This document discusses proficiency in the workplace and provides techniques to increase productivity. It begins by defining proficiency as progress that requires an open mind and dedication to mastering skills. The document then covers trends like wellness programs, progressive workspaces with open floor plans, and unlimited vacation policies. It suggests identifying gaps through employee feedback, observation, and experimentation. Finally, it recommends five ways to increase proficiency: being transparent; investing in employees through benefits, perks, and respect; encouraging collaboration; providing feedback opportunities; and leading by example to promote collaboration.
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
Work Life Integration - Human Capital Insights - Vol. 6ADP, LLC
In this Issue of Human Capital Management Vol. 6:
Vacation Policies Around the World: How Adaptable Is Your Organization?
Predictive Analytics: Reaping Rewards While Avoiding Risk
What Small and Large Organizations Alike Can Learn From the First Year of Annual ACA
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
The document discusses many challenges facing businesses today, including rapid changes in technology and workforce expectations. Key issues include the need to engage employees and adapt management styles to keep talented workers committed. High employee engagement is linked to higher productivity, profits and retention, while disengagement costs businesses significantly. The document emphasizes the importance of communication, motivation, and creating a sense of well-being for employees.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
The document provides an economic forecast and discusses whether the economy is on the upswing. It notes that by making proactive recovery plans now, organizations can be better prepared for economic improvement than they were for the downturn. The article also discusses how the federal government's economic recovery programs, such as the American Recovery and Reinvestment Act, are intended to boost sectors like infrastructure, education, and renewable energy in order to stimulate the economy.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
Employee engagement strategies and practicesadigaskell
This document discusses strategies for improving employee engagement. It begins by providing background on the Institute for Corporate Productivity (i4cp) and its research focusing on identifying best practices of high-performing organizations. The executive summary then outlines key strategies used by high-performing organizations to increase engagement, including aligning culture, strategy, and performance; promoting a culture where employees understand goals and feel empowered; measuring the impact of engagement on business results; and including engagement in manager performance reviews. The document provides examples from companies like 3M and Rio Tinto that have successfully implemented these engagement strategies.
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
Work Life Integration - Human Capital Insights - Vol. 6ADP, LLC
In this Issue of Human Capital Management Vol. 6:
Vacation Policies Around the World: How Adaptable Is Your Organization?
Predictive Analytics: Reaping Rewards While Avoiding Risk
What Small and Large Organizations Alike Can Learn From the First Year of Annual ACA
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
The document discusses many challenges facing businesses today, including rapid changes in technology and workforce expectations. Key issues include the need to engage employees and adapt management styles to keep talented workers committed. High employee engagement is linked to higher productivity, profits and retention, while disengagement costs businesses significantly. The document emphasizes the importance of communication, motivation, and creating a sense of well-being for employees.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
The document provides an economic forecast and discusses whether the economy is on the upswing. It notes that by making proactive recovery plans now, organizations can be better prepared for economic improvement than they were for the downturn. The article also discusses how the federal government's economic recovery programs, such as the American Recovery and Reinvestment Act, are intended to boost sectors like infrastructure, education, and renewable energy in order to stimulate the economy.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
Employee engagement strategies and practicesadigaskell
This document discusses strategies for improving employee engagement. It begins by providing background on the Institute for Corporate Productivity (i4cp) and its research focusing on identifying best practices of high-performing organizations. The executive summary then outlines key strategies used by high-performing organizations to increase engagement, including aligning culture, strategy, and performance; promoting a culture where employees understand goals and feel empowered; measuring the impact of engagement on business results; and including engagement in manager performance reviews. The document provides examples from companies like 3M and Rio Tinto that have successfully implemented these engagement strategies.
dradoye - minimizing new hire attrition ratesDouglas Radoye
This document summarizes guidelines for managers to decrease new hire attrition rates in the information technology services industry. It outlines several strategies managers can take such as recognizing top performers and dealing with underperformers, leading new hires, moving new hires to high-profile projects, conducting regular performance reviews focused on improvement, promoting from within, keeping new hires engaged with interesting tasks, offering higher starting pay or small incentives, investing in training opportunities, and allowing job rotations. The strategies are aimed at retaining new hires by making them feel valued, developing their skills, and providing opportunities for growth within the company.
This document discusses employee engagement, including its definition, importance, drivers, and frameworks. It defines engagement as an employee's positive emotional attachment and commitment to their job, colleagues, and organization. Engaged employees are more productive and the document outlines several drivers that can increase engagement, such as clear expectations, career development opportunities, and quality relationships. It also describes five frameworks that organizations use to define and measure engagement, focusing on factors like involvement, commitment, and finding meaning in one's work.
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
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.
The document summarizes leading edge global talent management trends and practices. It discusses trends in six areas: 1) making a business case, 2) recruiting, 3) development, 4) retention, 5) increasing productivity and innovation, and 6) metrics. For making a business case, it highlights calculating revenue per employee and the performance differentials between average and top performers. It also discusses aggressive recruiting tactics like mobile campaigns and contests. For retention, it discusses personalized plans, work flexibility, and boomerang rehires. For development, it emphasizes increasing organizational learning speed and using informal learning and social networks.
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
1. New Ways of Working (NWoW) aim to increase flexibility in the workplace through initiatives like flexible working hours and locations. This benefits companies by increasing employee motivation, productivity, and financial results.
2. Implementing NWoW has been shown to increase employee satisfaction by 10% and productivity by 10% based on case studies. Companies with highly engaged workforces also see greater returns for stockholders.
3. Flexibility is a key aspect of NWoW, allowing employees more control over when and where they work. Companies that have implemented flexible initiatives report benefits like improved recruitment and retention as well as work-life balance for employees.
