad hire could be 5X their annual salary?
That’s why finding and hiring only the best and most relevant talent -- truly ‘game changing’ talent, needs to be the top priority for every Business and Talent Acquisition Leader today.
In our upcoming webinar, Belong partners with Tarun Davda, Managing Partner and Alex Peter, Vice President, Human Capital at Matrix Partners India, to understand how hiring decisions at the senior level have directly impacted business goals within their portfolio companies.
With their hands-on, collaborative approach, Matrix Partners India has helped top companies like Quickr, Practo and Ola scale their teams, and take their business to the next level.
The business imperative every hr professional must face : Talent DevelopmentTanuj Poddar
The document discusses the business imperative of talent development for HR professionals. It notes that by 2018, there will be fewer younger generations to replace retiring baby boomers in the workforce. While some executives believe their talent programs are world-class, more see a need for significant or radical improvements. Competition for talent is also increasing. The document advocates developing a talent strategy aligned with business strategy, including effective talent scouting, relationship management, and developing employees. It stresses the importance of organizational branding and having employee experiences that represent the company brand.
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core values and expectations that are consistently communicated. This establishes a common language and roadmap for employees.
2. Define what constitutes a "superstar" employee beyond just doing their job. Organizations now need employees who are passionate, take initiative, and contribute meaningfully.
3. Hire the right people who align with the culture and have the skills, mindset and initiative to be superstars. Prioritize culture fit over just skills or experience.
4. Continuously develop and empower existing employees to reach
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core cultural values and expectations, clearly communicating them, and holding employees accountable.
2. Define the characteristics of a "superstar" employee for the current environment where employees want growth and impact beyond just receiving a paycheck.
3. Implement practices like onboarding, training, recognition, and feedback that cultivate superstar qualities in all employees.
4. Measure culture and engagement regularly through metrics and make adjustments to continuously strengthen the culture. Developing the right culture is essential to achieving business strategy and success.
Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
Creating an Unmistakable Talent Brand and World Class Recruitment TeamMary Pratt
A deep dive into creating an unmistakable Talent Brand and Rock Star Talent Acquisition Department working on focus points including Brand Awareness, Self Awareness, Steps to Creating Talent Brand Strategies, Steps to Rock Start Talent Acquisition Departments with a focus on companies who are doing it such as LV= in the UK and Menlo Innovations in the USA. Hope you enjoy! :)
The document discusses how recruitment practices need to change to focus on engaging passive talent rather than just active job seekers. It emphasizes that recruiting should be approached like marketing and sales in order to build relationships with potential candidates. Recruiters should think of their roles as selling career opportunities rather than just job descriptions and leverage employer branding and every employee as ambassadors to attract top talent.
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
The document discusses designing adaptive careers. It suggests that when deciding if a personnel change is needed, organizations tend to only look at past poor performance, but the right time is when looking at future strategic and cultural fit. It also discusses that the human brain has not significantly changed in 10,000 years but jobs have, and building teams requires complementary skills not just similarity. Knowledge work can have a much larger variation in individual productivity than assembly line work. The document advocates developing talent through identifying strengths and areas for improvement through activities like stay interviews and regular career development discussions.
Talent leaders gathered from around the globe to learn and share recruiting best practices. Here are some of the most inspirational stories and soundbites heard at Talent Connect San Francisco and London.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
The document summarizes perspectives from several CEOs and HR leaders on what it takes for HR to get a seat at the CEO's strategy table. Key ideas include: understanding the business deeply, contributing directly to business goals, running HR like a business by measuring outcomes and ROI, having a unique strategic opinion backed by data, and managing the "white space" to positively impact interconnected business processes. The CEO of Skinner Nurseries emphasizes that HR needs to offer more strategic ideas beyond job ads when critical business needs arise.
This edition features The Top HR Influencers that are at the forefront of leading us into a digital future
Read More: https://ciolook.com/top-10-hr-influencers-to-follow-in-2023/
“Where the Rubber Meets the Road: Applying HR Technology to Solve Real-world Problems,” from LBi Software, brings the insight and wisdom of seven of HR's most recognized thought leaders to one topic: how to use today's powerful HR technology to focus on the people in your organization and become a more strategic business partner.
