Organisation Development
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Organisation Development
Developing healthy organisations
Curated by David Hain
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The Most Popular Employee Perks Of 2014

The Most Popular Employee Perks Of 2014 | Organisation Development | Scoop.it

During a trip to California last fall, I stopped in to visit a friend of mine who works at Dropbox.  He zipped over to the reception area to fetch me on a Razor scooter, provided to employees to make getting around the office faster (and cooler), took me past the morning yoga class currently in session, the fresh squeezed juice station and granola wall, and the made-to-order stir fry bar, to the plush music room, equipped with instruments and big soft couches arranged in a lounge/bar atmosphere.  At the time, I was struggling to raise another round for my start-up, and was packing my own lunch for the plane to save money. It was as if I had walked into a physical representation of the opportunity costs of running my own company — and it was painful.

 


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Debra Walker's curator insight, March 11, 2014 4:35 PM

I am so glad to see that this author correctly identifies these as perks or additions to compensation plans.  As more employees are seeking other things than the traditional cash compensation, this does provide a competitive advantage as a distinguisher between organizations for individuals considering which organizations to work for.  However, what has to go hand in hand with these amendments to traditional compensation plans is a culture that supports and lives the philosophies that underline it.  As the author notes, not all firms can afford this and it is the kind of work and professional development environment that exists beyond these components that will guide the "happiness" and continued engagement of an employee.

JASON CAVNESS's curator insight, March 24, 2014 7:47 AM

When you are offered employment, it is important that you negotiate for any additional perks.  As they say, you never receive what you don't ask for.

XSU's curator insight, October 6, 2014 5:15 PM

Want to get some insight into generational differences?  Spot on article for new ideas to reward great performance.

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Peer Performance Reviews - Reviewed

Peer Performance Reviews - Reviewed | Organisation Development | Scoop.it
Some companies are doing away with traditional top-down, manager-led performance reviews and relying on the rank-and-file for employee evaluations.

 

The system provides more valuable information about each worker's performance than a review by just one person would, Mr. Garrity says. That's particularly true at Hearsay Social, because it has very few formal managers, most employees work across multiple teams, and leadership changes from project to project.

 

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"We are decentralizing as much decision making as we can, so we also need to decentralize reviews..." 

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"We are decentralizing as much decision making as we can, so we also need to decentralize reviews," says Steve Garrity, the chief technology officer.  at Hearsay Social Inc., a San Francisco-based social-media software company with some 90 employees.

 

But the process, which the firm plans to do twice a year, is also time-consuming and complicated, he says, and it may not work as the employee count grows. 

 

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...crowdsourced feedback may not provide better data....feedback may gravitate toward positive and negative extremes...

 

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...Crowdsourced evaluations go a step beyond traditional 360-degree reviews, which are generally more structured and often involve lengthy surveys.   

 

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 "...Another potential downside is "rating fatigue" and lower quality information..."

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But critics argue that crowdsourced feedback may not provide better data. Like online restaurant or product reviews, feedback may gravitate toward positive and negative extremes, says Tracy Maylett, chief executive of DecisionWise.   ...Another potential downside is "rating fatigue" and lower quality information, he adds.


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David Hain's insight:

Fascinating experiment - hope it works!

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Deb Nystrom, REVELN's curator insight, July 14, 2013 2:57 PM

Assessing the "why" of these processes are key.  For example, the goals of peer review may fit the type of work that happens in  team oriented cultures of a certain size.  360 feedback is also best for newer to mid-level managers, open to development.  ~  D

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The Cult of Three Cultures

The Cult of Three Cultures | Organisation Development | Scoop.it

The sum of operational, executive, and engineering cultures is greater than the corporate whole.

 

In 1990, when he became the CEO of the General Motors Corporation, Robert Stempel was known as a quintessential “car guy.” He took pride in having risen from junior engineer to head of General Motors’ giant Buick–Oldsmobile–Cadillac Group and then to CEO. He seemed to care deeply about the people who worked for him and the machines they made; he knew enough about cars and customers to face down the bean counters, and enough about people and technology not to be dazzled by hype.


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How TriZetto's CEO Changed Its Culture By Changing Its Attitude - Forbes

How TriZetto's CEO Changed Its Culture By Changing Its Attitude - Forbes | Organisation Development | Scoop.it
A counter-cultural strategy will fail every time. It may look like your new strategy is gaining traction early on, but sooner or later culture will always win. This is why a new strategy may require a culture change.

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6 Steps To A More Mindful Company Culture

6 Steps To A More Mindful Company Culture | Organisation Development | Scoop.it

"'Mindful' is not a word typically associated with business--but it should be. A mindful corporate culture will value substance over style, and stress single-minded focus over multi-tasking."

