In a digital world with increasing transparency, employees expect a productive, engaging workplace. When unforeseen roadblocks get in the way, it may become necessary to provide tools which help employee improve their performance. Being proactive and addressing concerns and issues can help struggling employee succeed.
Through new approaches such as employee journey mapping and design thinking many organizations are focusing on understanding and improving the employee experience. Therefore, organizational culture, engagement, and employee brand position remain top priorities, and employee experience ranks as major trend. What steps can organizations take to improve employee experience.
Rather than utilize an annual engagement survey, make employee experience a leadership priority for your leaders.
Assign the creation of employee experience to senior executives.
Develop a culture with integrated company priorities which include management practices, and workplace benefits.
Update tools to engage employees on an ongoing basic to help leaders and teams understand employee expectations and company values.
Identify company disciplines such as performance management, goal setting, diversity, inclusion, wellness, workplace design and leadership into an integrated framework.
Understanding and improving the employee experience is critical for companies operating in a highly competitive global economy. Providing an engaging employee experience will help companies succeed in attracting and retaining skilled employees and drive a strong cultural experience. Click here for more information on engaging employees in the workplace.
Organizations can be multi-layered with many turns, dead ends and choices, and the best way to get somewhere never occurs in a straight line. There are formal organizations, where the path may look straight and then there are informal organizations where all paths are zigzagged. Since companies are staffed with people, leaders are constantly challenged to work through complexities while obtaining the company’s goals. Here a few tips to help leaders work through some of the challenges that may occur in the workplace.
If you are stuck and not sure why you’re having difficulty?Ask for feedback from at least one person from each group that you work with. Also, be honest and try to self-assess why you aren’t getting things done efficiently and effectively.
Old approaches aren’t working. Try things you generally don’t do and look at what others are doing who are more effective than you.
Getting poor responses from others. Assess your personal style. In other words, people differ in the impressions they leave. Those who leave a positive personal impression get more things done versus those who leave a negative impression.
Frustrated? Consider the nature of the organization. You may be underestimating the complexity of your organization. While it’s possible that some organizations are simple, most are not.
Lost in a maze? Assess your processes. Some people know the necessary steps to get things done, but are too impatient to follow the process.
Getting rattled when what you offer fails or gets rejected?Learn to expect the unexpected. Ask yourself what’s the worst thing that could happen and determine how you will respond? Then take the information and develop counter moves.
Don’t understand who the movers and shakers are in an organization? Identify key players and their roles and assess how they get things done. Who are the major gatekeepers? Who controls the flow of resources? Also, consider who are the major resisters?
Working through challenges require accepting the complexity of organizations, rather than fighting it…click here for a Free Assessment.
Having a great company culture is no longer seen as optional, but is often considered as much a priority as salary and benefits. Wåhile one culture may not work for all, you can learn a lot from those who are doing it right, and start to map out your own. Take a look at some of the top company cultures listed below:
Zappos; Zappos conducts what it calls a “cultural fit interview” which carries half the weight of a candidate being hired. If an employee decides within the first week of training that the job is not for them, they are offered $2000 to quit. All employees are instilled with ten core values, and raises are given to workers who pass skills tests and exhibit increased capabilities. In essence, hiring according to cultural fit first, promotes a culture a happy employees, which in turn leads to happy customers.
Warby Parker; Warby Parker has been making and selling prescription glasses since 2010, while the company is dedicated to a promoting a “team culture.” The company makes sure a positive team culture is always on the forefront by ensuring upcoming events are always on the horizon. Teams have something to look forward to as they are tasked with coming up with events and programs to promote community.
Southwest Airlines; Southwest Airlines is known for happy and friendly employees who work hard. Operating for over 40 years, the company communicates its vision in a way that makes employees feel they are part of a unified team. Southwest believes when employees are convinced of a larger common goal, they are excited to part of a larger purpose.
Twitter; Twitter raves about its rooftop meetings, friendly coworkers, and team-oriented environment. Employees of Twitter expect free meals at their San Francisco headquarters, yoga classes and unlimited vacations for some. Workers rant about being part of a company that’s doing something in the world, and there is a sense that no one leaves until there work is done.
SquareSpace; This successful startup is regularly voted as one of the best companies to work for in New York. The company displays a culture that is flat (meaning there is very few levels of management between the staff and executives), open, and creative. SquareSpace offers 100 percent coverage of health insurance, premiums, flexible vacations, attractive office space, catered meals, stocked kitchens, monthly celebrations, relaxation spaces and periodic guest lecturers. Employees feel their voices can be heard when they aren’t stifled under layers of management.
Improving communication and understanding within an organization requires leaders to establish cultures, which responds to changing conditions (internally and externally), by analyzing the companies personnel, systems, structures, policies, and rewards to ensure synergy and maximize internal consistency. The questions below can be used to assess your Organization’s capacity to produce effective functioning management and teams.