High potential leaders, or HIPOs, are crucial for helping businesses adapt and thrive in the digital age. They must be able to identify new opportunities and mobilize organizations through change. This document discusses the skills HIPOs need, including managing time well, focusing on priorities, developing others, executing on big ideas, and understanding customers, competitors and the broader environment. It provides advice on how HIPOs can continually expand their skills and take on larger roles.
Implementing a Rewards and Recognition Program - Employee Engagement, Employe...Xoxoday
The document discusses best practices for implementing a rewards and recognition software program. It outlines the priorities of different stakeholders in the process, including CXOs, the CFO, IT team, employees, and line managers. It also describes the four phases of implementation: assessment, design, execution, and evaluation. The phases involve gathering data, identifying reward strategies, putting strategies into operation, and evaluating effectiveness.
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITIONDr. John Sullivan
This document discusses using metrics and data to improve recruiting. It recommends focusing on referrals and boomerang re-hires, which can provide 2/3 of hires. Referrals are the top source for volume and quality of hires. Boomerang re-hires, or former employees who are rehired, can provide up to 16% of hires. The document outlines selecting strategic metrics in key areas like programs, processes, and budgets. It recommends benchmarking top firms like Google that use algorithms and data to inform people decisions. The presentation provides examples of strategic "OMG metrics" that identify issues, impacts, causes, and recommended actions to drive immediate improvement.
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.
Leadership Development: Strategies for Employee EngagementAnne Yurasek
This document discusses strategies for increasing staff engagement and commitment. It notes that many workers feel overworked and underappreciated due to scarce resources. Low engagement can lead to dissatisfaction, attrition, and inconsistency. The document recommends developing leaders through coaching, mentoring, job assignments, and classroom training. It provides five strategies for engagement and commitment: linking annual goals to the mission/strategic plan, designing a leadership program, exposing staff to new knowledge, charting a clear progress path for staff and organization, and re-engaging disengaged staff. The closing thought emphasizes that leadership should create environments where individuals can fulfill their basic needs of survival, relationships, growth, and contribution.
This document provides an overview of a study investigating employee engagement in a UK-based retail organization. It begins with an introduction to employee engagement and its importance. It then discusses the research rationale, aim, objectives, and questions. The plan of work is outlined which will include literature review, methodology, findings, and conclusions. A literature review is then presented covering definitions of employee engagement, frameworks for measuring engagement, benefits of engagement for employees and employers, key responsibilities in building engagement, and important enablers of engagement such as leadership, managers, and leadership/management development. Key points are made about the relationship between engagement and organizational performance.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
This document discusses how investing in employees can increase a company's competitiveness and success. It argues that employees are a company's biggest asset and largest investment. While employees cost money in wages and benefits, treating these expenses as investments that yield returns can improve business results. The document outlines how engaged employees are more productive, innovative, and loyal, leading to higher customer satisfaction, revenue, and profits. It also discusses how high employee turnover is very expensive for companies and how investing in retention strategies like recognition, training, and work environment can significantly reduce these replacement costs and improve the bottom line. Overall, the document advocates for viewing employees as investments rather than just expenses in order to maximize return on employee investment (ROEI) and competit
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
This document summarizes 36 recruiting strategies used by leading firms. It discusses the strategies under 7 categories: skills targeted, candidate types, timing of recruiting, favored approaches, producing results, primary attractions, and business impacts. An innovative strategy is highlighted for each category, such as using data to determine best practices or prioritizing high-impact jobs. The document stresses that an effective strategy is measurable, competitive, and guides resource allocation. It concludes that firms like Google and the US Army are benchmarks for innovative recruiting strategies.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Employee Retention Strategies to Survive the Great ResignationKashish Trivedi
Onboarding reflects what your company is and ultimately leaves the first impression on new employees. A report indicates a 2.6 times increase in job satisfaction among new employees when they have a positive onboarding experience.
You can rely on learning management tools that streamline difficult or time-consuming procedures for companies to hire new employees. Leveraging a comprehensive learning platform allows you to create personalized onboarding experiences for new employees.
Extra steps need to be taken to make sure employees joining remotely feel integrated into their team. To achieve this, you could implement a virtual onboarding program that may utilize internal bots to help facilitate a more seamless connection within your team. Check for chatbot pricing and integrate an employee engagement bot within your onboarding activities to encourage icebreaker conversations.
6 Ways to change human resources in the millennial ageConduent
Work is changing faster than ever before. HR professionals know and live this every day. The head-on collision of digitization, disruptive business models, technology advances and powerful socio-economic forces are transforming every company in every market. Here's how to adapt and thrive.
6 Ways to change human resources in the millennial ageAlan Robinson
The document discusses six imperatives for HR to engage changing workforces: 1) Align employee and business goals; 2) Integrate health, wealth and career views of employees; 3) Analyze data to improve decisions; 4) Engage employees as active participants; 5) Personalize programs and communications; 6) Streamline HR processes to focus on strategic priorities. HR must change to address new employee expectations around work flexibility and integration of work and personal lives.
dradoye - minimizing new hire attrition ratesDouglas Radoye
This document summarizes guidelines for managers to decrease new hire attrition rates in the information technology services industry. It outlines several strategies managers can take such as recognizing top performers and dealing with underperformers, leading new hires, moving new hires to high-profile projects, conducting regular performance reviews focused on improvement, promoting from within, keeping new hires engaged with interesting tasks, offering higher starting pay or small incentives, investing in training opportunities, and allowing job rotations. The strategies are aimed at retaining new hires by making them feel valued, developing their skills, and providing opportunities for growth within the company.
