This document discusses how organizations can better attract and retain Millennial employees. It notes that Millennials expect more flexibility, work-life balance, and opportunities for growth. To attract Millennials, companies need to offer flexible work schedules, meaningful work, opportunities for advancement, and a nurturing environment. High turnover costs organizations significantly. To reduce turnover, companies should accelerate promotions, improve benefits, increase pay, and ensure their values align with Millennials. The document also examines legal issues around using social media for hiring and restricting tattoos and piercings.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The document outlines a 10 step process for developing an economic development strategy in an easy to understand way:
1. Understand the community's demographics and workforce through census data.
2. Analyze the existing economy and major employers.
3. Identify problems, opportunities, strengths and weaknesses through a SWOT analysis.
4. Determine the community's unique economic strengths.
5. Develop a future vision statement for the community.
6. Propose specific actions to address weaknesses and maximize strengths.
7. Identify available local resources and needs.
8. Assign responsibility for completing each proposed action.
9. Establish a budget for implementing the plan.
10. Establish metrics
This document provides a summary of the key findings from the CR and Sustainability Salary Survey 2012. It includes information on the sample size and demographics, as well as data on remuneration levels and trends. Some of the main points covered are:
- The sample size increased 42% to 847 respondents from 595 in 2010. 74% worked in-house and 26% as consultants.
- Average salaries continued their rising trend, with the UK average at £56,360. The highest paid regions were Rest of Europe (£69,000) and North America (£68,010).
- Consultants earned less on average than in-house staff, by around £9,000
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
Entrepreneurial orientation, entrepreneurial education and performanceYing wei (Joe) Chou
1. The study examines the relationship between entrepreneurial orientation (including proactiveness, innovativeness, and risk-taking) and business performance, as well as the role of entrepreneurship education.
2. The findings show that innovative proactiveness positively influences non-financial business performance, while risk-taking propensity does not influence financial or non-financial performance.
3. Entrepreneurship education was also found to have no connection with entrepreneurial orientation or business performance.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This webinar with renowned Wharton professor and author Peter Cappelli, is the first in the NERETA series "National Jobs Crisis Brainstorming sessions." This webinar was hosted by NERETA in December, 21013. This webinar unravels the mysterious "skills gap" (does one really exist?)
This document discusses how organizations can better attract and retain Millennial employees. It notes that Millennials expect more flexibility, work-life balance, and opportunities for growth. To attract Millennials, companies need to offer flexible work schedules, meaningful work, opportunities for advancement, and a nurturing environment. High turnover costs organizations significantly. To reduce turnover, companies should accelerate promotions, improve benefits, increase pay, and ensure their values align with Millennials. The document also examines legal issues around using social media for hiring and restricting tattoos and piercings.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The document outlines a 10 step process for developing an economic development strategy in an easy to understand way:
1. Understand the community's demographics and workforce through census data.
2. Analyze the existing economy and major employers.
3. Identify problems, opportunities, strengths and weaknesses through a SWOT analysis.
4. Determine the community's unique economic strengths.
5. Develop a future vision statement for the community.
6. Propose specific actions to address weaknesses and maximize strengths.
7. Identify available local resources and needs.
8. Assign responsibility for completing each proposed action.
9. Establish a budget for implementing the plan.
10. Establish metrics
This document provides a summary of the key findings from the CR and Sustainability Salary Survey 2012. It includes information on the sample size and demographics, as well as data on remuneration levels and trends. Some of the main points covered are:
- The sample size increased 42% to 847 respondents from 595 in 2010. 74% worked in-house and 26% as consultants.
- Average salaries continued their rising trend, with the UK average at £56,360. The highest paid regions were Rest of Europe (£69,000) and North America (£68,010).
- Consultants earned less on average than in-house staff, by around £9,000
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
Entrepreneurial orientation, entrepreneurial education and performanceYing wei (Joe) Chou
1. The study examines the relationship between entrepreneurial orientation (including proactiveness, innovativeness, and risk-taking) and business performance, as well as the role of entrepreneurship education.
2. The findings show that innovative proactiveness positively influences non-financial business performance, while risk-taking propensity does not influence financial or non-financial performance.
3. Entrepreneurship education was also found to have no connection with entrepreneurial orientation or business performance.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This webinar with renowned Wharton professor and author Peter Cappelli, is the first in the NERETA series "National Jobs Crisis Brainstorming sessions." This webinar was hosted by NERETA in December, 21013. This webinar unravels the mysterious "skills gap" (does one really exist?)
This document summarizes the current state of research on corporate entrepreneurship (CE) among emerging market firms. It reviews literature from 2000-2019 that examines CE related to innovation, strategic renewal, and new venturing in emerging economies. The review finds that while research exists on these topics separately, there is a lack of holistic examination of CE incorporating all three aspects. It concludes that more research is needed to understand how country-level differences in emerging markets impact firms' CE activities and competitive strategies. The document provides directions for future research to address these gaps.
This document summarizes a study that evaluated leadership styles, effectiveness and their relationship to innovation management among 400 executives from 48 organizations. It found dominant styles were selling and sharing ideas. Leadership effectiveness was moderate. There was a strong positive relationship between leadership effectiveness and innovation management success, measured by a value innovation index. The document also describes models and instruments used to measure leadership styles, effectiveness and innovation management performance.
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Age diverse work groups are more productive!Joe Slade
According to the Bureau of Labor Statistics (BLS), age-diverse teams demonstrate both deep business experience and a network of friends and colleagues built over 3-5 decades. They also found that workers over 55 are more loyal. In 2016, workers above the age of 55 had a median tenure of more than ten years with an employer vs. 2.8 years for Millennials. We’re not knocking Millennials, just making sure you are aware of why skill sets are not always the answer.
When recruited and managed purposefully, multi-generational work forces are more productive and have less turnover than those in companies without age diversity.
The document provides an overview of changes in the modern workforce and career landscape. It discusses how globalization, technology, outsourcing and quarterly earnings demands have made jobs less stable. Workers now experience frequent job changes and need to take responsibility for continuously developing new skills. Owning a business is presented as an alternative to traditional employment that allows more control over one's career. Coaching is recommended to help navigate options in the new economy.
A-Business-Case-Report-for-Workers Age 50Plus-res-genKammie Reile
This document summarizes a report by Aon Hewitt for AARP on the business case for retaining and recruiting workers age 50 and older. It finds that as the workforce ages, workers 50+ now make up a larger share and will continue increasing as a proportion of the workforce. Many employers are struggling to find qualified workers and see retaining experienced older workers as a solution. While older workers may have higher pay and benefits, recent trends have reduced differences in labor costs based on age. The report argues that employers should view experienced older workers as valuable assets who add skills, knowledge, loyalty and mentoring to organizations.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
Using Behavioral Economics to Unlock Workforce Engagement James Sillery
In an interview, an executive said the following, "Today, the greatest challenge that a company can face is a lack of engagement… and not to be aware of the situation". But on average, the majority of employees in any given company are, to some degree, disengaged. This presentation, given at the TCHRA Spring Conference, looks at the underlying causes and presents practical solutions.
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 1/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 2/362
Learning Outcomes
After reading this chapter, you should be able to
De�ine I/O psychology.
Explain the history and evolution of I/O psychology.
Understand how positive psychology can in�luence I/O psychology practices.
Identify ways in which I/O psychology can lead to quanti�iable return on investment in human
capital.
