Whether they develop the product or sell the goods, people are at the core of every business. Therefore, in order to understand how to build an effective work culture that can improve your business’s bottom line, you must first take the time to get to know the people behind your business success.
If you grasp what drives each of your employees, you can better design policies, procedures, and practices that will appeal to your workforce and improve employee motivation.
We can all spot a great employee: she's dependable, proactive, hardworking, a great leader, and a great follower. She brings a wide variety of easily defined--but hard to find--skills to the table.
Some employees, though, are exceptional. They have skills and qualities that aren't evaluated on performance appraisals but make a huge impact on that individual's performance, the performance of the people around her, and especially on the company's results.
Here are eight signs an employee is truly exceptional:
1. They think well beyond job descriptions.
The smaller the company, the more important it is that employees can think on their feet, adapt quickly to shifting priorities, and do whatever it takes, regardless of role or position, to get things done.
When a key customer's project is in jeopardy, exceptional employees know without being told there's a problem, and they jump in without being asked, even if--especially if--it's not their job.
According to the Human Resources Management Association of Canada, research has shown that leadership has a considerable impact on whether accountability efforts are successful or not. But so far, those efforts are less than successful — the American Management Association found that a majority of senior-level employees believe that between 20% and 30% of employees regularly do less than their best. Here’s how to ensure everyone on your team is doing their job right.
Mentoring is a buzzword these days, and many organisations use it for a variety of purposes, from talent management, to leadership development, to knowledge transfer and succession planning.
As somebody who has been working for over ten years facilitating and implementing mentoring programmes across the UK and internationally, I am not only a passionate advocate of mentoring but also an experienced challenger of programmes that are put in place without serious consideration being given to the needs, aims, context and circumstances in which they are supposed to develop and fluorish.
For many employers, working with remote employees has become the new normal. It’s estimated that 45 percent of Americans work from home, and 53 million work as freelancers in the United States. Many freelancers work for clients who don’t provide benefits, but an increasing number of remote employees are full-time workers who seek employers offering competitive benefit packages.
Here are some ways to extend benefits to your remote employees in order to remain competitive.
Agility - a term discussed more and more in boardrooms, particularly as businesses operate in an increasingly global environment, driven by consumer choice and innovative technologies.
It’s the ability to anticipate new opportunities and respond and transform effectively. In our experience, organisations that fail to grasp the importance of agility will fall behind competitors and ultimately lose market share.
In light of agility’s increasing prominence, we surveyed senior HR professionals at Director and Group Director level, from organisations with a total of three million employees, as part of our latest research report: Agile HR: Mindset not Methodology.
Think about losing weight. You might have a small goal like 5 pounds, or a bigger goal like 50, either way, you start going to the gym and work out every day. You change your diet, giving up some of your favorite indulgences. A week goes by…you don’t lose any weight. Two weeks…nothing. Three weeks…it still doesn’t move. You’re doing the things you should be but you just aren’t seeing any movement towards your goal. It’s the most frustrating experience in the world!
Now imagine if you found out that you didn’t have to wait a few weeks, or even a few months; imagine if you had to wait an entire year to find out if you made progress. What’s the chance that you’re going to be able to stick with it? Slim to none. This is just one of the reasons that annual performance reviews don’t actually drive performance!
Your company’s success balances directly on your commitment to employee engagement. Some of the most essential performance indicators — retention, productivity, and earnings — are all influenced by how engaged your employees are. Unfortunately, engagement as a whole can be adversely affected by the type of people you employ — and it only takes a few bad apples to spoil the whole bunch.
How many times a day do you find yourself negotiating a business matter, however, big or small? Wherever you are on your journey through the world of business, bargaining, selling and co-operation probably form the very fabric of your day. As a leader trying to remain benevolent while advancing the needs of your organisation, or an up-and-comer determined to succeed the right way, learning to give and take may be the most valuable lesson you’ll receive. But so natural does it feel, this aspect of business, that it is easy to fall into the trap of believing the skill of negotiation is innate. In fact, negotiation is a composite of techniques that need to be learned, developed, and re-tuned at every stage of your career.
Managers who discontinue one-on-one meetings figure that their employees could use some extra time each week — and they’re right. Believe it or not, nearly 70% of workers feel as though they’re unable to tackle all of their job responsibilities each week, according to our Employee Engagement Report.
Still, those who ax these meetings are trimming in the wrong place.
Earlier this month, we took part in a Twitter chat run by HRZone, the subject was 'Can you really prove training ROI?'.
We were one of around 15 particpants during the Q&A, and as well as the answers to the questions, there was also a lot of interesting conversation around attitudes to training, challenges for L&D teams, and even how the terms we use can hold us back.
You can catch up on the full discussion here, but we thought we'd pick out a few of our favourite soundbites from the chat and see what you all think too.
It’s hard to overstate the advantages of having a knowledgeable career mentor. With a mentor at your side, you gain invaluable insights and your network of helpful contacts expands significantly. According to the 2,220 chief financial officers surveyed by Accountemps, 86% consider having a mentor to be important. Dana Manciagli, writing for The Business Journals, has compiled some thoughts on finding and utilizing a good mentor relationship.
A recent international study by Robert Walters found that only a third of employees have taken part in a mentoring scheme.
Employers are missing a trick here. The sense of career development, practical training and support employees get from a mentoring program is one of the keys to improving employee engagement and talent retention. Indeed, 83% of workers claim that they would benefit from mentoring.
To get your mentoring program up and running, and then to scale it, here are some key tips:
From teaching employees the basics of your technology infrastructure to helping them develop new insight and skill sets, training is a necessity in many companies. And while stand-and-deliver instructors in classroom settings make up 46% of training hours, according to a 2015 report by Training magazine, managers are increasingly adopting new formats and methods of training to both improve employee satisfaction and increase effectiveness.
"What is changing, but albeit much too slowly, is thinking much more about the whole learning ecosystem and what has to happen before people go to training, what has to happen after training," says Roy V.H. Pollock, PhD, chief learning officer at corporate training firm The 6Ds Company and author of The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results.
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