1. Let employees know what's going on in the organization.
2. Pay attention to rumors.
3. Tell employees why their job is important.
4. Give feedback.
5. Ask for feedback.
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Employer Branding News
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Scoop.it!
2013
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TED Talks We believe that we should work to be happy, but could that be backwards? In this fast-moving and entertaining talk, psychologist Shawn Achor argues that actually happiness inspires productivity.
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2. You can’t have good ideas unless you’re willing to generate a lot of bad ones. 3. A good idea without action is nothing at all. 4. It’s not so much about finding opportunities as it is about creating them. 7. If you’re waiting for the perfect conditions, ideas or plans to get started, you’ll never achieve anything. 10. Discipline is choosing what you want most over what you want right now. 18. Having a plan, even a flawed one at first, is better than no plan at all. 19. No matter how you make a living or who you think you work for, you only work for one person, yourself. The big question is: What are you selling, and to whom? 23. Being busy and being productive are two different things. 49. Cutting your losses is often better than the alternative. 60. If there was ever a moment to follow your passion and do something that matters to you, that moment is now.
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1. Build competence gradually. We all want to hit home runs but it's a bad idea to set tasks that are simply too daunting. 2. Don't help too much. Smart people cherish autonomy, you shouldn't rush in to solve problems your employees are still working on. 3. Be social. Devote the first half hour of the two-hour weekly meeting to 'non-science' topics. 4. Make assignments personal. The hardest part about studying science is deciding what to focus on.
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Too many CEOs and other leaders today are uncertain about their role in executing strategy.
- Lead the Leadership Team. - Leverage Strategic Performance Feedback.
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1. Let employees know what's going on in the organization. 2. Pay attention to rumors. 3. Tell employees why their job is important. 4. Give feedback. 5. Ask for feedback.
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Here’s what to rethink: 1. Make it all about the content. 2. Make it social. 3. Make it interactive. 4. Create a mobile-friendly version. 5. Get smart about building an audience.
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Nouns formed from other parts of speech are called nominalizations. Academics love them; so do lawyers, bureaucrats and business writers. I call them “zombie nouns” because they cannibalize active verbs, suck the lifeblood from adjectives and substitute abstract entities for human beings:
The sentence above contains no fewer than seven nominalizations, each formed from a verb or an adjective. Yet it fails to tell us who is doing what. When we eliminate or reanimate most of the zombie nouns (tendency becomes tend, abstraction becomes abstract) and add a human subject and some active verbs, the sentence springs back to life:
Only one zombie noun – the key word nominalizations – has been allowed to remain standing.
Check out your flabbyness at http://www.writersdiet.com/WT.php
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In some organizations, incompetent employees are shuffled from department to department while managers hope they either improve by magic, or “get the hint” and leave. This may seem easier than terminating the employee, but the practice doesn’t help anyone.
- Document performance thoroughly. Keep a log of the employee’s performance (and lack of performance). - Keep communication lines open. Don’t ignore or freeze out the employee. - Experiment with different roles. Try placing the employee in a new job. - Watch your own attitude. Don’t gripe about the employee to the rest of your staff. - Help the employee leave.
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- Quirkiness. Creative, innovative employees often seem a little bit “off.”
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What’s the reasoning behind HR strict control of pay decisions? - Managers can’t be trusted to spend the company’s money effectively or efficiently
Managers aren’t allowed to manage pay for their employees. They do what they’re told. This is where the finger pointing starts.
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1. New players will take up the space left by those that retreat due to the uncertain market conditions. 2. Employer Branding definitely becomes “glocal” 3. “Do or Die” for employer branding & social media 4. Winning companies have an Employer Branding Dream Team 5. EVP becomes more inspirational by taking in the vision 6. Talent attraction and retention enters the gamification arena 7. More and more companies are investing in market intelligence
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1. Great talent is not necessarily right talent. It is hard to identify the critical success factors. 2. What you see is not necessarily what you get. What is the reason behind the facts and how will the performance develop over time. 3. Never overrate certificates, never underrate character. |
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2014-10-14
Only 13% of workers feel engaged by their jobs. The vast majority, 63%, is not engaged. Moreover, 24% are actively disengaged.
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- 83% of companies polled admit that alignment of their talent management strategies with the business objectives is not taking place to the desired leve. - 58% of HR spends more time on admin than strategy! - 50% of employees are not being engaged in most organisations, and… - 43% of employees in all organisations say they are not receiving adequate development opportunities. 
Daniel Sonesson's curator insight,
May 6, 2013 4:39 PM
43% of employees are unsatisfied with their development opportunities. Challenge!