Describe the different roles I/O psychologists play in organizations.
Identify the major opportunities and challenges that I/O psychology can help organizations
navigate.
1What Is Industrial/OrganizationalPsychology?
David Ridley/Getty Images
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 3/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 4/362
1.1 De�ining I/O Psychology
According to the Society for Industrial and Organizational Psychology (SIOP), industrial/organizational (I/O)
psychology can be de�ined as the scienti�ic study of working and the application of that science to workplace issues
facing individuals, teams, and organizations. I/O psychology uses rigorous scienti�ic methods to investigate issues of
critical relevance to individuals, businesses, and society, including talent management, coaching, assessment,
selection, training, organizational development, performance, and work–life balance. In other words, I/O psychology
is a branch of psychology that uses methods, facts, and principles of psychology to enhance employee productivity.
I/O psychology originates from two distinct but related areas of study: industrial and organizational psychology.
Industrial psychology focuses on individual-level phenomena in the workplace. This includes assessing workers’
personalities, knowledge, skills, abilities, and other characteristics (KSAOs) in order to match them with the right
jobs; measuring and managing employee attitudes and emotions; using the right working conditions and reward
systems to motivate employees; training and developing employees for their current and future roles; and ensuring
that workers have healthy, safe, and balanced jobs and lives. Organizational psychology focuses on group- and
organizational-level phenomena, which may occur in both work and nonwork settings. Examples include
communication, negotiation, con�lict resolution, and team processes. The purpose of organizational psychology is to
facilitate the understanding of interactions and relationships among in.
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 1/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 2/362
Learning Outcomes
After reading this chapter, you should be able to
De�ine I/O psychology.
Explain the history and evolution of I/O psychology.
Understand how positive psychology can in�luence I/O psychology practices.
Identify ways in which I/O psychology can lead to quanti�iable return on investment in human
capital.
Describe the different roles I/O psychologists play in organizations.
Identify the major opportunities and challenges that I/O psychology can help organizations
navigate.
1What Is Industrial/OrganizationalPsychology?
David Ridley/Getty Images
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 3/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 4/362
1.1 De�ining I/O Psychology
According to the Society for Industrial and Organizational Psychology (SIOP), industrial/organizational (I/O)
psychology can be de�ined as the scienti�ic study of working and the application of that science to workplace issues
facing individuals, teams, and organizations. I/O psychology uses rigorous scienti�ic methods to investigate issues of
critical relevance to individuals, businesses, and society, including talent management, coaching, assessment,
selection, training, organizational development, performance, and work–life balance. In other words, I/O psychology
is a branch of psychology that uses methods, facts, and principles of psychology to enhance employee productivity.
I/O psychology originates from two distinct but related areas of study: industrial and organizational psychology.
Industrial psychology focuses on individual-level phenomena in the workplace. This includes assessing workers’
personalities, knowledge, skills, abilities, and other characteristics (KSAOs) in order to match them with the right
jobs; measuring and managing employee attitudes and emotions; using the right working conditions and reward
systems to motivate employees; training and developing employees for their current and future roles; and ensuring
that workers have healthy, safe, and balanced jobs and lives. Organizational psychology focuses on group- and
organizational-level phenomena, which may occur in both work and nonwork settings. Examples include
communication, negotiation, con�lict resolution, and team processes. The purpose of organizational psychology is to
facilitate the understanding of interactions and relationships among individuals and collectives.
Week 6 Discussion 1 Response Guided Response Respond to at le.docxhelzerpatrina
Week 6 Discussion 1 Response
Guided Response: Respond to at least two of your fellow students’ or instructor posts in a substantive manner and provide information or concepts that they may not have considered. Each response should have a minimum of 100 words. Support your position by using information from the week’s readings. You are encouraged to post your required replies earlier in the week to promote more meaningful and interactive discourse in this discussion forum.
Two Discussions are below
Lisa James
For my Global Marketing Plan, I elected to open a Walmart in New Zealand. The immediate appeal of New Zealand for me was the similarities between the country and the United States. Walmart has attempted to open locations in countries such as South Korea, Germany, and India in the past and has been met with hardship due to political and cultural differences. New Zealand seems like a wiser choice based on the similarities, as well as the need in the country for goods due to its remote location.
Geert Hofstede created a model based on his identification of five dimensions of cultural variation in values in 50 countries and three regions (Cascio & Aguinis, 2019). The dimensions are based on basic issues that countries deal with but handle in various ways. The five dimensions include power distance, uncertainty avoidance, individualism, masculinity, and long-term versus short-term orientation (Cascio & Aguinis, 2019). New Zealand has many similarities to the US, so it is natural that they identify similarly in the five dimensions of cultural variation. The dimension that New Zealand falls best under as a low tolerance is power distances. Holmes (2018) states that "New Zealanders do not comfortably tolerate explicit demonstrations of power, and people typically seek ways of reducing status differences and of emphasising equality with their colleagues" (pg. 36). New Zealand does have native cultures, such as the Maori, however much of the country is a melting pot. This has led to the nation to be very focused on equality and not viewing others above different groups.
Understanding this dimension of cultural value, as well as where New Zealand stands on the others is important from a talent management perspective because it is important to hire employees based on job-fit. If an employee needs a structure where there are very clearly defined lines and relationships for leadership, they may not be a good fit into an organization in New Zealand where everyone is treated the same. Additionally, it is important for an outside country to understand the cultural demands of the nation they are entering in order to attract and retain top talent. Employees want to know that the company they are employed by shares the same values as them and the patrons they serve.
David Geusen
My Walmart Case Study was focused on Walmart expanding to Philippines. The Hofstede model encompasses five dimensions of cultural variations in values: power distance, ...
1) Work as a construct based on payment in exchange for output is evolving beyond wellbeing, development, and as a career enabler. The nature of employment has changed with increasing numbers of freelance, contract, and gig workers.
2) Jobs are increasingly less reliable classifications and boundaries are blurring as tasks are automated or reorganized across occupations. Tying education and funding to jobs is suboptimal.
3) Employability and value lies in human skills like problem solving, collaboration, and adaptability rather than just technical skills. Growing human skills adds more value than additional qualifications alone.
s = int(input(Starting number of organisms ))i = float(input(.docxagnesdcarey33086
s = int(input("Starting number of organisms: "))
i = float(input("Average daily increase[%]: "))/100.0
d = int(input("Number of days to multiply: "))
first = True
print("Day Approximate\tPopulation")
for d in range(s, d + 1):
if first:
print(1, '\t', s)
first = False
add = s * i
s = s + add
print(d -1, '\t', s)
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their dec.
10 Metrics & Strategies to Increase Inclusivity in the WorkplaceQuekelsBaro
What does inclusivity mean? Read this post to get clued up on inclusivity and to access strategies and metrics that'll help you increase inclusivity in your workplace.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
ACCT 101ASSIGNMENT 4Last due date for submission 13 December.docxnettletondevon
ACCT 101
ASSIGNMENT 4
Last due date for submission 13 December 2017
The assignment worth 10 marks which is about 3.75 of the total marks
Student name:
Instructions:
· The answer must be in English.
· Students must include your details (Name, Student ID, CRN, Date of submission)
· Please READ the instructions carefully and FOLLOW them. Answer the ALL questions.
· Do NOT write the questions in the answer papers JUST write the question number.
