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When I became an HR person in 1984, we talked about employee morale. As an HR person I was very concerned with the question "How is the team doing?" If people were upset about something -- an overly restrictive policy, a change in work hours or a cut in benefits, for [...]
There are lots of small ways to get happier at work. We talked to meditation teacher Sharon Salzberg about how.
The author of Give and Take explains why generosity in the workplace continues to be more effective than selfishness and why it is critical for personal fulfillment. A McKinsey & Company article.
It seems as though we are consistently seeing data that show decreasing levels of employee engagement and feelings of fulfillment at work.
Multiple studies have found that a high percentage of workers feel overburdened and unfulfilled. You need to make sure your company doesn't have that effect.
More than two-thirds of U.S. workers feel a constant strain between meeting the demands of their work schedules and tending to their personal lives. However, a new study shows that a little extra flexibility on the part of employers can go a long way...
Culture eats strategy for breakfast, technology for lunch, and products for dinner, and soon thereafter everything else too.Why? Because company culture, a concept pioneered by Edgar Schein, is the operationalizing of an organization’s values. Culture guides employee decisions about both technical business decisions and how they interact with others. Good culture creates an internal coherence in actions taken by a very diverse group of employees.
La culture d'entreprise est ce qui rend les actions de tous cohérentes sans surcharger tout le monde avec des procédures paralysantes.
C'est donc un outil sur-puissant, qu'il travaille à la perte de l'entreprise ou à son agileté, sa capacité d'innovation et d'adaptation, bref, sa performance.
Et c'est aussi un des éléments les plus complexes à transformer. Complexe, mais pas impossible.
J'aime beaucoup ces propos :
"“You can’t complain here,” Tamara explained. “If you see something wrong, you must fix it. We say it is a great opportunity to come up with a solution, and this is where many of our best programs have come from. Anything can be changed. We aren’t victim to anyone. We own the culture.”"
Culture matters and it matters immensely!
In 2003, Cali Ressler and Jody Thompson were developing new human resources guidelines at Best Buy, the electronics retailer, when they suggested a profound shift in the way the company managed its employees. They wondered what might happen if they granted workers 100 percent autonomy and expected of them 100...
It's time to create amazing companies as the standard, not the exception! True employee engagement revolves around the people, their passions and their purpose....
Do you feel like your daily work is aligned with your passions? Here's how big businesses are making positive changes in their communities, while also...
Collective Study Shows That What Means The Most For Our Happiness Are People, Not Things
New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it. A McKinsey Quarterly article.
Years ago, NASA ran a series of experiments on the best way to make decisions. They used a series of survival scenarios, and asked individuals in a large group to solve the challenge and rate themselves. Then they asked small groups to solve the problems and rate their performance. About 98% of the time, the […]
Culture is Heart of San Antonio Spurs Organization
» What Are the Customer Behavior Consequences of Low (and High) Employee Trust in Their Employer? June edition available now! Customer Experience Magazine is packed full of all the latest news and articles from the world of Customer Experience.
Want to create an excellent workplace? Take a look at your employee communications.
It’s the boss’s job to make sure they can.
Excessive demands are leading to burnout everywhere.
Most managers eagerly pay lip service to concepts like trust, teamwork and innovation. But many haven’t gotten around to accepting what the latest science has to say about which kind of work environment produces these things.
Bob Chapman, CEO of the $1.7 billion manufacturing company Barry-Wehmiller, is on a mission to change the way businesses treat their employees.
WASHINGTON – Gensler, the leading global design and architecture firm, has released its 2013 U.S. Workplace Survey. The 2013 findings reveal that...
Quitting is more popular today than at any time in the last 4 years. If you think you're people can't find another good job like yours, you're kidding yourself. Here's why people quit and how to stop your best ones from doing it.
HR plays a key role in raising levels of engagement among employees—but it's not the role that most companies assign.
HR can manage recognition and reward programs and engage their own department but if you want to be successful with a company wide culture initiative for building employee engagement, you need C level buy in to get the trickle down effect with all managers.
The CEO should be the Chief Engagement Office and executives and managers should be their disciples spreading the vision and reinforcing the mission. And CEO's you need to constantly reinforce your message to excite your ambassadors.
So, if you want to change things - you first need to address two truths - People quite their managers, not the company (most the time) and the #1 thing most people want is to be appreciated. So, if you want to stop people from quitting their managers (most quite and stay by the way = disengaged = poor performance), a good place to start is to have managers show a little appreciation to their team.
The only problem is some managers are horrible managers, to focused on the wrong things (aka short term goals) or worse, just horrible people undermining your efforts.
You may have heard about the "Peter Principle" which stats that every employee will rise or get promoted to his or her level of incompetence. A lot of managers fit this principle.
The peter principle is not the main issue for disengaged employees. You may have good people in the managers roles but I think it is lack of time. Most managers are not just managers, they also have other full time responsibilities and sometimes managing people goes to the lowest of their priorities when they are just trying to get stuff done . But that still leaves most companies with an engagement problem.
So what is the answer - make recognition easy, and let everyone be part of the solution. The crowd is wise and it takes a village to raise a culture. Ok, I made that last part up but it is kind of true.
That is a great place to start. Put in a simple program and system that allows people to quickly and easily recognize one another for the great things they do. That says to everyone the company cares about their team and culture. With system everyone and hopefully managers will then find the time to recognize their people and reinforce values and behaviours that make your company great.
Recognition and appreciation is like a smile - it is contagious.
Thank Different. :)