Thank Different. Employee engagement is a key element to any successful business. In today’s knowledge economy, your most valuable assets are your people. All organizations need to have a strategy to engage & align their team to achieve their business goals. In a highly competitive world - the ability to retain, attract & engage your staff can be the difference between success & failure. Kudos is a corporate social network with a peer-to-peer recognition system designed to engage your teams with enhanced communication, collaboration, appreciation & recognition.
In today’s world, the barrier between work and life has all but disappeared, the balance of power in the employer-employee relationship has shifted, and Millennial demands are now driving much of workplace culture. HR and talent teams can’t afford to stay stuck on business as usual.
This is a great report that clearly demonstrates their is a paradigm shift happening in the way companies will work in the future. Culture is truly king and work is becoming more social, mobile and millennial. Enjoy.
"A superior leader is a person who can bring ordinary people together to achieve extraordinary results." I learned this a few dozen years ago at Wharton, from an entrepreneur who had enjoyed tremendous success.
This is a very good video that touches upon a core idea behind Kudos. We each have defining traits, attributes and or characteristics that are the essence of who we are , how people see us and hopefully how we want people to see us. We are all a work in progress and on a personal journey. Companies hire for fit and through recognition can reinforce their core values and the behaviours they admire or desire in their team. You can apply these principals with Kudos with a little appreciation to help others shine.
Often ignored in an owner's rush to develop a new product or invention, the passion workers feel for a company can be critical for results.
Employee Engagement is critical for everyone. @conserogroup #conseroHR Fit is first. Find and hire the right people for your culture and their role, then on-boarding and training (Day1 to Day 90), last but not least recognition to thank and reinforce what matters and why they made the decision to join your firm. Lead with you mission and vision and keep a consistent stream of communication.
Leaders often find themselves getting lost within the growing demands of the workplace and losing sight of what matters most to their employees. As such, they fail to realize the negative repercussions that the lack of strategic focus can have on their ability to deepen relationships with employees, which is important to understanding their specific needs for success. As a consequence, employees begin to lose trust in leaders that they perceive as self-absorbed, complacent and only concerned about their own well-being – rather than interested in advancing the people they are responsible for leading.
What makes a great leader? Is it the capacity to inspire loyalty, the ability to articulate a vision, emotional intelligence, or persuasiveness? Does a company need a leader whose values are culture-based, or one whose values are aligned with the needs of shareholders and the marketplace? Maybe it depends, which is [...]
Researchers say the most important variable is your expectations.
Happiness “doesn’t depend on how things are going,” says lead study author Robb Rutledge of University College London. “It depends on whether things are going better or worse than you had expected they would.”
It does depend on your outlook. We all know people that are never happy. They expect to fail or have something go wrong and inevitably it does. They create their own success and happiness.
If you expectation is that you will have a great day or will be happy and you do not let the little things that do not go perfect bother you - you will be happy.
If you are unhappy because you are envious of others or think the world is unfair. That is a choice to be unhappy.
Weber Shandwick, in partnership with KRC Research, released Employees Rising: Seizing the Opportunity in Employee Activism. This survey of 2,300 employees worldwide reveals a rising social movement ignited by the digital and social media era: employee activism. Employee activists are more than just engaged employees. They make their engagement visible, defend their employers from criticism and act as advocates, both online and off. In an era marked by unrest in the workforce, employers have a pressing opportunity to capitalize on their powerful supporters and work on curtailing detractors who have the potential to upend company reputations.
Take a look at what the TalentCulture Community has to say about the other side of employee engagement... the employer perspective.
Very interesting perspective. Engagement is a two way street and you have to create an environment where people can be engaged. No one goes into a job to under perform but if there is poor leadership and practices that create an us and them mentality with only top down decision making, you will end up with a disengaged team.
So be open to and ask for ideas, listen to your team and then do what a manger is suppose to do - make good decisions that advance your goals and empowers your team. If they feel heard, valued and respected they will be more engaged. That is someone a team will follow and respect in return.
Facing tough competition? Supersmart people know how to gain advantage. Here are their secrets.
This is a great article. As a startup it rings true for me on many points. Not sure you need to be supersmart to live by these rules and be successful.