· Do NOT put images, you must TYPE answers in the MS document.
· Font should be Times New Roman with 14 points.
· It is an INDIVIDUAL task, NOT a group task.
· You should submit the assignment via the Blackboard.
· Students who submit assignments after deadline, will get ZERO.
· If you engaged in plagiarism, you will get ZERO marks in the assignment or course.
The assignment worth 10 marks which is about 3.75 of the total marks.
Q1. Khaled Co is in Export business operating from Jeddah for the last 10 years successfully. From the following summary of Cash Account of Khaled, prepare Cash Flow Statement for the year ended 31st March 2017 in accordance with using the direct method. The company does not have any cash equivalents. (4 Points)
Summary (Cash Account) 31-3-2017
Particulars
Amount
Particulars
Amount
Bal 1.4.2016
50
Payments to Suppliers
2000
Equity Shares
300
Purchase of Fixed Asset
200
Receipt from Customers
2800
Overhead Expenses
200
Sale of Fixed Assets
100
Wages & Salaries
100
Taxation
250
Dividends
50
Repayment of long term Loans
300
Balance c/d
150
3250
3250
Answer.
Q2. Explain the concept of Equity Share Capital and its Types? (3 Points)
ANSWER.
Q3. A manufacturing corporation listed in capital market was trying to create demand on its share to keep share prices at desired level and to prevent share prices from going down, the corporate decided to purchase treasury stock from open market.( 3 marks)
So, you are required to explain what is meant by treasury stock and journalize the following transactions:
Q3. define Treasury stock and journalize the following transactions:
1- On May 8, Whitt, Inc. purchased 2,000 of its own shares of stock in the open market for $8,000
2- On June 30, Whitt sold 100 shares of its treasury stock for $4 per share.
3- On July 19, Whitt, Inc. sold an additional 500 shares of its treasury stock for $8 per share.
4- On August 27, Whitt sold an additional 400 shares of its treasury stock for $1.50 per share.
Answer:
3
\ ^ JL
Curtain with a BluePrint for
Leadership Potential
^\n Integrated Framework
for Identifying
High-Potential Talent J
By Allan
V
What is the true definition of "high potentiai"? How do we identify high-potential talent? Can
leadership potential be developed in someone, or is it something that is inherent and pre-
determined in an individual? Ask anyone working in talent management or human resources
and they will tell you that these questions reflect some of the most intense and .
Employees who are highly engaged are the best asset for an organization. Engaged employees are fully committed to their work, interested, and able to focus their attention and inspiration on doing their best. In today's competitive global business environment, companies must compete internationally and focus on creativity and innovation to be leaders in their industries. Both human and non-human assets are crucial for companies to continue operating successfully in the long run, but human capital is becoming more important because employees generate ideas and drive companies forward through their work. There are different types of employee engagement, including attitudinal, behavioral, and trait-based engagement, and engagement is determined by both individual employee characteristics and the organizational environment.
Presentation given by Steve Boese at the Aquire 2011 User Conference on May 23, 2011.
Talk focused on some of the challenges and opportunities that contingent labor, globalization, and demographic changes present to organizations.
Comes with the 100% guaranteed to work 60% of the time promise.
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
This document discusses managing a multi-generational workforce. It defines five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has different work perspectives and experiences that affect how they view their work. Managing a multi-generational workforce can be challenging due to differing views between generations but organizations that capitalize on the strengths of each generation can gain a competitive advantage. The document recommends that leaders enhance their understanding of generational characteristics to effectively engage all generations in the workplace.
How to Foment an Entrepreneurial Revolution: IEF (January 12, 2011)Daniel Isenberg
This document discusses the Babson Entrepreneurship Ecosystem Project and outlines principles for creating an entrepreneurial revolution in a region. The project aims to answer how experts could work together to significantly increase entrepreneurship in a city or state in 5 years if given unlimited resources. The author believes this is possible if the right principles are followed, including focusing on high-growth entrepreneurship not just self-employment, attacking many elements of the entrepreneurial ecosystem in parallel, setting precise goals for increased entrepreneurship, and creating an independent team to drive the efforts with high priority and budget. The author then outlines 7 guiding principles for accomplishing this goal.
This document summarizes the current state of research on corporate entrepreneurship (CE) among emerging market firms. It reviews literature from 2000-2019 that examines CE related to innovation, strategic renewal, and new venturing in emerging economies. The review finds that while research exists on these topics separately, there is a lack of holistic examination of CE incorporating all three aspects. It concludes that more research is needed to understand how country-level differences in emerging markets impact firms' CE activities and competitive strategies. The document provides directions for future research to address these gaps.
This document summarizes a study that evaluated leadership styles, effectiveness and their relationship to innovation management among 400 executives from 48 organizations. It found dominant styles were selling and sharing ideas. Leadership effectiveness was moderate. There was a strong positive relationship between leadership effectiveness and innovation management success, measured by a value innovation index. The document also describes models and instruments used to measure leadership styles, effectiveness and innovation management performance.
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Age diverse work groups are more productive!Joe Slade
According to the Bureau of Labor Statistics (BLS), age-diverse teams demonstrate both deep business experience and a network of friends and colleagues built over 3-5 decades. They also found that workers over 55 are more loyal. In 2016, workers above the age of 55 had a median tenure of more than ten years with an employer vs. 2.8 years for Millennials. We’re not knocking Millennials, just making sure you are aware of why skill sets are not always the answer.
When recruited and managed purposefully, multi-generational work forces are more productive and have less turnover than those in companies without age diversity.
The document provides an overview of changes in the modern workforce and career landscape. It discusses how globalization, technology, outsourcing and quarterly earnings demands have made jobs less stable. Workers now experience frequent job changes and need to take responsibility for continuously developing new skills. Owning a business is presented as an alternative to traditional employment that allows more control over one's career. Coaching is recommended to help navigate options in the new economy.
A-Business-Case-Report-for-Workers Age 50Plus-res-genKammie Reile
This document summarizes a report by Aon Hewitt for AARP on the business case for retaining and recruiting workers age 50 and older. It finds that as the workforce ages, workers 50+ now make up a larger share and will continue increasing as a proportion of the workforce. Many employers are struggling to find qualified workers and see retaining experienced older workers as a solution. While older workers may have higher pay and benefits, recent trends have reduced differences in labor costs based on age. The report argues that employers should view experienced older workers as valuable assets who add skills, knowledge, loyalty and mentoring to organizations.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
Using Behavioral Economics to Unlock Workforce Engagement James Sillery
In an interview, an executive said the following, "Today, the greatest challenge that a company can face is a lack of engagement… and not to be aware of the situation". But on average, the majority of employees in any given company are, to some degree, disengaged. This presentation, given at the TCHRA Spring Conference, looks at the underlying causes and presents practical solutions.
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 1/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 2/362
Learning Outcomes
After reading this chapter, you should be able to
De�ine I/O psychology.
Explain the history and evolution of I/O psychology.
Understand how positive psychology can in�luence I/O psychology practices.
Identify ways in which I/O psychology can lead to quanti�iable return on investment in human
capital.
Describe the different roles I/O psychologists play in organizations.
Identify the major opportunities and challenges that I/O psychology can help organizations
navigate.
1What Is Industrial/OrganizationalPsychology?
