What’s the distance between your company culture and your brand? Answer: There shouldn’t be any. A company culture that’s authentic and deep will translate through the employer brand, conveying the same tone, the same mission, the same values to job seekers and new hires that it does to fully entrenched [...]
[caption id=attachment_283 align=alignleft width=300] Thanks to Stuart Miles & FDP[/caption] How can we, as leaders, engage employees’ heads, hearts, and hands? Much has been written on the subject of engaging ...
Many people, perhaps especially Americans, underestimate how differently people do things in other countries. Examples and insights for avoiding this can be found in "The Culture Map: Breaking Through the Invisible Boundaries of Global Business," a 2014 bestseller by INSEAD professor Erin Meyer (also check out those global communication diagrams from Richard Lewis). Meyer claims you can improve relationships by considering where you and international partners fall on each of these scales:
Human resource managers are currently embracing talent analytics like never before. Companies are evaluating and analysing raw data to derive valuable insights which are helping them to hire the right talent, retain them as well as help them learn and grow internally.
Talent analytics takes into account all the data, rather than limited samples, so a full-fledged picture emerges. It looks for patterns in the data and discovers critical connections that might otherwise go unnoticed. Such data can be related to employees' pre-employment assessments to background checks to social media profiles.
Most leaders are aware of the link between employee engagement and business results. We've seen studies like Aon Hewitt's 2013 Trends in Global Employee Engagement, which showed that a 5% increase in engagement is linked to a 3% increase in revenues....
Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does.
A good business book jolts our mind, teaching us something we didn’t know or weren’t sure would work. Ideally, it flows smoothly, the concepts easy to grasp, illuminated and solidified by enticing examples. By that score, two books stand out from the pack I have been through this year: Fewer, Bigger, Bolder and How Google Works. Each challenges us to change. Each is eminently practical. Each presents notions that have worked effectively. And each is a charming read. In a year of many meritorious books, those were at the top of my 2014 list of best management books:
Before we go on to unveil the future trends, let’s have a look at what was happening on the leadership training scene this year. Among the most innovative leadership strategies being taught all over the world was the so-called “endogenous resourcing”, standing for the myriad techniques for unlocking employees’ hidden potential.
Apart from this trend, we saw the rise of management policies that foster sustainability and a slow transition from the autocratic, control-and-command management style to its more democratic variety – both demonstrating how the human side of business has become a growing factor in the success of leadership as employed by many global brands.
Having examined the present, let’s now direct our gaze to the future – here are 6 innovative leadership development practices that we will see spreading in the upcoming year.
Our conventional wisdom about millennials is often proven false when we look at the research. While millennials get a reputation in the media for being lazy or noncommittal, research from Modern Survey shows that Gen Y is actually the most enga [...]
Imagine it’s your first day on the job as chief operating officer of a global manufacturing company in a foreign country. You don’t speak the language, you don’t know where the company’s plants are located, and you don’t even know how to make a phone call. That’s what it was like for Carlos Ghosn when he took over at Japan’s then-floundering Nissan Motor Corp. in 1999. The cultural challenges would have been difficult enough, but Nissan was then some $20 billion in debt after 27 years of declining market share.
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