This document discusses employee engagement, including its definition, importance, drivers, and frameworks. It defines engagement as an employee's positive emotional attachment and commitment to their job, colleagues, and organization. Engaged employees are more productive and the document outlines several drivers that can increase engagement, such as clear expectations, career development opportunities, and quality relationships. It also describes five frameworks that organizations use to define and measure engagement, focusing on factors like involvement, commitment, and finding meaning in one's work.
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
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.
The document summarizes leading edge global talent management trends and practices. It discusses trends in six areas: 1) making a business case, 2) recruiting, 3) development, 4) retention, 5) increasing productivity and innovation, and 6) metrics. For making a business case, it highlights calculating revenue per employee and the performance differentials between average and top performers. It also discusses aggressive recruiting tactics like mobile campaigns and contests. For retention, it discusses personalized plans, work flexibility, and boomerang rehires. For development, it emphasizes increasing organizational learning speed and using informal learning and social networks.
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
1. New Ways of Working (NWoW) aim to increase flexibility in the workplace through initiatives like flexible working hours and locations. This benefits companies by increasing employee motivation, productivity, and financial results.
2. Implementing NWoW has been shown to increase employee satisfaction by 10% and productivity by 10% based on case studies. Companies with highly engaged workforces also see greater returns for stockholders.
3. Flexibility is a key aspect of NWoW, allowing employees more control over when and where they work. Companies that have implemented flexible initiatives report benefits like improved recruitment and retention as well as work-life balance for employees.
High potential leaders, or HIPOs, are crucial for helping businesses adapt and thrive in the digital age. They must be able to identify new opportunities and mobilize organizations through change. This document discusses the skills HIPOs need, including managing time well, focusing on priorities, developing others, executing on big ideas, and understanding customers, competitors and the broader environment. It provides advice on how HIPOs can continually expand their skills and take on larger roles.
Implementing a Rewards and Recognition Program - Employee Engagement, Employe...Xoxoday
The document discusses best practices for implementing a rewards and recognition software program. It outlines the priorities of different stakeholders in the process, including CXOs, the CFO, IT team, employees, and line managers. It also describes the four phases of implementation: assessment, design, execution, and evaluation. The phases involve gathering data, identifying reward strategies, putting strategies into operation, and evaluating effectiveness.
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITIONDr. John Sullivan
This document discusses using metrics and data to improve recruiting. It recommends focusing on referrals and boomerang re-hires, which can provide 2/3 of hires. Referrals are the top source for volume and quality of hires. Boomerang re-hires, or former employees who are rehired, can provide up to 16% of hires. The document outlines selecting strategic metrics in key areas like programs, processes, and budgets. It recommends benchmarking top firms like Google that use algorithms and data to inform people decisions. The presentation provides examples of strategic "OMG metrics" that identify issues, impacts, causes, and recommended actions to drive immediate improvement.
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.
Leadership Development: Strategies for Employee EngagementAnne Yurasek
This document discusses strategies for increasing staff engagement and commitment. It notes that many workers feel overworked and underappreciated due to scarce resources. Low engagement can lead to dissatisfaction, attrition, and inconsistency. The document recommends developing leaders through coaching, mentoring, job assignments, and classroom training. It provides five strategies for engagement and commitment: linking annual goals to the mission/strategic plan, designing a leadership program, exposing staff to new knowledge, charting a clear progress path for staff and organization, and re-engaging disengaged staff. The closing thought emphasizes that leadership should create environments where individuals can fulfill their basic needs of survival, relationships, growth, and contribution.
This document provides an overview of a study investigating employee engagement in a UK-based retail organization. It begins with an introduction to employee engagement and its importance. It then discusses the research rationale, aim, objectives, and questions. The plan of work is outlined which will include literature review, methodology, findings, and conclusions. A literature review is then presented covering definitions of employee engagement, frameworks for measuring engagement, benefits of engagement for employees and employers, key responsibilities in building engagement, and important enablers of engagement such as leadership, managers, and leadership/management development. Key points are made about the relationship between engagement and organizational performance.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
This document discusses how investing in employees can increase a company's competitiveness and success. It argues that employees are a company's biggest asset and largest investment. While employees cost money in wages and benefits, treating these expenses as investments that yield returns can improve business results. The document outlines how engaged employees are more productive, innovative, and loyal, leading to higher customer satisfaction, revenue, and profits. It also discusses how high employee turnover is very expensive for companies and how investing in retention strategies like recognition, training, and work environment can significantly reduce these replacement costs and improve the bottom line. Overall, the document advocates for viewing employees as investments rather than just expenses in order to maximize return on employee investment (ROEI) and competit
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
This document summarizes 36 recruiting strategies used by leading firms. It discusses the strategies under 7 categories: skills targeted, candidate types, timing of recruiting, favored approaches, producing results, primary attractions, and business impacts. An innovative strategy is highlighted for each category, such as using data to determine best practices or prioritizing high-impact jobs. The document stresses that an effective strategy is measurable, competitive, and guides resource allocation. It concludes that firms like Google and the US Army are benchmarks for innovative recruiting strategies.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Employee Retention Strategies to Survive the Great ResignationKashish Trivedi
Onboarding reflects what your company is and ultimately leaves the first impression on new employees. A report indicates a 2.6 times increase in job satisfaction among new employees when they have a positive onboarding experience.
You can rely on learning management tools that streamline difficult or time-consuming procedures for companies to hire new employees. Leveraging a comprehensive learning platform allows you to create personalized onboarding experiences for new employees.
Extra steps need to be taken to make sure employees joining remotely feel integrated into their team. To achieve this, you could implement a virtual onboarding program that may utilize internal bots to help facilitate a more seamless connection within your team. Check for chatbot pricing and integrate an employee engagement bot within your onboarding activities to encourage icebreaker conversations.