The recipe does have these ingredients though - work smart, make good decisions on the best information we have, be decisive but make adjustments when necessary and most importantly innovate, move fast and stay true to the vision - always remember the core reason why we started the company.
When you have victories everyday which validate your ideas - every new cool feature, every new milestone hit and every new client that becomes a fan - It lets you know you are on the right track.
That way of thinking and acting is why so many startups that operate on a shoe string can out innovate and out hustle the well funded larger organizations. The movie / book Moneyball is a great sports metaphor that encapsulates a lot of what it is like to think and work like a start up. They did not win the world series, but they changed the game and proved they were one of the best, which has its rewards too.
When a startup executes and gets the attention of their bigger competitors and more importantly the market, the old start up saying holds true - "If you can't beat' em, buy' em" - and so it goes.
It comes down to having your heart in the right place and caring about your team, not giving them stuff. Combined that with a compelling vision, mission and values and that will help you create a culture and company that your people will then care about. Get to know them too, on a personal level , build a connection beyond work. And say thank you. That is a winning formula.
An article recently posted in Forbes declared in its title “Employees Who Stay in Companies More than Two Years Get Paid 50% Less.” This statement created an overnight social media frenzy, not only generating more than a million views of the article, but also instigating a comment frenzy by readers [...]
Cool concept and so often overlooked. opportunity and alignment are key to engagement. Money is not the core driver. Opportunity and recognition rank higher once a persons basic financial needs are met.
In fact, people will stay for less if they truly believe in what the company stands for and is doing especially if they also feel valued and empowered to make a difference.
Leadership is learned behavior that becomes unconscious and automatic over time. For example, leaders can make several important decisions about an issue in the time it takes others to understand the question. Many people wonder how leaders know how to make the best decisions, often under immense pressure. The process of making these decisions comes from an accumulation of experiences and encounters with a multitude of difference circumstances, personality types and unforeseen failures. More so, the decision making process is an acute understanding of being familiar with the cause and effect of behavioral and circumstantial patterns; knowing the intelligence and interconnection points of the variables involved in these patterns allows a leader to confidently make decisions and project the probability of their desired outcomes. The most successful leaders are instinctual decision makers. Having done it so many times throughout their careers, they become immune to the pressure associated with decision making and extremely intuitive about the process of making the most strategic and best decisions. This is why most senior executives will tell you they depend strongly upon their “gut-feel” when making difficult decisions at a moment’s notice. If you are looking to advance your career into a leadership capacity and / or already assume leadership responsibilities – here are 15 things you must do automatically, every day, to be a successful leader in the workplace.
Some really good thoughts here. Practice, routine and repetition makes perfect. Well give you a chance to be successful. No one is perfect.
Talent Management magazine, The Business of Talent Management
The world is moving to a new way to address HCM. Social recognition, Health and Wellness, Casual learning are all leading the way.
The most important element to engagement is still and will always be closely tied to recognition and feeling valued by your manager and peers. It is simple human nature. We are social animals and need to feel connected to people we work with and inspired by those that lead us. If you have that, you have the essential elements for engagement.
Measuring how engaged people are and how that translates to discretionary effort or even just how to measure engagement is still a challenge.
There is no magic measure to know if everyone is engaged or formula to engage everyone. People are complex and work environments are dynamic. But in the end it is just common sense to treat your people fairly, with respect and to give them recognition when they do well and help the company.
Over communicate your vision, goals and successes and recognize people often for their contributions on that journey.
Totally Agree. Formal reviews are a huge waste of time but you do need to have handle on performance and coaching which should be happening every week if not every day. As for reviews and general performance you know if they are a keep or not. Set expectations, give them some training and guidance and then let them go. They will sink or swim.
We refer to the one on ones that we have with our team members as personal development planning and it is just conversation on how things are going, what the team member is liking or not liking about their role and some coaching to guide them and help them develop personally and professionally.
If some one is not doing well, is in above their head, not the right skills set for the role or just not a cultural fit, we try to identify that in their first 3 months and move them off the bus. It is best for he company, the other team members and best for the individual.
It is simplistic but that is why is works.You end up with team that knows you care about them and with a team is in alignment with the companies core values.
That said it is still pretty hard even when you try to get it this simple.
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