David Ridley/Getty Images
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 3/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 4/362
1.1 De�ining I/O Psychology
According to the Society for Industrial and Organizational Psychology (SIOP), industrial/organizational (I/O)
psychology can be de�ined as the scienti�ic study of working and the application of that science to workplace issues
facing individuals, teams, and organizations. I/O psychology uses rigorous scienti�ic methods to investigate issues of
critical relevance to individuals, businesses, and society, including talent management, coaching, assessment,
selection, training, organizational development, performance, and work–life balance. In other words, I/O psychology
is a branch of psychology that uses methods, facts, and principles of psychology to enhance employee productivity.
I/O psychology originates from two distinct but related areas of study: industrial and organizational psychology.
Industrial psychology focuses on individual-level phenomena in the workplace. This includes assessing workers’
personalities, knowledge, skills, abilities, and other characteristics (KSAOs) in order to match them with the right
jobs; measuring and managing employee attitudes and emotions; using the right working conditions and reward
systems to motivate employees; training and developing employees for their current and future roles; and ensuring
that workers have healthy, safe, and balanced jobs and lives. Organizational psychology focuses on group- and
organizational-level phenomena, which may occur in both work and nonwork settings. Examples include
communication, negotiation, con�lict resolution, and team processes. The purpose of organizational psychology is to
facilitate the understanding of interactions and relationships among in.
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 1/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 2/362
Learning Outcomes
After reading this chapter, you should be able to
De�ine I/O psychology.
Explain the history and evolution of I/O psychology.
Understand how positive psychology can in�luence I/O psychology practices.
Identify ways in which I/O psychology can lead to quanti�iable return on investment in human
capital.
Describe the different roles I/O psychologists play in organizations.
Identify the major opportunities and challenges that I/O psychology can help organizations
navigate.
1What Is Industrial/OrganizationalPsychology?
David Ridley/Getty Images
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 3/362
11/25/2018 Print
https://content.ashford.edu/print/Youssef.3718.17.1?sections=title,ch01,ch01sec1.1,ch01sec1.2,ch01sec1.3,ch01sec1.4,ch01sec1.5,ch01sec1.6,ch… 4/362
1.1 De�ining I/O Psychology
According to the Society for Industrial and Organizational Psychology (SIOP), industrial/organizational (I/O)
psychology can be de�ined as the scienti�ic study of working and the application of that science to workplace issues
facing individuals, teams, and organizations. I/O psychology uses rigorous scienti�ic methods to investigate issues of
critical relevance to individuals, businesses, and society, including talent management, coaching, assessment,
selection, training, organizational development, performance, and work–life balance. In other words, I/O psychology
is a branch of psychology that uses methods, facts, and principles of psychology to enhance employee productivity.
I/O psychology originates from two distinct but related areas of study: industrial and organizational psychology.
Industrial psychology focuses on individual-level phenomena in the workplace. This includes assessing workers’
personalities, knowledge, skills, abilities, and other characteristics (KSAOs) in order to match them with the right
jobs; measuring and managing employee attitudes and emotions; using the right working conditions and reward
systems to motivate employees; training and developing employees for their current and future roles; and ensuring
that workers have healthy, safe, and balanced jobs and lives. Organizational psychology focuses on group- and
organizational-level phenomena, which may occur in both work and nonwork settings. Examples include
communication, negotiation, con�lict resolution, and team processes. The purpose of organizational psychology is to
facilitate the understanding of interactions and relationships among individuals and collectives.
Week 6 Discussion 1 Response Guided Response Respond to at le.docxhelzerpatrina
Week 6 Discussion 1 Response
Guided Response: Respond to at least two of your fellow students’ or instructor posts in a substantive manner and provide information or concepts that they may not have considered. Each response should have a minimum of 100 words. Support your position by using information from the week’s readings. You are encouraged to post your required replies earlier in the week to promote more meaningful and interactive discourse in this discussion forum.
Two Discussions are below
Lisa James
For my Global Marketing Plan, I elected to open a Walmart in New Zealand. The immediate appeal of New Zealand for me was the similarities between the country and the United States. Walmart has attempted to open locations in countries such as South Korea, Germany, and India in the past and has been met with hardship due to political and cultural differences. New Zealand seems like a wiser choice based on the similarities, as well as the need in the country for goods due to its remote location.
Geert Hofstede created a model based on his identification of five dimensions of cultural variation in values in 50 countries and three regions (Cascio & Aguinis, 2019). The dimensions are based on basic issues that countries deal with but handle in various ways. The five dimensions include power distance, uncertainty avoidance, individualism, masculinity, and long-term versus short-term orientation (Cascio & Aguinis, 2019). New Zealand has many similarities to the US, so it is natural that they identify similarly in the five dimensions of cultural variation. The dimension that New Zealand falls best under as a low tolerance is power distances. Holmes (2018) states that "New Zealanders do not comfortably tolerate explicit demonstrations of power, and people typically seek ways of reducing status differences and of emphasising equality with their colleagues" (pg. 36). New Zealand does have native cultures, such as the Maori, however much of the country is a melting pot. This has led to the nation to be very focused on equality and not viewing others above different groups.
Understanding this dimension of cultural value, as well as where New Zealand stands on the others is important from a talent management perspective because it is important to hire employees based on job-fit. If an employee needs a structure where there are very clearly defined lines and relationships for leadership, they may not be a good fit into an organization in New Zealand where everyone is treated the same. Additionally, it is important for an outside country to understand the cultural demands of the nation they are entering in order to attract and retain top talent. Employees want to know that the company they are employed by shares the same values as them and the patrons they serve.
David Geusen
My Walmart Case Study was focused on Walmart expanding to Philippines. The Hofstede model encompasses five dimensions of cultural variations in values: power distance, ...
1) Work as a construct based on payment in exchange for output is evolving beyond wellbeing, development, and as a career enabler. The nature of employment has changed with increasing numbers of freelance, contract, and gig workers.
2) Jobs are increasingly less reliable classifications and boundaries are blurring as tasks are automated or reorganized across occupations. Tying education and funding to jobs is suboptimal.
3) Employability and value lies in human skills like problem solving, collaboration, and adaptability rather than just technical skills. Growing human skills adds more value than additional qualifications alone.
s = int(input(Starting number of organisms ))i = float(input(.docxagnesdcarey33086
s = int(input("Starting number of organisms: "))
i = float(input("Average daily increase[%]: "))/100.0
d = int(input("Number of days to multiply: "))
first = True
print("Day Approximate\tPopulation")
for d in range(s, d + 1):
if first:
print(1, '\t', s)
first = False
add = s * i
s = s + add
print(d -1, '\t', s)
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their dec.
10 Metrics & Strategies to Increase Inclusivity in the WorkplaceQuekelsBaro
What does inclusivity mean? Read this post to get clued up on inclusivity and to access strategies and metrics that'll help you increase inclusivity in your workplace.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
ACCT 101ASSIGNMENT 4Last due date for submission 13 December.docxnettletondevon
ACCT 101
ASSIGNMENT 4
Last due date for submission 13 December 2017
The assignment worth 10 marks which is about 3.75 of the total marks
Student name:
Instructions:
· The answer must be in English.
· Students must include your details (Name, Student ID, CRN, Date of submission)
· Please READ the instructions carefully and FOLLOW them. Answer the ALL questions.
· Do NOT write the questions in the answer papers JUST write the question number.
· Do NOT put images, you must TYPE answers in the MS document.
· Font should be Times New Roman with 14 points.