6 Ways to change human resources in the millennial ageConduent
Work is changing faster than ever before. HR professionals know and live this every day. The head-on collision of digitization, disruptive business models, technology advances and powerful socio-economic forces are transforming every company in every market. Here's how to adapt and thrive.
6 Ways to change human resources in the millennial ageAlan Robinson
The document discusses six imperatives for HR to engage changing workforces: 1) Align employee and business goals; 2) Integrate health, wealth and career views of employees; 3) Analyze data to improve decisions; 4) Engage employees as active participants; 5) Personalize programs and communications; 6) Streamline HR processes to focus on strategic priorities. HR must change to address new employee expectations around work flexibility and integration of work and personal lives.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
The document discusses corporate health and wellness programs. It begins by explaining that while individual responsibility is important, organizations should also invest in these programs given the amount of time employees spend at work. Physical wellness programs include on-site gyms and exercise classes, while emotional wellness is supported through counseling services. However, simply implementing programs is not enough - utilization must be evaluated and barriers addressed. Returns on investment also need assessment through metrics tracking health outcomes as well as employee well-being, engagement and satisfaction. This allows for rigorous cost-benefit analysis to justify expenses and guide continuous improvement.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/help-them-help-you-good-managers-inspire-good-employee-performance/
Gallup released its “State of the American Workplace” report, a comprehensive look at employee engagement and performance in the U.S. The study found that 30 percent of employees are engaged and inspired by their work, and at the other end, 20 percent are actively disengaged and uninspired. In the middle is the remainder: 50 million (50 percent) Americans who are not engaged by their work or their managers. They’re just kind of there.
Gallup holds managers entirely responsible for an employee’s level of engagement. The top 25 percent of teams (the best managed) have 50 percent fewer accidents and 41 percent fewer quality defects than the bottom 25 percent (the worst managed), and they incur far less in health care costs. With this in mind, we think that one of the most important decisions you can make in business is who you name manager. Good managers embolden your employees; bad managers hurt your bottom line. The good news? These four performance solutions can help at every level.
Health Care
Health care plays a vital role in a motivating a workforce. Research from Cornell University shows medical insurance has a great influence on an individual’s task performance, which affects workplace safety and performance. Cover your staff—it indicates you care about their well-being and inspires them to be safer and perform better.
Company Culture
Companies tend to this issue the least, because it doesn’t yield tangible results, but company culture is often the first link in a chain of subsequent performance defects. There isn’t a single formula to tightening the family ties of your organization, and it’s a big job—but you should be doing it, as it pays big dividends. Two examples to get you started:
The document discusses employee engagement and organizational stress. It describes an employee engagement program that involves conducting an organizational stress audit to identify stressors impacting employee performance, motivation and productivity. The audit examines 30 common stressors across 7 categories. The engagement program then develops a strategy to address the stressors through remedies like process redesign, technology solutions, career progression opportunities and management style adjustments in order to reengage employees and boost productivity. The document emphasizes that stress has significant financial costs to organizations through increased absenteeism, sickness and reduced performance.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
This document provides guidance on fostering employee passion within an organization. It discusses 9 drivers of employee engagement: satisfaction, personal growth, peer rapport, management rapport, well-being, recognition & feedback, advocacy, empowerment, and culture. For each driver, it outlines metrics that can be measured and provides actionable advice for improving in each area in order to create an environment where employees feel passionate and engaged in their work. The overall goal is for employers to understand how to nurture passion among employees and help them further their impact.
This document discusses best practices in human resources (HR) at three organizations - Boston Consulting Group, Ultimate Software, and David Weekley Homes. Boston Consulting Group promotes a diverse workforce and pays 100% of employees' healthcare costs. Ultimate Software makes employees shareholders and pays 100% of healthcare costs. David Weekley Homes matches 401(k) contributions up to 8% and provides scholarships and emergency funds for employees. These practices incentivize employees and improve productivity.
Low employee morale can negatively impact productivity, customer service, and project prioritization. It is important for leaders to focus on keeping their teams motivated through various tactics like transparent communication, recognition of accomplishments, opportunities for professional development, flexibility, and ensuring employees feel valued as individuals. Maintaining high morale boosts engagement, reduces mistakes and conflicts, and creates a more positive work environment where people find meaning and enjoyment in their work.
This document discusses job satisfaction and ways to improve it. It reports that only 30% of US workers are engaged in their jobs according to a 2013 Gallup poll. Both employees and employers can take actions to increase satisfaction. For employees, this includes knowing their values, considering what they receive from their job, being realistic, avoiding lingering dissatisfaction, and considering career advancement. For employers, actions include creating a higher calling in jobs, setting development plans, being clear on expectations, increasing communication, and appreciating efforts. Recognition from employers is important for engagement and commitment.
Running Header Staffing Plan for a Growing Business 1Staffin.docxanhlodge
Running Header: Staffing Plan for a Growing Business 1
Staffing Plan for a Growing Business 7
Staffing Plan for a Growing Business
Scenita Cason
Bus 409
11/13/2016
For an expanding technology company, a good staffing model will be very necessary. By making and utilizing a staffing model, an independent company can expand proficiency by guaranteeing it is staffed with the right number of individuals, having the significant ability sets to meet basic business needs at the suitable time. Exact staffing is especially imperative in an independent venture because numerous positions can speak to a single purpose of disappointment (Bloom & Reenen, 2011). In a substantial business, holes in staffing can be secured by different ranges and overstaffing can be assimilated until whittling down happens, yet this is not the situation in independent companies, where one staff part speaks to a critical rate of the aggregate representatives. When you know the level of adaptability, some workers and level of administration your association needs, picking the privilege staffing model can be straightforward.
