HR and business leaders understand that talent and employee performance are often the key factors in determining an organisation’s success. They appreciate the importance of creating and maintaining consistent company cultures in improving employee engagement and productivity levels, as well as retaining the best staff.
Employee Engagement can be a vague term. In this model, BlessingWhite details a specific and compelling model for articulating what Employee Engagement is - and what it means to the individual and the organization they work for.
Winston Churchill famously said that you can judge the civillity of a society by looking at the way it treats its weakest members. The phrase has been adjusted by many significant thinkers down the years. Ghandi for instance believed how we treated animals determined how we could be viewed as a society, whilst Dostoyevsky believed prisoners provided the window into our heart.
Moral attitudes are especially difficult to change, Jonathan Haidt, professor of psychology at the Stern School of Business at New York University, said, because the emotions attached to those preferences largely define who we are.
What I like about the question is the realization that the firm must innovate more than once. What I dislike about the question is the often (implied) whining that suggests that repeated innovation is difficult, time consuming and distracting. So herewith, a short rubric for how "fast" or how often you should innovate.
Are you fed up watching talented co-workers walk out the door–regardless of reason–taking valuable knowledge with them?
No, I’m not talking theft of intellectual or physical property; I’m referring to what’s called tacit knowledge, the stuff that resides between our two ears: the know-how, contacts and vast amounts of synthesized information we’re processed over time.
One of the biggest sources of innovation is technology. Yet organisations often lock their technology people up in projects, just delivering what another group asks for and having no real say about what they should or could develop.
BPM efforts that think they’ll have captured every process and exception, and will be well on their way to large-scale optimizations in a matter of months, are unlikely to succeed, as are “process improvement teams” that have no leadership backing or interest among the business units they’re meant to serve.
At its very core, the whole notion of people being a distinct source of competitive advantage hinges on the way organizations and individual leaders perceive their workforces and the nature of the employment relationship.
If you're in the world of human performance improvement, you might be called by a lot of different titles. Consultant. Trainer. Manager. President. I've been called by all those titles, and sometimes it feels like they are masks for my real passion - organizational psychology.
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