Lynda has risen six places to No.12 on the Thinkers50 rankings of the world's top business thinkers, and the top British-based thinker. She wrote my all time favourite The Shift, and also Hot Spots and Glow. Here you can watch her interview with Thinkers50 co-founder Des Dearlove.
After years of leading teams and watching some of the best startup CEOs in the world, I’ve learned that the most important metrics are often ones you never read about on the income statement or in the financial press.
This interesting, if rather long article, gives a detailed account of the employee engagement strategy of this US based bank. It's worth reading in full if you can.
In less than two days, a corporate employee-engagement program changed Robert Shaffer's life. It’s just what chief executive officer Kevin T. Kabat wanted to hear. He believes employee engagement is critical if the bank is to successfully leverage its model as a super-regional institution that can help its customers capitalize quickly on opportunities through its 15 affiliates spanning 12 states.
“We haven’t lowered the accountability that we hold people to,” Kabat says. “What we’re raising is the bar of quality of life and balance. And if you think about that, people make work decisions based on life reasons, and vice versa. And what we’d like to do is leverage both. And if I can have a healthier employee base which is more engaged because they feel like we care about them holistically, I benefit from that.”
Point 3 interested me most.... Of all the organizations surveyed, those that collect and report data relevant to (CSR) employee engagement efforts were three times as likely to have a program that was rated as “very effective.” This includes information on employee sustainability efforts, data on the organizations environmental footprint, and on travel and commuting.
Global connectivity, smart machines, and new media are just some of the drivers reshaping how we think about work, what constitutes work, and the skills we will need to be productive contributors in the future. This report analyzes key drivers that will reshape the landscape of work and identifies key work skills needed in the next 10 years. It does not consider what will be the jobs of the future. Many studies have tried to predict specific job categories and labor require- ments. Consistently over the years, however, it has been shown that such predictions are difficult and many of the past predictions have been proven wrong. Rather than focusing on future jobs, this report looks at future work skills—proficiencies and abilities required across different jobs and work settings. Institute For The Future
Via Szabolcs Kósa
The Times of India talks about workplace New Years resolutions... including resolutions about ; leadership, workplace gossip, and connecting with employees. Interesting to see what the themes are in this emerging powerhouse.
The recent annual conference of business psychologists Robertson Cooper was a useful heads up on forthcoming research on the mental health of employees and the UK population in general. Delegates heard that in 2012 there will be a new report on employee engagement, a large scale survey of the wellbeing of the UK population and new research on resilience in the workplace.
This is the first of the press coverage on our event a couple of weeks ago. It details how the Employee Engagement Task Force, led by David MacLeod and Cathy Brown, met with over 50 senior HR professionals at the Institute of Directors to discuss the continued importance and development of employee engagement for businesses...
You might be interested to know that Gallup identifies that world-class organizations have a ratio of 9.57 engaged employees to every employee that is not engaged. The average organization is 1.83:1—that’s a big difference.
COO Tony Prestedge outlines employee engagement initiative that gives employees direct access to the board through social tools...very interesting, I certainly would have welcomed this when I worked for Nationwide.
Four-star general Stanley McChrystal shares what he learned about leadership over his decades in the military. How can you build a sense of shared purpose among people of many ages and skill sets? By listening and learning -- and addressing the possibility of failure.