A staffing arrangement is a well thoroughly considered guide for guaranteeing your organization is completely staffed, with the long-haul objective of maintaining a strategic distance from downtime or misfortune underway because of retirement or another staff turnover. Staffing plans to have a tendency to differ starting with one organization then onto the next, contingent upon industry, size of the association and foreseen development (Kabene, 2015). There is a nobody estimate fits-all way to deal with help you adequately staff your business, however with watchful arranging and research, it is conceivable to have a pipeline of ability prepared to venture in and fill opportunities as they happen.
Short-Term Staffing
A Short-Term staffing arrangement concentrates on the prompt needs of the organization. For instance, in the event that you claim a retail location and the Christmas shopping season is drawing nearer, your transient staffing arrangement would concentrate on finding extra workers on a regular premise. In this case study, as HR manager one would need several assembly technicians when the demand of the devices is very high. The use of this is because to an impermanent workforce for fleeting staffing needs, particularly if the need is just for a particular venture or brief timeframe (Leahm, 2011).
Key Staffing
Key staffing includes a blend of short-term, long haul and progression arranging. This arrangement considers the organization's strategies for success to guarantee that objectives can be met from an ability point of view. Staffing levels are assessed to figure out whether there is a staffing surplus or shortfall. Aptitudes likewise ought to be surveyed to figure out whether you're existing group does not have the capacity and experience expected to help the organization push ahead (SHRM., 2016). Regularly, preparing is incorpo.
Equinox Partners - 15Five - do not manage performance, inspire itPlamen Petrov
1) 15Five was founded with the goal of building a company that unlocks the potential of its employees and helps other organizations do the same through continuous performance management software.
2) While high employee turnover rates are costly for companies, most organizations focus on outdated management tactics that no longer resonate with modern employees.
3) Today's employees want opportunities to utilize their strengths and talents in service of a mission they believe in, and continuous performance management through 15Five's Best-Self Management approach aims to provide the environment for employees to thrive and reach their full potential.
This document summarizes a study on what drives employee engagement. The study found that the three key drivers of engagement are: the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. While many factors can influence engagement, developing caring managers who build strong relationships and foster positive work environments is important for improving engagement. Only 29% of employees surveyed were fully engaged, so organizations should focus on strategies to move more employees to higher levels of engagement for increased commitment, motivation and business outcomes.
This document discusses the key ingredients needed to define a company's culture code. It begins by explaining that a culture code establishes guiding values and principles that give life and meaning to an organization. It then outlines five ingredients for a strong company culture: values, people, policies, perks/benefits, and workspace. For each ingredient, it provides examples from companies like Intacct, Zappos, and Glassdoor, and gives an action plan for developing that aspect of a culture code. The overall purpose is to help organizations attract and retain top talent by establishing a unique and compelling culture.
Employee engagement ideas and best practicesMutual Force
Employee engagement is more than perks and surveys; it requires leadership development and facilitating employee commitment, passion, and well-being. Current engagement programs rely on outdated surveys and rewards that fail to create real change or understand engagement's impact. Leadership development is key, but managers are often not suited or trained to facilitate engagement. Skilled managers set clear expectations, provide tools for success, and recognize employees. When properly developed and integrated into all business areas using quality technology infrastructure, engagement programs boost performance, retention and growth.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
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2. PROFICIENCY IN THE WORKPLACE1
IT IS NO SECRET that companies like Google and Apple have mastered the
method of attracting and retaining some of the world’s top talent. Not only do
they know how to make employees happy, but they also understand how to
keep them operating at the highest level of proficiency in the workplace. Most
CEOs strive to model their companies after successful organizations, but it’s
not as easy as it seems. In this paper you will learn the following:
• What is workplace proficiency?
• What are some workplace trends?
• How to identify gaps in workplace productivity
• Five techniques to increase proficiency and productivity in
your office.
WHAT IS PROFICIENCY IN THE WORKPLACE?
Proficiency is progress. To become proficient in anything requires an open
mind and dedication to mastering the skill you seek to learn. Companies that
choose not to dynamically advance will surely fall behind. Some areas that can
directly impact an organization’s bottom line are: failing to attract top talent,
gaining market share, and innovating at a rapid pace. Baby Boomers vs.
“Proficiency is progress.
To become proficient in anything
requires an open mind and dedication
to mastering the skill you seek to learn.”
3. PROFICIENCY IN THE WORKPLACE2
Millennials, male vs. female, suits vs. jeans, etc, only scratch the surface of
progressive workplace topics. Continual investment in employees separates
top companies from the rest.
Companies that do not invest in their employees will ultimately pay the price
for it. Allen Schweyer, the author of The Economics of Engagement, noted
that “disengaged employees are estimated to cost the U.S. economy as much
as $350 billion per year in lost productivity, accidents, theft, and turnover” (1).
Employees work harder for companies that give them the resources to master
their skills. Your employees are the best or worst advocates in the world for your
business, thus making it necessary to equip them with the tools to promote
your organization in a positive light.
Once you invest in the people running your organization, you can then begin
to measure the efficiency of your workplace. With all the trends and perks
being offered, how do you know which ones are right for your business? What
perks will increase employee retention and reduce downtime?
TRENDS IN THE WORKPLACE
Wellness programs, office layouts, unlimited vacation, and other developing
trends are shaping the way employees look at their work landscape. Moving
from a traditional, often slow or stagnate work environment, to a progressive
one is steady overhaul that necessitates employee buy-in. Organizations need
to focus on a top down communication strategy to
employees in order to adopt new workplace norms.