 

6 steps:

    Avoid blinders.

    Focus on now.

    Be accurate.

    Be tolerant.

    Minimize suffering.

    Communicate openly and truthfully.

 

Read to get the details!

 

 


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How Revamping Your Performance Management Leads to Higher Employee Engagement

How Revamping Your Performance Management Leads to Higher Employee Engagement | Organisation Development | Scoop.it

There are some recurring themes among these issues such as clear communication for alignment of objectives and employee engagement in the workplace. One solution that companies are looking into to address these issues is to revamp their performance management system. Long gone are the traditional annual performance appraisals.

 

Companies are looking for social, agile, and innovative ways to make performance reviews more regular with real-time feedback. Managers are becoming coaches and 1:1 coaching sessions are employee driven Managers are becoming coaches and 1:1 coaching sessions are employee driven.


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David Hain's insight:

Perfrmance management is necessary, but we can make it better and more relevant!

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The Learning Factor's curator insight, November 27, 2013 5:45 PM

It has become a known fact that nowadays, the average worker stays in each job for 4.4 years.The new wave of Generation Y workers entering the workforce will stay in a job for less than 3 years

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Leadership Lessons: A Healthy Corporate Culture Built on Feedback

Leadership Lessons: A Healthy Corporate Culture Built on Feedback | Organisation Development | Scoop.it

“Traditional management style may help organizations run efficiently, but it won’t help to unleash the best gifts of every single person in your organization,” asserts Joris Luijke on the Management Innovation eXchange (the MIX).

 

Luijke is VP of Talent for Atlassian, a $102-million software company based in Sydney, Australia. In his post on the MIX, he cites four methods Atlassian uses to encourage employee expression and autonomy. Sure, there are the typical perks (creativity, risk-taking, healthy conflict) that come with empowered employees. But an atmosphere where employees express themselves helps in other ways, too: On a daily basis, Atlassian execs have the means to assess — and even quantify — how the rank and file feel about senior management and the company’s overall direction. Here’s how:


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Peter Francis's curator insight, May 6, 2013 10:37 AM

If only more did it x 

 

Michael Kuhl's curator insight, January 3, 2014 2:24 PM

Great, simple feedback channels that we could use.  Would love to put that survey in place using http://www.typeform.com/ (esp. when they roll out their solution for teams managing surveys).

Grant Sheean's curator insight, March 27, 2016 4:35 AM

Desires to be in a senior management/leadership role lead me to read this and I think due to it's diverse, modern theme, it's a great basis for anyone else with similar career goals.

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Your Employees are Engaged...REALLY? - Forbes

Your Employees are Engaged...REALLY? - Forbes | Organisation Development | Scoop.it

"Recently, I dropped in on an innovative workspace for one of my software technology clients– it's a very cool office space. An open-plan, communal space with worktables in rows, very low partitions between areas, and no private offices."

 

....

 

"Here are my top 5 questions which help construct the WHYS of employee engagement for leaders.

 

1) Why am I here?

2) Why should I trust you leadership?

3) Why should I be loyal to your company?

4) Why don’t you communicate your company values?

5) Why aren’t you clear about the rewards of working in this company?"

 

Read the rest of this article by Meghan Biro. Important questions leaders should consider....


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4 Hidden Signs of a Healthy Company

4 Hidden Signs of a Healthy Company | Organisation Development | Scoop.it

"Your balance sheet alone won't tell you if your company is thriving or on the verge of failure. Here's what you really need to look out for."

 

A solid reminder of what makes a company healthy. Read more to gain insights into the 4 signs:

 

- Organic talent

- Constructive conflict

- Outside lives

- Sane pay

 


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8 Rules For Creating A Passionate Work Culture

8 Rules For Creating A Passionate Work Culture | Organisation Development | Scoop.it
Hire for passion and commitment first, experience second, and credentials third. You don’t want to be simply a stepping stone on an employee’s journey toward their own passion.

 

Several years ago I was in the Thomson Building in Toronto. I went down the hall to the small kitchen to get myself a cup of coffee. Ken Thomson was there, making himself some instant soup. At the time, he was the ninth-richest man in the world, worth approximately $19.6 billion. Enough, certainly, to afford a nice lunch. I looked at the soup he was stirring. “It suits me just fine,” he said, smiling.

 

Thomson understood value. Neighbors reported seeing him leave his local grocery store with jumbo packages of tissues that were on sale. He bought off-the-rack suits and had his old shoes resoled. Yet he had no difficulty paying almost $76 million for a painting (for Peter Paul Rubens’s Massacre of the Innocents, in 2002). He sought value, whether it was in business, art, or groceries.

 

Read more: http://bit.ly/MI5das


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