Our engaging e-book draws on the experience and knowledge of some of the most recognized thought leaders in HR today, including Steve Boese (HR Technology Conference & Expo), Ron Thomas (Human Capital Institute), Lisa Rosendahl (WomenofHR.com), Robin Schooling (HR Schoolhouse.com) and Matt Stollak (True Faith HR).
This e-book gives you succinct and revealing insight into how HR can better understand and rise to daily challenges, such as:
-Assuming too much about what employees think and feel.
-Meeting the increasing demand for workforce transparency and accuracy.
-Understanding the essential characteristics of employees, beyond job skills and goals
-Building your rewards program on your organization's culture
-Adapting to cultural developments and trends
-Using social media to assess the employee experience
-Embracing data to prove HR effectiveness
-Getting real-world use out of the newest HR technology
Why we hate HRIn a knowledge economy, companies with the best .docxambersalomon88660
Why we hate HR
In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job — and how can we fix it?
By Fast Company Stafflong Read
Well, here’s a rockin’ party: a gathering of several hundred midlevel human-resources executives in Las Vegas. (Yo, Wayne Newton! How’s the 401(k)?) They are here, ensconced for two days at faux-glam Caesars Palace, to confer on “strategic HR leadership,” a conceit that sounds, to the lay observer, at once frightening and self-contradictory. If not plain laughable.
Because let’s face it: After close to 20 years of hopeful rhetoric about becoming “strategic partners” with a “seat at the table” where the business decisions that matter are made, most human-resources professionals aren’t nearly there. They have no seat, and the table is locked inside a conference room to which they have no key. HR people are, for most practical purposes, neither strategic nor leaders.
I don’t care for Las Vegas. And if it’s not clear already, I don’t like HR, either, which is why I’m here. The human-resources trade long ago proved itself, at best, a necessary evil — and at worst, a dark bureaucratic force that blindly enforces nonsensical rules, resists creativity, and impedes constructive change. HR is the corporate function with the greatest potential — the key driver, in theory, of business performance — and also the one that most consistently underdelivers. And I am here to find out why.
Why are annual performance appraisals so time-consuming — and so routinely useless? Why is HR so often a henchman for the chief financial officer, finding ever-more ingenious ways to cut benefits and hack at payroll? Why do its communications — when we can understand them at all — so often flout reality? Why are so many people processes duplicative and wasteful, creating a forest of paperwork for every minor transaction? And why does HR insist on sameness as a proxy for equity?
It’s no wonder that we hate HR. In a 2005 survey by consultancy Hay Group, just 40% of employees commended their companies for retaining high-quality workers. Just 41% agreed that performance evaluations were fair. Only 58% rated their job training as favorable. Most said they had few opportunities for advancement — and that they didn’t know, in any case, what was required to move up. Most telling, only about half of workers below the manager level believed their companies took a genuine interest in their well-being.
None of this is explained immediately in Vegas. These HR folks, from employers across the nation, are neither evil courtiers nor thoughtless automatons. They are mostly smart, engaging people who seem genuinely interested in doing their jobs better. They speak convincingly about employee development and cultural transformation. And, over drinks, they spin some pretty funny yarns of employee weirdnes.
Pre-Employment Engagement: Becoming a Talent Magnet and Developing World Clas...The HR Observer
• Why talent branding is here to stay and where you should start with your talent brand strategy
• Reviewing the “faux paus” of talent brand and how to avoid them
• Why some talent acquisition departments fail and how to get your ship in order with world class talent acquisition
• Engaging with your candidate: discussing brand and candidate experience from attraction onboarding with engagement in mind
Mary Pratt, Recruiting & Talent Brand Coach
How HR Can Ensure a Smooth Return to the Office - Robert Stone, CHEP Network HR Network marcus evans
Ahead of the marcus evans HR Summit 2024, read here an interview with Robert Stone on what approach would achieve the workplace culture and environment people are looking for today.
- HR leaders can become trusted business partners and advisers to CEOs by employing strategies like becoming a deep generalist with business expertise, listening deeply to understand various perspectives, and always making the business case for HR initiatives by connecting them to financial performance and business objectives.
- Top HR executives provided examples of how they advised demanding CEOs during difficult periods and major decisions at companies like American Airlines, IBM, and Toys 'R Us by participating broadly and offering wise counsel based on understanding the full business.