· It is an INDIVIDUAL task, NOT a group task.
· You should submit the assignment via the Blackboard.
· Students who submit assignments after deadline, will get ZERO.
· If you engaged in plagiarism, you will get ZERO marks in the assignment or course.
The assignment worth 10 marks which is about 3.75 of the total marks.
Q1. Khaled Co is in Export business operating from Jeddah for the last 10 years successfully. From the following summary of Cash Account of Khaled, prepare Cash Flow Statement for the year ended 31st March 2017 in accordance with using the direct method. The company does not have any cash equivalents. (4 Points)
Summary (Cash Account) 31-3-2017
Particulars
Amount
Particulars
Amount
Bal 1.4.2016
50
Payments to Suppliers
2000
Equity Shares
300
Purchase of Fixed Asset
200
Receipt from Customers
2800
Overhead Expenses
200
Sale of Fixed Assets
100
Wages & Salaries
100
Taxation
250
Dividends
50
Repayment of long term Loans
300
Balance c/d
150
3250
3250
Answer.
Q2. Explain the concept of Equity Share Capital and its Types? (3 Points)
ANSWER.
Q3. A manufacturing corporation listed in capital market was trying to create demand on its share to keep share prices at desired level and to prevent share prices from going down, the corporate decided to purchase treasury stock from open market.( 3 marks)
So, you are required to explain what is meant by treasury stock and journalize the following transactions:
Q3. define Treasury stock and journalize the following transactions:
1- On May 8, Whitt, Inc. purchased 2,000 of its own shares of stock in the open market for $8,000
2- On June 30, Whitt sold 100 shares of its treasury stock for $4 per share.
3- On July 19, Whitt, Inc. sold an additional 500 shares of its treasury stock for $8 per share.
4- On August 27, Whitt sold an additional 400 shares of its treasury stock for $1.50 per share.
Answer:
3
\ ^ JL
Curtain with a BluePrint for
Leadership Potential
^\n Integrated Framework
for Identifying
High-Potential Talent J
By Allan
V
What is the true definition of "high potentiai"? How do we identify high-potential talent? Can
leadership potential be developed in someone, or is it something that is inherent and pre-
determined in an individual? Ask anyone working in talent management or human resources
and they will tell you that these questions reflect some of the most intense and .
Employees who are highly engaged are the best asset for an organization. Engaged employees are fully committed to their work, interested, and able to focus their attention and inspiration on doing their best. In today's competitive global business environment, companies must compete internationally and focus on creativity and innovation to be leaders in their industries. Both human and non-human assets are crucial for companies to continue operating successfully in the long run, but human capital is becoming more important because employees generate ideas and drive companies forward through their work. There are different types of employee engagement, including attitudinal, behavioral, and trait-based engagement, and engagement is determined by both individual employee characteristics and the organizational environment.
Presentation given by Steve Boese at the Aquire 2011 User Conference on May 23, 2011.
Talk focused on some of the challenges and opportunities that contingent labor, globalization, and demographic changes present to organizations.
Comes with the 100% guaranteed to work 60% of the time promise.
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
This document discusses managing a multi-generational workforce. It defines five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has different work perspectives and experiences that affect how they view their work. Managing a multi-generational workforce can be challenging due to differing views between generations but organizations that capitalize on the strengths of each generation can gain a competitive advantage. The document recommends that leaders enhance their understanding of generational characteristics to effectively engage all generations in the workplace.
How to Foment an Entrepreneurial Revolution: IEF (January 12, 2011)Daniel Isenberg
This document discusses the Babson Entrepreneurship Ecosystem Project and outlines principles for creating an entrepreneurial revolution in a region. The project aims to answer how experts could work together to significantly increase entrepreneurship in a city or state in 5 years if given unlimited resources. The author believes this is possible if the right principles are followed, including focusing on high-growth entrepreneurship not just self-employment, attacking many elements of the entrepreneurial ecosystem in parallel, setting precise goals for increased entrepreneurship, and creating an independent team to drive the efforts with high priority and budget. The author then outlines 7 guiding principles for accomplishing this goal.
EEA Consulting Engineers Founder & Chairman of the Board Mike Hart presented on "Key Issues in Staff Compensation" at the 2018 Employee Ownership Conference.
2013 building the_right_high_potential_pool_white_papertheglobalist2003
This document discusses how organizations define, assess, and calibrate their high potential talent pools. It begins by outlining the challenges of an aging workforce and intense competition for skilled talent. It then examines how leading organizations define high potentials, focusing on an individual's potential for future roles with greater scale and scope, strong performance while upholding company values, and key competencies. These include cognitive and personality foundations, growth factors like learning orientation, and career indicators like leadership capabilities. The document provides frameworks for defining high potentials and assessing them using multiple dimensions. It also notes that high performers are not always high potentials, and potential must be evaluated separately from performance.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
This document discusses the need for organizations and individuals to embrace lifelong employability in response to rapid changes in technology and the economy. The key points are:
1) Automation is already transforming many jobs and skills are becoming outdated faster, requiring continuous learning over a career.
2) Traditional training methods are often not effective for adult learning and companies need to leverage research on learning to develop more tailored, ongoing programs.
3) Degrees are not always necessary and alternative credentials from coding bootcamps or other programs should be recognized.
4) Companies should invest in developing the skills of frontline workers through tuition assistance to improve retention.
In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving.
This new ebook is explaining organisations and employees how to make the most of the opportunities ahead and tells why managers must be flexible and socially intelligent.
Similar to Human Capital Theory: Still Relevant or Woefully Outdated for Our Knowledge Economy? (20)
Increase Trust in Your Processes: Introducing Custom BrandingQuekelsBaro
Process Street streamlines your team’s recurring work by taking the guesswork out of who does what and when, but the impact of even well-documented processes depends on people’s willingness to do their part.
SOC 2 Compliance and Our Continued Commitment to Data Security.pdfQuekelsBaro
SOC 2 is a set of criteria developed by the American Institute of CPAs (AICPA) to help assess the controls and systems a company has in place for handling customer data.
How to Find The Purpose of Your Business Through The Ikigai Concept.pdfQuekelsBaro
While Ikigai is generally applied to finding purpose in your personal life, this Process Street post will look at how the same 4 concepts can be applied to your business as well...
7 Ways to Welcome Your New Employee Like a ProQuekelsBaro
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
For International Women’s Day, we’d like to share with you just one (there are many) of the amazing women who make Process Street the great place that it is!
7 Must-Know Strategies for Pre-boarding New Hires like a Pro QuekelsBaro
Preparation is the key to a successful onboarding experience. Pre-boarding is your prep time that helps you gather everything you need before your new hire’s first day.
We Need to Talk About Your Employee Onboarding Process (& How to Fix It)QuekelsBaro
Onboarding is important. You need to make a good first impression. You need to have a consistent process. The thing is, though, it’s not what you do but how you do it.
8 Change Management Strategies for Effective Organizational Change QuekelsBaro
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved 100 participants aged 65-80 who were given either the drug or a placebo daily for 6 months. Researchers found that those who received the drug performed significantly better on memory and problem-solving tests at the end of the study compared to those who received the placebo.
How to Choose the Best HRIS (Human Resources Information System)QuekelsBaro
Employees are vital to any organization; making sure their information is managed properly is just as, if not more important. This article breaks down HRIS and the best software for the job.
