You can’t touch it, or smell it, or taste it. But you know it’s there.
It’s like a feeling, an energy, something that moves you to act without predetermination or intention.
And no, it’s not your favorite Beatles song, making you tap your foot to the rhythm like a puppet on a string. We’re talking about something far more powerful, and slightly more constructive.
We’re talking, of course, about organizational culture.
Initially sidelined as a ‘wishy-washy HR concept’, organizational culture has earned its recognition as one of the most influential assets an organization can possess today.
A unique, immeasurable combination of the shared intellect, informal habits, attitudes and knowledge that shape how you do business. Like an invisible perfume scenting every team, process, and task.
And because it’s intangible, organizational culture is one of the few assets that are inimitable. Unlike technologies, ideas, and skills, which are frequently copied by the competition, this asset remains unique to the business in which it lives. A key competitive advantage.
You breathe a big sigh of relief. Your company has just gone through a heavy round of layoffs, and you're one of the lucky ones. You still have a job.
Many of your co-workers, however, don't. You and the other survivors watch sadly as they clean out their offices, and walk slowly out of the building, carrying boxes of personal possessions.
Now, the rest of you are experiencing a range of emotions ranging from guilt to relief, anger, and depression. And most of you are anxious and worried – after all, how do you know you won't be next?
If you've had to watch team members lose their jobs, then you know how hard it can be. But coping, and succeeding, in the aftermath can be difficult. There are several impacts, both practical and emotional, that can result from company layoffs.
Every year, China conducts a nationwide college entrance exam for all high school graduates. The exam spans two days and covers Chinese, foreign languages, mathematics, and a student’s choice from one of the humanities (politics, history, geography) or sciences (physics, chemistry, life sciences).
Students are also required to write an essay to demonstrate their critical thinking and analytical capabilities.
In 2016 the national exam board provided a pair of portraits as the essay prompt. Students were asked to write an 800-word essay based on the picture.
What does it take to implement eLearning successfully in a workplace? While there are many elements that go into this, I would point to the one most important element – the eLearning strategy. Here is how to define an effective workplace eLearning strategy.
A 2013 University of Phoenix survey revealed that nearly 7 in 10 American workers have served on dysfunctional teams. Though 95% reported that teams serve an important function in organizations, less than 24% of respondents prefer to work on teams.
Further details reveal common issues in teams:
40% have witnessed a verbal confrontation 15% have seen confrontations turn physical 40% reported a team member blaming another member for problems 32% observed a team member start a rumor about another member Sadly, left to ourselves, we humans don’t always behave well with others. We often give into the temptation to leverage information and power to benefit ourselves, which creates an “I win, you lose” culture.
Organisations are no longer like they were 50 years ago; people are constantly moving around in their careers, and this is set to continue. So whereas training was originally done to people at a time when it was about training people to do a job for life, it is increasingly clear that conventional training practices and approaches are now outdated. Individuals mostly want to learn what they need for their job, as and when they need it – and L&D can’t possibly provide everything everyone needs. What is more people learn in many different ways – not just through organised L&D activities – but everyday, inside and outside the workplace.
When I began working in learning and development many years ago, we didn’t call it learning and development, we called it training. But the word training became unfashionable – it suggested something directive, something given, rather than received. Over time, Training Managers became Learning and Development Managers.
But did anything really change? I’ve been wondering today, if there’s not so much misunderstanding about the word learning, that we should stop using that too.
According to recent writings from Deloitte, organisations and researchers alike are finding that the traditional model of the annual employee engagement survey just isn’t providing actionable insight anymore.
As companies try to adapt to a faster moving workforce that has become more competitive than ever to recruit and retain talent, companies are moving towards frequent measurement of engagement to get insight into their workforce on a consistent basis and react accordingly to positively impact employee engagement.
Visit any modern office and you’re likely to leave with one word in mind: collaboration. It’s become a vital part of the 21st century workplace, and it’s been influenced by the domination of so-called ‘knowledge workers’. A knowledge worker refers to anyone who spends their working days thinking, problem-solving or handling large amounts of information.
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about leadership and management. Follow us at@Globe_Careers. Find all Leadership Lab stories attgam.ca/leadershiplab.
Via Richard Andrews
One in four adults in the UK are diagnosed with at least one mental health problem each year. This statistic may be surprising, but it has caused organisations to care more about mental health in the workplace.
With stress levels rising amongst UK workers, organisations have a responsibility to look after their staff and this is where integrating an Employee Assistance Programme into an Employee Benefits App can make all the difference.
Toxic staff can wreak havoc in the workplace; causing talent to move elsewhere and generally fostering a culture that makes people not want to come into work.
Not only that, difficult employees can cost the average business more than £9,400 per year, mostly due to loss of co-workers who can no longer tolerate the atmosphere, a recent report from Harvard Business School found.
So, how should co-workers and employers best deal with someone that causes stress?
There was a time when social learning was more of an academic theory reserved for massive textbooks, peer-reviewed journals, and the halls of university psychology departments. Things certainly have changed over the past decade or so. Here is what to expect from social learning in 2017.
"If you were an employee on Henry Ford’s assembly line in Detroit in the 1920s, you received a high degree of training and preparation before you ever set foot in the factory. You learned what your role was, and were given all the tools you needed to accomplish your job from Day One. From then on, your role never changed—you did your part to move a product forward along the assembly line, from the day you began until the day you retired, 40 or 50 years later. Since those days, the business world has transformed .. but the workforce training process hasn’t kept up with the pace of change.”
Workplace expectations have changed drastically in recent years. Quite rightly, employees are increasingly looking for a working environment where they can not only thrive, but also be themselves. And businesses are starting to take heed. That’s because businesses should know that supporting their people in all of their endeavours, helping them to be true to themselves and fulfil their ambitions, is vital if they want to ensure their workforce is both happier and ultimately more productive.
"Although the social learning phenomenon is catching up, many in the learning sphere are not sure of its impact owing to misconceptions around it and lack of data to showcase its impact. This article outlines how you can use social learning effectively to engage your learners."
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