WELLNESS PROGRAMS
One of the most popular trends in the workplace is an employee wellness
program. Companies that adopt the principle that happy employees make for
more productive workers have implemented wellness programs and have found
that these initiatives directly impact the bottom line.
4. PROFICIENCY IN THE WORKPLACE3
The latest survey on wellness programs from Fidelity Investments and the
National Business Group on Health (NBGH) reveals that “employers will spend
an average of $693 per employee on wellness-based incentives in 2015, up
from $594 in 2014 and $430 five years ago” (2). As the spend cap climbs for
wellness programs, it’s clear this is a trend that won’t be fading anytime soon.
Companies of all industries and sizes are looking into ways to keep their
employees happy and healthy, while increasing workweek productivity.
When evaluating whether or not a wellness program assists an organization in
creating a progressive workplace, we examined the ROI of these types of
programs. Implementing a wellness program is not an easy task, and must be
done correctly to reap maximum benefits. According to a Harvard Business
Review study, “a study by Towers Watson and the National Business Group on
Health shows that organizations with highly effective wellness programs report
significantly lower voluntary attrition than do those whose programs have low
effectiveness (9% vs. 15%)” (3). Defining the mission of your wellness program,
and clearly communicating it to your employees, will dictate its effectiveness.
Harvard Business Review studied a large financial services company, Nelnet,
and discovered that the original rollout of its wellness program missed the
mark with employees. It was not clearly communicated to the staff, causing
confusion, which reduced adoption rates. Once the team at Nelnet realized
the program was not presented clearly, they pivoted their strategy and the
company “now emphasizes early communication and clear explanations to give
employees time to ask questions and prepare for change. Today employees
embrace Nelnet’s wellness culture: 90% participate in health risk assessments
(HRAs); about three quarters of those engage in wellness activities” (3).
The success of wellness programs around the country proves that healthy and
happy employees are worth the investment. Of course, if a wellness program
cannot be supported within your organization, or is not an extension of the
5. PROFICIENCY IN THE WORKPLACE4
company values, there are a number of ways to implement progress in the
workplace. Another trend we explored is the physical layout of the workspace
and how it impacts workplace proficiency.
PROGRESSIVE WORKSPACES
The dreaded cubicle has been replaced by standing desks, wide open spaces,
and treadmills. In an attempt to move toward an aesthetically appealing
workplace, but also one that facilitates the best work from employees, the
physical environment of an office must align with the company culture and
values while providing the ideal space for laborate and innovate. Shive-Hattery,
an architecture and engineering consulting firm, broke down the differentiat-
ing factors between the traditional and progressive corporate workspaces:
It’s important to identify what type of workspace fits your company. Not all
companies need to make a jump from a completely traditional workspace to
progressive, but choosing a few functions to tweak can make a dramatic
http://www.shive-hattery.com/publications/ideas/workplace/files/assets/common/downloads/publication.pdf
6. PROFICIENCY IN THE WORKPLACE5
impact. Many companies are moving from internalized spaces like cubicles
and private offices to open floor plans. Shive-Hattery worked with Stryker, one
of the largest medical device manufacturers, to transform their workspace,
“[they] wanted to design a workplace that promoted collaboration, and broke
down traditional hierarchies while providing great flexibility for continuous
change” (4). Breaking down traditional hierarchies can be as simple as moving
desks while maintaining a clear line of command. Open public spaces can
instill a sense of team and collaboration in the office. Some of the best ideas
are generated in open floor plan office layouts.
Not every workplace layout is for every type of organization. Harvard Business
Review explored workplace performance data by “deploying thousands of
badges in workplaces ranging from pharmaceuticals, finance, and software
companies to hospitals, [they began] to unlock the secrets of good office
design in terms of density, proximity of people, and social nature” (5). One of
the findings from the study clearly illustrated that “managers might be
tempted to simply build big social spaces and expect great results, but it’s not
that simple. Companies must have an understanding of what they’re trying to
achieve (higher productivity? more creativity?) before changing a space” (5).
QUESTIONS TO ASK
ABOUT YOUR ORGANIZATION
How might our organization function
more effectively?
How do our employees want to work?
How much time do employees spend
working outside of the office?
Do we need to address issues
regarding available office real estate?
Are we willing to make corporate
shifts and changes?
What organizational value(s) could
be translated into the space?
Is organization leadership willing to
lead change?
What roles does technology play in
your work processes?
How is your business changing and
how can the workplace support this
change?
http://www.shive-hattery.com/publications/ideas/workplace/files/assets/common/downloads/publication.pdf
7. PROFICIENCY IN THE WORKPLACE6
Developing the right workspace drives performance in the office. Keeping up
with trends will help you retain and attract top talent, while encouraging your
employees to get the most out of daily work interactions. Wellness programs
and office design impact health, happiness, and performance of employees.
The final trend that has recently surfaced is the oft-desired unlimited vacation
policy.
OPEN VACATION POLICIES
Unlimited vacation policies are used to incentivize employees. Although,
currently, the data to support its effectiveness is slow to surface. Many
management teams are conducting conversations the pros and cons of
such a perk. This type of perk comes down to one thing: the trust between
employees and management.
Jim Belosic, CEO of ShortStack, likens his reasoning for offering an unlimited
vacation policy to companies such as Virgin Airlines, Netflix, Groupon, and
Evernote. Belosic has “learned that when you treat employees like grown-ups,
they act like grown-ups. When employees know they are trusted to take
vacation when they need or want one, they’re more willing and excited to
produce good work when they’re in the office” (6).