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Sense-making, social intelligence, novel & adaptive thinking, cross-cultural competency, computational thinking, new-media literacy, transdisciplarity, design mindset, cognitive load management, virtual collaboration. These are the 10 skills needed for the future workforce. For a full report, see the work done by Apollo Research Institute (formerly the University of Phoenix Research Institute) looking at http://cdn.theatlantic.com/static/front/docs/sponsored/phoenix/future_work_skills_2020.pdf
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So, why don’t companies just provide more opportunities to more people? It really comes down to three things: 1. Managers - In most companies, managers are still the first line of input into who gets opportunities and their recommendations may be influenced by personal bias or self-interest.
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This is the talent crunch. It’s a complex and frustrating challenge and it’s being felt worldwide. To give a measure of the scale of the problem: more CEOs are changing talent management strategies than, for example, adjusting approaches to risk: 23% expect ‘major change’ to the way they manage their talent. And skills shortages are seen as a top threat to business expansion.
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- Identify your core values.
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Bbservations that might help you when a conflict arises: 1. Compromise. If you are the person negotiating the matter, don’t try to “win” and instead try to resolve the conflict. 2. Identify the problem. Never assume the person assigning a task fully understands the problem. Often he or she may be too close to the situation or too busy to understand it. 3. Know the limitations. Your position may put restrictions on you regarding the scope of your authority to settle a conflict
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Two-thirds of this potential value lies in improving collaboration and communication within and across enterprises. The average interaction worker spends an estimated 28 percent of the workweek managing e-mail and nearly 20 percent looking for internal information or tracking down colleagues who can help with specific tasks. But when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information. Additional value can be realized through faster, more efficient, more effective collaboration, both within and between enterprises.
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Five reasons why employer branding is important: 1. Shortage of skilled labour. Companies or organisations that are perceived to be attractive employers will have an easier time to recruit top talent. 2. More with less: a mantra coined during this economic downturn, there is high pressure to cut costs and increase productivity, which has made the need to get the right people in the right jobs even more crucial. 3. Growth & profitability: hiring and retaining top performers is essential for growth and to maintain a competitive edge. 4. Popularity: research on the talent market reveals that graduates and professionals want to work for companies with great reputations; they often turn to family members, friends or colleagues for advice and approval when making a decision about which employers to consider. 5. Strength: being an attractive employer provides a company or organisation more bargaining power, as employees will want to work for them more than anyone else, even those that have rare or most in demand skills—irrespective of salary levels.
Employer Branding – a five step process: 1. Research: to understand where an employer is positioned in the employment market and to determine the appropriate action plan is fundamental. 2. Employer Value Proposition (EVP): the company or organisation needs a unique employer offer. 3. Communication strategy: the development of a communication strategy is always based on research findings and a well-defined EVP. 4. Communication Solutions: the aim at this step is to express the employer value proposition (EVP) by using the right words and images, so it becomes consistent with the corporate identity and branding efforts. 5. Action: implementing all the steps and monitoring closely what works and needs to be adjusted along the way is the final stage. It is of great importance at this point that the organisation sets targets on what they want to achieve with the planned activities in a clear and measurable way. 
People Business's curator insight,
December 2, 2014 5:06 AM
Employoer value propostion should be clearly spell out the employee benifits which must be done with a internal resecrch & study.
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Unfortunately, the rising star had fallen. Staying in the role was no longer an option, and there was only one question left: removal from the company or a second chance?
- Did Jon cross the integrity line? If yes, then no second chance. - Does Jon have the skills to win? - Does Jon still have the sponsorship to succeed? - Does Jon have the resiliency to recover? - Are we all better off with a fresh start? The final question is about balancing interests.
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Customer and shareholder expectations continually increase, and a variety of forces continuously shape industry competition. (a) talent management practices (talent strategy, talent management program) & enabling human resources core competencies, (b) organizational culture, (c) strategy, (d) execution, (e) continuous improvement.
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- Technology continues to escalate the pace of change and alter the nature and structure of work itself, but the work environment and experience aren’t keeping pace.
- Cost pressures are intense and increasing in many parts of the world, putting even more pressure on already busy workers to do more with less. - Companies continue to shift costs and risk to employees, especially in developed countries with high labor cost structures. - Employees, even at entry levels, are showing more interest in security and express doubts about their future in terms of retirement preparedness, career growth and advancement, and the rewards available to them for their efforts on behalf of their employers. - Employees everywhere are working more hours, taking less time off and experiencing higher levels of stress. |