How 4 Top Startups are Reinventing Organizational Structure QuekelsBaro
The document discusses organizational structures used by 4 top startups:
- Zappos initially adopted a holacratic structure but later reintroduced some hierarchy due to implementation challenges.
- Buffer tried a fully flat structure but found it overwhelming and brought back some guidance; they now use flexible "task forces".
- Zapier implemented management early and uses small autonomous teams and transparency between teams.
- Basecamp focuses on flexibility over structure, using 6-week project sprints without project managers.
Overall the document advocates for flexibility and transparency over rigid hierarchy for startups.
AI & Data Analytics: 3 Ways They Can Improve Customer Experience And EngagementQuekelsBaro
Analytics, data, and AI have the potential to enrich marketers’ understanding of their customers’ experiences in order to deliver meaningful, relevant experiences in the future.
Celebrating 1 Million Workflows and Beyond! Inside our Record-Breaking Year a...QuekelsBaro
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Older adults who exercised regularly performed better on cognitive tests and brain scans showed they had greater activity in important areas for memory and learning compared to less active peers.
Client Onboarding 101 with Adam Schweickert of Wetmore Consulting GroupQuekelsBaro
Adam Schweickert, professional consultant at Wetmore Consulting Group, shows us how they handle their operations to get things up and running as quickly as possible.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
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
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...
Human Capital Theory: Still Relevant or Woefully Outdated for Our Knowledge Economy?
1. 1/18
May 12, 2021
Human Capital Theory: Still Relevant or Woefully
Outdated for Our Knowledge Economy?
process.st/human-capital-theory
Leks Drakos
May 12, 2021
“Our human capital stock is ready to go back to work.” – Kevin Hassett
In May 2020, White House advisor Kevin Hassett drew public ire by referring to the
American workforce as “human capital stock.” US Representative Alexandria Ocasio-Cortez
asserted the term was not only outdated but inherently racist.
2. 2/18
Human Capital Stock.
An ugly term w ugly history, but for many powerful ppl it‘s their most honest view of workers:
human stock.
By their logic, the moment a person stops being useful to profit motive (retirement, health, etc)
they are a liability. That’s the system we live in. https://t.co/ZihhtaI00W
— Alexandria Ocasio-Cortez (@AOC) May 26, 2020
This raised a very important question for employers: How do you measure the output of your
employees without treating them like cattle?
In addition to questions about the potential for dehumanizing employees, contemporary
theorists question whether or not human capital theory – a product of the mid-20th century
manufacturing economy – still has a place in our 21st-century knowledge economy.
In a knowledge economy, an employee’s output is intellectual rather than physical. Human
capital theory originated during what is considered a manufacturing economy. As a result,
it’s optimized for measuring physical output.
At a clothespin factory, a worker’s productivity is judged by how many pins they produce a
day. There’s an established length of time it should take to make a faultless pin. That pin is an
example of physical output. At the end of the day, you can count that worker’s pins and
have a fairly good idea of their productivity.
A knowledge worker, however, doesn’t produce physical output; a knowledge worker
produces intellectual output. I’ll go into this in more detail further on, but – in terms of
human capital theory – the question is: how do you know how many “pins” a knowledge
worker makes per day?
Obviously, knowledge workers are still given a wage, generally factored according to their
value to the company (experience, education, etc.); in other words, using the principles of
human capital theory.
But is this an accurate reflection of that employee’s worth? Are knowledge workers being
undervalued because their productivity isn’t linked to the number of hours they work?
Should intellectual and physical output still be measured on the same scale? Can they be
weighed by the same scale?
More to the point, if human capital theory has outlived its usefulness, what language should
we be using to describe an employee’s value? Is it fair to consider employees part of a
company’s assets?
3. 3/18
In this Process Street post, I aim to investigate these questions and explore ways in which the
21st-century employer can assess employees in terms of company value without objectifying
the individual contributions.
Let’s delve deeper.
“Our people are our greatest assets.”
“[Human resources sounds] like what a malevolent AI would come up with if they [wanted] to
sound like they value the people and don’t simply consider them food to be consumed at the end
of the machine.” – Jay Hanlon, VP of People & Operations, Process Street
If “human resources” sounds like it came from a malevolent AI, “human capital” takes it
three steps further.
Consider the following statements:
Our people are our greatest assets.
We invest in our employees.
We’re a family here.
We’ve all come across some variation of this. Most of us have probably even said it at one
point or another. It sounds good, right?
Business, particularly the financial side, gets painted with a tarnished glaze. We cultivate
ideas of the CEO-as-sociopath. The heartless executive exploiting vulnerable employees. The
greedy, greedy capitalist willing to go to any lengths to turn a profit.
(Source)
4. 4/18
Statements about the value of employees – if phrased correctly, of course – do some heavy
lifting in regards to deflecting those negative perceptions. And let’s be clear, that’s exactly
what they are: deflections.
These statements are carefully and strategically worded in order to hit certain touchstones
and evoke a particular feeling. Certainly, they sound a lot more positive than the term
“human capital.”
When it comes right down to it, though, they mean exactly the same thing: a company’s
employees are a commodity that contributes to (or diminishes) the overall ROI of an
organization.
Calculating the specific ROI of employees, however, is mired in difficulties with zero
solutions. Yet, there does need to be a way for employers to quantify these qualitative “assets”
(knowledge, skills, experience, etc.) to determine the employee’s value. How else can those
employers decide where to invest further and where to cut their losses?
Fun with D and J
Scenario: There’s a training opportunity coming up, but only one person from the team can
attend. Who gets to go?
D has been with the company for ten years, has progressed from entry-level to mid-range,
and has worked in several different departments – and mastered their specific skills – over
the past decade. However, D only has an associate degree in an industry-specific subject and
has not received any official skill certifications.
5. 5/18
J has only been with the company for two years, but has a master’s degree in a semi-related
subject, as well as a few skill certificates. While still relatively new to the industry, J’s
managers are impressed with their qualifications and work ethic, and have been encouraging
J to take on additional responsibilities.
According to human capital theory, J’s education means they’ll be more productive (in terms
of capital), thus a better investment and able to earn a higher income.
Not all employers would make this decision, of course. Their line manager might decide that
D’s life experience, company loyalty, and on-the-job development are equally or more
valuable than J’s degree.
Already, in that basic scenario, the value of each “asset” isn’t clear; it’s highly subjective.
While one manager may value J’s formal education, another may value D’s experience. So
let’s add a few more complications into the mix:
1. D and J both have the same degree but from two different universities. D did quite well
academically at an Ivy League university while J graduated summa cum laude from a local
community college.
2. Both have the same qualifications and have worked in design engineering (95.9%
predominantly male) for the same length of time. D is female and J is male. Despite having
higher performance reviews, D has been passed over for promotion twice and currently earns
$10,000 per year less than J did in the same role.
3. Both are men, but D is white and J is Black. They have the same skills, education, and
experience. Five years ago, they were both laid off from the same company. After a few
months, D is hired on at a similar company with the same salary and benefits. After over a
year of being passed over for jobs in his field, J has to accept a greatly reduced salary for a
position in a related field that he’s overqualified for.
6. 6/18
(Source)
4. The economy experiences a recession. Both D and J are made redundant. Despite their
qualifications and experience, firms in their field aren’t hiring. Both end up pursuing low-
skilled, low-paid jobs but struggle to find employment due to overqualification. In the
current economic state, due to their qualitative assets, both D and J are unemployable.