Internationally, Americans are known for pushing the threshold of the typical
workweek. It’s no secret that we do not capitalize on our vacation days unlike
other parts of the world. In 2014, Glassdoor and Harris Interactive reported
that, “one in four (25 percent) [employees] report taking 100 percent of their
eligible time off. Two in five (40 percent) employees report taking 25 percent
or less of their eligible time off” (7). When employees are not encouraged to
take paid time off, it leads to poor morale, overworked, and burnt out workers.
Encouraging staff to take the time they need to recharge empowers them to
come back to the office and produce at maximum capacity.
8. PROFICIENCY IN THE WORKPLACE7
Of course, there are pros and cons to implementing an unlimited vacation
policy. Based on our research, this is a scarcely offered program. These are the
top three pros and cons:
Workplace perks inspire happy and healthy employees—regardless of trend,
your people are the ones who keep the company’s engine running.
HOW TO MIND THE GAP IN THE WORKPLACE
Implementing change in the workplace starts with identifying the gaps.
Depending on the organization, there are several ways to understand if your
employees are engaged, if they are happy, and how they are performing.
Best Practices to Mind The Gaps:
1. Ask
Understanding where the issues lie does not have to be complex or
convoluted. Employees are typically eager to share insight as to where
things could be improved.
Employee surveys, suggestion boxes, one-on-one discussions, company
Q&A, and other methods are effective tools to gather feedback. These
methods often intimidate those whom do not commonly voice their
opinions, so it is also beneficial to utilize an anonymous option to
collect employee opinions.
Getting employees to voice their thoughts is not an easy task. B2B
International lists a few ways to get employees to participate:
PROS
Happier people work harder
Trust becomes a part of company culture
Recruiting sell
CONS
Policy abuse
Employees take less vacation
Ill-equipped workplace infastructure
9. PROFICIENCY IN THE WORKPLACE8
• CEO involvement and support, for example a personalized invitation
to participate from the CEO
• A publicity campaign prior to the survey
• "Heads up" e-mail alerts and team briefings beforehand
• Strong and present management support for the survey
• Survey weeks–including support and open access areas for completion
(if also used for staff who do not have dedicated computer access)
• Strong internal distribution strategy
• Incentives at the personal level like prizes,= etc.
• Promise to share headline results shortly after the survey closes
(bulleted points emerging from survey on topical issues)
https://www.b2binternational.com/publications/employee-satisfaction/
2. Observe
If your company has identified issues in the workplace, but has not yet
evaluated them, then observation might be a better avenue.
Washington State Human Resources outlines how to build an
observational analysis in the workplace:
For observation to be effective:
Know what to look and listen for; identify the questions you
need answered; note the phrases, behaviors, visuals that will
help answer those questions.
Talk with employees before the observation to communicate
why you are observing, and how you will use the information
to problem-solve.
Collect quantitative and qualitative (or hard and soft) data, and
note any standards or expectations you find in the workplace.
http://www.hr.wa.gov/WorkforceDataAndPlanning/WorkforceDataTrends/StateEmployeeSurvey/Pages/Observe.aspx
•
•
•
10. PROFICIENCY IN THE WORKPLACE9
It’s easy to forget what it feels like to sit in that cubicle, eat at your desk,
or work so many hours you lose sight of your personal life at the top of the
company totem pole. Through observation, employees will appreciate the
effort from upper management to spend time learning what’s happening in
the organization.
3. Experiment
Experiment as follows:
As you experiment with filling the gaps in the workplace, it’s important to test
and quickly pivot to optimize from these learnings. Understanding the problem
is the most important component to testing. Once you understand the issue
and choose the initial experiment, you will need to identify how you will
measure its success.
5 WAYS TO INCREASE PROFICIENCY IN THE WORKPLACE
Prior to the 2008 recession, resolving workplace issues was a top priority for
companies. Today, personnel issues and technological advancements top the list.
There are five ways in which you can turn your organization into a highly
proficient workplace:
PURPOSE: PRIMARY QUESTION: KEY POINTS:
To test a solution and
learn so that you can
adjust your approach
or apply the solution
more broadly.
What will we try to
counteract or solve the
problem?
Identify how you will
know if the solution
is working.
11. PROFICIENCY IN THE WORKPLACE10
1. Be Transparent
Being transparent with employees about company goals and
encouraging a team mindset is vital to building a proficient work
place. Transparency relates to trust as an employee’s ability to trust
the company and the people they work for directly impacts their
happiness and loyalty.
Forbes released an article highlighting five ways to be more transparent
in the workplace:
Transparency starts from the top, but it should be encouraged across
the board. New generations seek communication and data sharing,
and the bar continues to rise as the world evolves. In order to be
proficient, you must be willing to put effort toward communicating with
your employees.
12. PROFICIENCY IN THE WORKPLACE11
2. Invest in your employees
Your people are your company. If you want to drive a Ferrari, you need
to be willing to invest in the maintenance it requires. Understanding
what your employees want and need should be at the top of your
priority list. Many companies try to fix issues that arise with training,
and don’t realize that there are plenty of other options to show your
staff that the organization is invested in them without spending
excessive training dollars and resources.
Earlier, we discussed trends that reward employees and fosters a happy
and healthy workplace. Investing in your employees is not always about
fixing a problem or teaching a skill, but rather respecting that your
employees are humans not robots. Sage, an HRMS company, published
a piece on the Return on Investment of Employee Investment stating
“each company has to find its own balance of mandatory and voluntary
benefits. It’s safe to say that the best employees will not stay long in a
job that is either significantly undercompensated or lacking in benefits”(10).
3. Encourage collaboration
Collaboration is independent of company size, industry, and location. It
is one of the easiest ways to build a proficient workforce and accelerate
your organization’s success.