- The strategies identified, like gaining broad experience, prioritizing listening, and focusing on the bottom line, allow HR professionals to evolve from technical experts to strategic partners valued for their business wisdom.
The document discusses the three key elements of effective execution: creating an execution-focused culture, involving and developing the right people, and instituting robust systems and processes. It emphasizes establishing personal responsibility and accountability, choosing the right people and investing in their development, tying objectives to strategy and goals, and rigorously following up on objectives. The overall message is that execution is critical for organizational success.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. Strategy
73,9%
73,9% of HR Professionals surveyed, state
STRATEGY as one of their most enjoyed
functions
73,9
%
www.innovationadvance.co.za
“You can have the best strategy and the best
building in the world, but if you don’t have
the hearts and minds of the people who work
with you, none of it comes to life.”
Renee West
3. 52,2
%
HR Counselling
52,2%
52,5% of HR Professionals surveyed, state
HR COUNSELLING as one of their most
enjoyed functions
“A skilled listener can help people tap into their
own wisdom.”
Richard Roare
www.innovationadvance.co.za
4. 43,5
%
Training & Development
43,5%
43,5% of HR Professionals surveyed, state
TRAINING & DEVELOPMENT as one of their
most enjoyed functions
“True leaders bring out your personal
best. They ignite your human potential”.
John Paul Warren
www.innovationadvance.co.za
5. 34,8
%
Industrial Relations
34,8%
34,8% of HR Professionals surveyed, state
INDUSTRIAL RELATIONS as one of their most
enjoyed functions.
"Why do people focus on cash rewards? We seldom
create opportunities to congratulate each other. It's hard
to imagine union leaders storming into a meeting,
smashing their fists on the desk and demanding, “We
want more congratulations!”
Kenneth Blanchard” (1939–)
US management theorist and author
www.innovationadvance.co.za
6. 26,1
%
26,1%
Benefits & Rewards
26,1%
26,1% of HR Professionals surveyed, state
BENEFITS & REWARDS as one of their most
enjoyed functions
“Before the reward there must be labour.
You plant before you harvest, you sown in
tears before your reap the joy.”
Ralph Ransom
www.innovationadvance.co.za
7. 17,4
%
HR Reporting (EE, BBBEE &
Workplace Skills Development
17,4%
17,4% of HR Professionals surveyed, state
HR REPORTING as one of their most enjoyed
functions
“Reports are encouraging but at the end of
the day, it’s going to be deeds, not words,
that matter.”
Stephen Hadley
www.innovationadvance.co.za
8. 13,0
4%
13,04%
Performance Appraisals
13,04%
Only 13,04% of HR Professionals surveyed,
state PERFORMANCE APPRAISALS as one of
their most enjoyed functions
“The idea of a merit rating is alluring. the sound of
the words captivates the imagination: pay for what
you get; get what you pay for; motivate people to
do their best, for their own good. The effect is
exactly the opposite of what the words promise.”
W. Edwards Deming
Perhaps this is
why this function
is not a
favourite?
www.innovationadvance.co.za
9. 13%
Recruitment & Selection
13%
A mere 13% of HR Professionals surveyed,
state RECRUITMENT & SELECTION as one of
their most enjoyed functions
“I am convinced that nothing we do is more
important than hiring and developing people.
At the end of the day you bet on people, not
on strategies.”
Lawrence Bossidy
What makes this
quote so
interesting?
www.innovationadvance.co.za
10. www.innovationadvance.co.za
Interestingly, “Strategy” came up as enjoyed by most and
“Recruitment & Selection” as least preferred.
If you agree with Lawrence Bassidy’s quote, for any business to
realise it’s strategy, it’s Recruitment & Selection process is
absolutely vital.
This of course, raises the question as to WHY Recruitment &
Selection scored so badly?
“I am convinced that nothing we do is
more important than hiring and
developing people. At the end of the day
you bet on people, not on strategies.”
Lawrence Bossidy
Lets have a look
at that quote
again!
11. “Human Resources isn’t a thing we do. It’s the
thing that runs our business.”
Steve Wynn
AND THIS IS WHY ……..
12.
13. *Please note this was a general survey therefore the results cannot be used for any valid scientific or research purposes.
www.innovationadvance.co.za
Thank you to all those that participated in this fun
survey. We appreciate your time and value your
input.