By drawing a direct correlation between an individual’s education, training, and knowledge,
human capital theory fails to take into consideration other factors (gender, gender
presentation, age, race/ethnicity, sexuality, disability, religion) that influence and create the
income and wage disparities in modern society. It also doesn’t acknowledge inequities in
available education and training opportunities.
Human capital theory: The problem of a knowledge-based economy
Ascribing quantitative measurements to qualitative characteristics was always going to
encounter problems. In the manufacturing-based economy of the mid-20th century, this
ambiguity was somewhat less easy to spot (and, based on their research, I seriously doubt
many had the awareness to even look for it).
It’s quite simple to measure the productivity of a farmer by how many melons are grown
from season to season, how large those melons are, etc. Melons have quantifiable
measurements.
Likewise, if Lucy has to wrap X number of candies during her shift, but only manages to wrap
half of that, we can easily assess her productivity as below average.
Erm. Maybe well below average in this case. 🍬
7. 7/18
There were still mitigating factors, of course. Had Lucy ever wrapped candies before? Was
there a quality issue with the wrappers, such as tearing easily, sticking together, etc.? Did the
assembly line function properly? While a manager evaluating her performance should
definitely take all of that into account, her actual productivity is measurable.
Quantifying qualitative skills
If we try to measure a knowledge-based career by the same metrics, it quickly becomes
untenable.
How do you rate a teacher’s productivity, for example?
Obviously, this is done via different standards and metrics, and those results are contested
every step of the way, for very valid reasons. Should a teacher’s productivity be tied to test
scores?
Yes, the teacher can have an impact on those scores, but the students’ abilities also come into
play. If a student is falling behind due to a factor not influenced by the teacher (personal
illness or tragedy, difficulty at home, learning disability, lack of interest/motivation, etc.), is
it the teacher that’s unproductive, or is it the student?
Some schools combine test scores with student evaluations, which can provide a clearer
picture, but while the teacher’s performance is scored in a quantitative way (usually on a 1-5
scale), the metrics being measured are highly qualitative and subjective.
Or consider the humble content writer, because I do so love using myself as an example.
(Source)
8. 8/18
There’s a variety of things we do here at Process Street, but to keep it simple, let’s say we each
have to write one post a week – that’s four per sprint.
Each writer’s productivity should be easy to determine, right? It’s just the candy factory, but
with writing instead of candy wrapping.
Well, sort of.
1. How long is each post?
2. How much research does each require?
3. How accessible is that research?
4. Could someone else’s bottleneck affect the writer?
5. What is the quality of each post?
6. How do you judge the quality of completely different posts?
It’s not impossible, but it is tricky to come to a solid conclusion. In the end, any metric used
to judge our writing production will be subjective. Before publication, my posts are all read
by multiple people. Sometimes (read: never) they all agree. Other times (read: always) they
don’t.
One editor really likes the intro. The other thinks it needs reworking. One colleague doesn’t
get a joke. The other thinks it’s hilarious. Once it’s posted, three people think it’s brilliant.
Three people think I’m an idiot. One person is totally confused.
What then is my total productive output, and how do you compare that to my colleagues’
total productivity?
Knowledge doesn’t mean what you think it does
9. 9/18
So, if human capital is all about an individual’s education and training, and we’re currently in
a knowledge-based economy, what’s the problem? Education and training = knowledge,
right?
Yes. And no.
Over time, the definition of human capital has expanded to include a wide variety of
characteristics from basic skills to emotional intelligence to fame and geographical location.
As such, it’s become an increasingly popular term for economists.
That said, the theory of human capital is still very much grounded in education, training, and
healthcare. Fortunately – at least for those reading this and/or affected by concepts of human
capital – most salaries come with health insurance (🏥🚑yay!).
This is actually probably an improvement from the manufacturing economy. That’s a win for
human capital theory: knowledge workers generally have access to mostly affordable
healthcare. Sometimes.
In terms of education and training, though, a knowledge-based economy does not follow
through on the hypothesis of human capital theory.
Refresher time: Human capital theory is the measure of skills, education, and abilities of
an individual that enable them to produce economic value through labor.
A knowledge economy basically has two types of knowledge:
1. Explicit knowledge: Data, facts, figures, etc.
10. 10/18
2. Tacit knowledge: Experience, judgment, intuition, people skills, etc.
(Source)
Educational qualifications are about explicit knowledge. We go to school, memorize things,
and they give us a degree. We also pick up a fair amount of tacit, or experience-based,
knowledge in the process. However, tacit knowledge can be more situational and subjective
so a tactic that works in one area or organization may not transfer to another organization.
For example, I came to Process Street with a degree in writing, plus a decent chunk of
experience. But that experience was in academic writing, not web-based content
writing.
My explicit knowledge – in this case, things like spelling, grammar, etc. – was
transferable.
My tacit knowledge – style, structure, language, and so on – was not.
In other words, I knew the general textbook elements of writing, but had to learn the specific
how-it’s-done techniques of content writing.
The key here, though, is that a large part of the knowledge in a knowledge-based economy
doesn’t come from traditional education. A knowledge-based economy is a learning-by-doing
model. This is where we get concepts like “fail fast, learn fast,” “intelligent failure,” “move fast
and break things,” or even “failing upward” (which has its own problematic nature).
Before Process Street, I had never worked in marketing. I never even dreamed I would work
in marketing. It seemed like this crazy, alien world I had absolutely nothing to do with. I
don’t even have a business degree. I have an English degree. Not even one of the proper
11. 11/18
research-based English degrees. No. I have a degree in creative writing. I write experimental
fiction about monsters.
Things happen, though, and I found myself in a Zoom interview with my (now) editor. “Don’t
worry about marketing experience,” he said. “The important thing is you can write. We’ll
teach you everything else.”
And they did. Sure, “wacky” recruiting tactics and cultivating diverse teams are part and
parcel of start-up strategy. This trend is also indicative of how a knowledge economy works:
There is a limited capacity for highly-skilled (read: highly educated) jobs.
(Source)
Looking at this chart from the US Bureau of Labor Statistics, you can see that only 18% of all
jobs in the US in 2013 typically required a bachelor’s degree. Only 2% required a master’s.
Over half of jobs in the entire country didn’t require a university degree at all, and yet 40-
50% of young people were attending college.
If you fast forward to 2020: 40% of recent graduates and 33% of college graduates are
underemployed.
The upside is that, because of less focus on traditional qualifications, there are more
opportunities for knowledge workers. The downside is that there are far fewer permanent
and/or well-paid opportunities for those with physical labor or manufacturing skills. This has
contributed to an increased pay gap between those with highly specialized skills and those
with low specialized skills. As a result, we’ve seen a rise in the temporary, low-paid “gig
economy.”
6 factors to improve knowledge worker productivity
12. 12/18
Leks, you say, I know it’s not nice to call them capital, but they are capital, and I need to
know what they’re worth.
I know. It’s a quandary. A knowledge worker’s function is to create intellectual output.
Basically, their job is to use knowledge to solve problems. Intellectual output, however,
doesn’t come in batches. It can’t be weighed on a scale, counted in numbers, or packaged
neatly for sale. How do you, in that case, evaluate the overall value of an employee’s
intellectual output?
Basically, you can’t. Intellectual output doesn’t work like a factory’s assembly line. Each task
a knowledge worker performs requires a different application of knowledge and skills.