Jacob Morgan, the author of The Collaborative Organization: A Strategic
Guide to Solving Your Internal Business Challenges Using Social and
Collaborative Tools, provides twelve core principles to create a
collaborative environment:
13. PROFICIENCY IN THE WORKPLACE12
Listening to your employees is imperative in developing a proficient
workplace. Any new idea needs staff to buy in. By obtaining feedback
from employees, you can create an environment that is not only quickly
adopted, but widely adopted as well.
Leading by example is an age-old principle that is often forgotten in
business. If upper management finds a way to collaborate and set the
trend, it will be more comfortable for employees to follow suit. Take it
upon yourself as a manager to lead by example.
Morgan says, “collaboration should never be seen as an additional task
or requirement for employees. Instead collaboration should fit naturally
into their flow of work” (11).
Some of the best ideas come from collaborating with others as opposed
to working independently. By encouraging this, your employees will have
the opportunity to advance their own skills by learning from one another.
14. PROFICIENCY IN THE WORKPLACE13
4. Steps toward progressive over traditional
As new generations join the workforce, there are different expectations
of how the office should feel and operate. Companies are not sacrificing
the importance of training or taking the job seriously, but they are
looking to what makes the new generation of workers excited.
Moving away from the traditional workplace is an effective way to make
an impact at your organization. Take Stryker, for example: they wanted
to create an environment in which their employees would naturally
interact and feel the energy of one another’s innovation. It was
important for them to create a space that their employees wanted to
show up to every day.
There is no one solution that will move you into a more progressive
workplace, but instead, there are a few ways in which you can design
your workspace to show flexibility, appreciation, and relevancy.
5. Challenge your employees
Job security used to be the number one concern for employees.
In today’s landscape, job-hopping is one of the biggest issues seen in
our workforce generation gaps.
Studies are showing that times are, in fact, changing and so are the
workforce’s priorities. The Society for Human Resource Management
released a report in 2012 that stated, “opportunities to use skills and
abilities’ now holds the top spot on the list of job satisfaction drivers
(63 percent), placing job security (61 percent) in second place for the
first time since 2007, when compensation/pay topped the list” (12).
Employees want to be valued, engaged, and challenged. The Harvard
Business Review released a piece on how to make your employees
happier and listed ways you can tell your employees need to be
challenged:
15. PROFICIENCY IN THE WORKPLACE14
Everything they manage has run smoothly for a significant
period of time.
When faced with problems, they jump quickly to solutions.
They spend time trying to fix other peoples’ and other
deparments’ problems.
They’ve become increasingly but inexplicably negative.
https://hbr.org/2014/11/an-easy-way-to-make-your-employees-happier
Management should be proactive with their teams to identify when these
trends are sneaking into the picture. Challenging your employees will lead to
workplace happiness and, ultimately more company-wide production.
ZEROCATER
As a concierge catering service, ZeroCater is in the business of accelerating
the transition into the new age of business.
Building a proficient workplace is not easy, and when employee buy-in is a
necessitation, it’s even more difficult. Food has become an easy way to
reward, incentivize, and evolve the workplace.
Employees spend an average of sixty minutes a day on lunch. By providing
catered lunch, you save your entire team time. This reinforces that employee
investment ultimately reduces costs in the long run.
SUMMARY
Now that you know today’s workplace trends, and how to identify gaps and
inefficiencies in your organization you can continue to evolve—all while
staying true to the company’s value proposition. Not every technique or
program will help your company achieve a proficient workplace, but if you
can effectively identify the gaps in your workplace, and build programs
around what your workforce wants and needs, you will be successful in
moving toward a more progressive workplace.
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16. PROFICIENCY IN THE WORKPLACE15
WORKS CITED
1) Allan Schweyer, “The Economics of Engagement,” Human Capital Institute and Enterprise
Engagement Alliance, June 2009, p.1. http://na.sage.com/~/media/site/Sage%20HRMS/pdf/
white_papers/SageHRMS_ROEI.pdf
2) Online survey fielded from December 2014 through January 2015 among clients of National
Business Group on Health and Fidelity Investments.
http://www.businesswire.com/news/home/20150326005585/en/Companies-Spending-
Corporate-Wellness-Programs-Employees-Leaving#.VR7i9TvF_3p4)
3) LEONARD L. BERRY, ANN M. MIRABITO, AND WILLIAM B. BAUM, “WHAT’S THE HARD
RETURN ON EMPLOYEE WELLNESS PROGRAMS”, HARVARD BUSINESS REVIEW, DECEM-
BER 1, 2010 https://hbr.org/2010/12/whats-the-hard-return-on-employee-wellness-programs
4) http://www.shive-hattery.com/publications/ideas/workplace/-
files/assets/common/downloads/publication.pdf
5) https://hbr.org/2014/10/workspaces-that-move-people
6) http://www.forbes.com/sites/dailymuse/2014/10/29/could-unlim-
ited-vacation-time-work-for-your-company/
7) http://www.glassdoor.com/press/glassdoor-survey-reveals-aver-
age-american-employee-takes-earned-vacationpaid-time-61-report-working-vacation
8) https://www.b2binternational.com/publications/employee-satisfaction/
9)http://www.hr.wa.gov/WorkforceDataAndPlanning/WorkforceDa-
taTrends/StateEmployeeSurvey/Pages/Observe.aspx
10)http://na.sage.com/~/media/site/Sage%20HRMS/pdf/white_papers/SageHRMS_ROEI.pdf
11) http://www.forbes.com/sites/jacobmorgan/2013/07/30/the-12-hab-
its-of-highly-collaborative-organizations/2/]
12) http://www.shrm.org/hrdisciplines/employeerelations/articles/-
pages/shrm-job-security-is-no-longer-top-driver-of-satisfaction.aspx