Therefore, to measure the productivity of your knowledge workers, you need to change the
way you think. Instead of trying to quantify an intangible product, you need to assess a
qualitative experience.
Advanced Workplace Associates and the Center for Evidence Based Management partnered
together to conduct extensive research into how to evaluate knowledge worker productivity.
They discovered that there is no single, universal indicator that can be measured; knowledge-
based work is just too varied.
They did, however, discover six factors that have the strongest association with knowledge
worker productivity. They may not give you a comforting spreadsheet of formulas and
equations, but these are the six things you can look for to determine if your team of thinkers
is producing investment-worthy thoughts.
These are the 6 factors of knowledge worker productivity.
Productivity factor #1: Social cohesion
It’s basic human: people are happier when they get along. As it turns out, they’re more
productive, too.
13. 13/18
(Source)
In a knowledge economy, the value of the individual is that person’s knowledge. If the team
or organization doesn’t have access to that knowledge, that asset is lost. Sure, Sara might be
sitting in the meeting like always, but as a resource for the team, she might as well be
anywhere else.
Social cohesion isn’t just about having a group of colleagues who work well together as a
team. This cohesion needs to be fluid up and down the organizational hierarchy so that
individuals feel comfortable sharing ideas, challenging ideas, and being challenged without
hostility or retribution.
The knowledge “asset” is the sum total of an individual’s experiences, skills, abilities, and
relationships used to create new knowledge that will eventually lead to new products/services
that will become commercial value. But if that asset doesn’t feel safe speaking up or
challenging an idea – even to the CEO – you aren’t making the best use of your resources,
and you definitely won’t get the ROI you want.
Productivity factor #2: Supervisory support
The report actually phrases this as “perceived supervisory support,” but I’m going to ditch
that “perceived” bit for two reasons:
1. You can’t fake support your team; it’s all or nothing.
2. If your team doesn’t know they have your support, you’re not supporting them.
The role of supervisor is a complex one. You have to take care of a whole slew of practical and
pragmatic functions, but you also need to have a healthy repertoire of soft skills for team
management.
14. 14/18
Whether you have to give negative feedback to a team member or everyone is celebrating a
team victory, your workers need to know you support them. You need to be proactive in
cultivating those relationships, clear in communicating processes and expectations, and
consistent in your coaching and encouragement.
(Source)
According to Achievers 2020 Engagement and Retention Report, while 90% of workers said
they were more likely to stay at a company that takes and acts on feedback, only 42% of
workers felt their company made a strong effort to solicit feedback. In terms of responding to
feedback, 44% felt lukewarm about management’s response to feedback while 23% said it
was horrible.
The report largely focused on employee engagement (or, as it turns out, the lack of), but 64%
of those who said they felt disengaged from work also stated they were ready to leave as a
result. Feeling undervalued by management was the #2 reason for a lack of engagement
(behind “lack of career growth”).
Productivity factor #3: Information sharing
At Process Street, we practice Working Out Loud. I know. It sounds corny. It’s one of those
catchy business buzzwords that’s meant to motivate and inspire.
In a larger context, this concept represents transparency. Leadership keeps us in the loop
about what’s happening on the macro-level. We report on what we’re each doing on the
micro-level. Everyone knows what’s happening.
15. 15/18
The day-to-day version? Sharing. That’s it. That’s the whole idea. The content team has its
own Slack channel where we all pool our knowledge assets in order to accomplish our tasks.
Because we all come from diverse backgrounds and experiences, you can never be entirely
sure who has that weird factoid you need for a post, or an in-depth understanding of early
arcade culture.
We also share processes. Being that Process Street is all about checklists, it’s incredibly easy
for us to document those processes, share them with each other, offer feedback and
improvements, reiterate and repeat.
It saves time. It reinforces those warm, fuzzy feelings we have about our colleagues. And it
keeps our processes optimized. It’s all about the teamwork.
Productivity factor #4: Vision clarity
Stop right now and ask yourself: Do your people know why they’re doing what they’re doing?
No, really. Do they?
Anyone who’s ever supervised another person (of any age) has been asked the question: why
do we do that?
I ask my editor that question at least once a week. He continues to patiently explain the
reason behind whatever’s got my attention that week, or sometimes he says, “Y’know what? I
don’t know. That’s a good question.”
To be engaged with their responsibilities, people need to know there’s a purpose behind
them. With remote work, in particular, even the most cohesive team can sometimes start to
feel like they’re living in their own separate silo.
As management, you need to be able to relate company OKRs to what individual teams are
working on. Make sure individuals know what their contributions are to the whole, and that
those contributions are valued. If they don’t feel like the vision is worth it, they’ll be less likely
to commit their energy and creativity to the project.
Productivity factor #5: External communication
16. 16/18
(Source)
So I mentioned silos a minute ago, right? An individual employee can become siloed; so can a
team, or a department – but so can a company.
It’s great to have a strong company culture with open communication happening all the time
between every department and every level of the organization. You need to be careful that
you aren’t only communicating internally, though.
What are your competitors doing? What’s happening in the industry? What new ideas are out
there? You need outside input or you’re going to stagnate, and all your brilliant knowledge
assets will vanish.
Smart people are like puppies: they have all this energy, are super curious, and want to know
everything. When you get a new puppy, you have to put a lot of effort into keeping it
entertained and engaged. If you don’t, the puppy gets bored, and eats your favorite sneakers.
They may not eat your shoes, but if your people get bored, they will find somewhere that
challenges them. 🐶
Productivity factor #6: Trust
I really shouldn’t have to explain this one but… 🙄
Your employees need to trust you. They need to trust their colleagues. And they need to trust
the company.
When trust breaks down, cohesion breaks down, then all the sharing, clarity, communication,
and, ultimately, your company’s productivity.
17. 17/18
Part of it comes from that transparency I mentioned earlier. If employees are confident in
what the company stands for and can see actions that back that up, they’ll value their
position more. If they know their colleagues and team members have credible, reliable
information, they’ll be more likely to use it, and place value on those connections. A bad
experience can have just as much impact.
For example, if I were to collaborate with another writer, and that writer decided to claim my
work as their own, that would be a breach of trust. Not only would I not be very happy with
the writer, but I’d also be warier of future collaborations.
This is another thing you can’t fake.
“One of the most critical skills for a manager is the ability to care about your people, and make
sure they know it. You have to mean it, because people can smell it if you’re full of it. You need
to be able to communicate to your team that you care about them, and that they’re valuable to
you, both as employees and as human beings.” – Jay Hanlon, VP of People & Operations
(Source)
Is it time to rebrand human capital?
Not gonna lie, this is not the post I expected or intended to write. When I first suggested this
topic, I had in mind some hugely ambitious critique of the dehumanization of the workforce
by capital elitists, maybe even a takedown of capitalism itself…
I did say it was hugely ambitious.
Perhaps, all things being equal, the premise of human capital theory that education will
determine earning potential might be accurate. All things, however, are not equal at all.
18. 18/18
I do think there is something intrinsically dangerous about thinking of your employees as
“human capital,” and definitely if you start calling them “human capital stock.”
Much like organizations have begun the rebranding from “human resources” to “people
management,” it may be that what human capital theory really needs is a little rebranding
and more thought put into properly measuring productivity in terms of intellectual output
rather than simply physical results.