Is there an individual within the company accountable for coordinating Organizational development activities?
Has the Organization attained a desired culture? If so, is the culture consistent throughout all departments?
Is there consistent Organizational structure throughout the company?
Is Organizational development a part of the leadership’s strategic planning process?
Is Organizational development a part of the leadership’s tactical planning process?
Are Organizational changes reviewed with respect to the desired culture and organizational structure?
Are surveys and analysis conducted with respect to the Organization’s structure and its effectiveness?
Is training provided for managers and supervisors?
Are procedures in place to identify and resolve any conflicts among departments?
Has training been provided in how to prepare for and conduct effective meetings?
Have the frequency and quality of organizational meetings been analyzed?
Is communication within the Organization regularly reviewed to determine its relationship to the desired organizational structure and culture?
Although the questions above are not all inclusive, they can be utilized to initiate the process of information gathering to assess and optimize your Organization.
Why are so many organizations failing to develop effective leaders? First, many companies assume that people either have leadership ability or they don’t, which can result in the dismissal of those who don’t immediately succeed at challenges – believing there is a lack of leadership ability.
Secondly, results can be achieved in the (relatively) short-term, while development is a longer-term objective. Pressure exists to provide challenging opportunities to those with “proven” success, instead of to those who may get greater benefit from the experience.
Additionally, the cost of experience-based leadership development is more difficult to calculate as compared to tracking the costs associated with training programs, or other fee-based programs , and therefore the ROI is more difficult to demonstrate for “experiences.”
Ultimately, experience is the key to learning how to become an effective leader. The problem with leadership development is ensuring potential leaders are provided the right experiences. Check out the following article to determine what works and what doesn’t in developing leaders.
Millennials might be the largest generation in the workforce, but their talents aren’t necessarily distributed evenly throughout corporate America. This uneven distribution has caused some pressure, as companies compete to attract and retain elite talent. Here are five tips to help organizations keep up with the evolving landscape in the workplace.
Increase workplace balance; Being perceived as an ’employer of choice’ because of work-life balance policies can provide a competitive edge for attracting and retaining talent. Typically, employees are more responsive to business and customer needs. PwC asked its managers how they would help their team members work the hours that suit them, their culture was transformed by a top-down decision paired with a firmwide contest to submit flexibility plans for a busy season.
Offer more training; Many millennial contemplate leaving their jobs. According to a 2016 Deloitte survey, two-thirds of millennials expect to have left their current employers by 2020. Of the employees who desire to leave their jobs within the next two years, more than 70% cite a lack of leadership development as the primary reason.. To keep these employees, chief talent officer Mike Preston has created a “development culture.” According to Preston, millennials are “not afraid to disrupt themselves to get that growth and development” they need for their careers. Therefore, organizations must create opportunities.
Increase the pace of annual reviews; many look forward to a review once or twice a year. For example, until this year IBM employees would set goals in January, check in with supervisors midway through the year, and be assigned a performance score and ranking at the end of the year. However, working with IBM’s Millennial Corps, a community of young employees from around the firm’s global offices, the company rolled out a new system called Checkpoint. Now, employees set short-term goals that are supported by quarterly check-ins. Other companies such as General Electric, Accenture, and Adobe are also transfiguring their performance reviews.
Build purpose beyond the bottom-line; Deloitte surveys have found that six out of ten millennials agree that “ a sense of purpose” was a part of the reason they accepted their current job; almost half have declined work on the job that contradicts their values. Millennials thrive in environments in which their work has clear purpose for both the organization and society at large. Organizations without an fundamentally inspiring mission can give millennials a sense of control and purpose by increasing transparency and clarifying bureaucracy.
Perks matter; Silicon Valley has raised the bar with its nap rooms, free food, and pet-friendly policies. While desired perks may vary, appealing to millennials requires companies to focus on building a culture of teamwork, and managerial support and appreciation.
People are without a doubt the most important resource of an organization. The process below regulates the entry and exit of the talent process within an organization. To sustain and stay ahead in business, talent management cannot be ignored. Check out the stages below:
Sourcing the Talent: This is the preparatory stage which plays a crucial state in the overall process, it involves targeting the best talent within the industry.
Attracting Talent: If your business is going to attract and retain top talent, your organization must offer a combination of benefits and perks that appeals to this new generation.
Recruiting Talent: This is the stage of the process when people are invited to join your organization.
Selecting Talent: Demonstrates the ability to objectively and accurately identify talent with high leadership. Candidates who qualify this round are invited to join the organization.
Training and Development: After recruiting the best people, they are trained and developed to provide the desired output. Employees should be involved in determining the knowledge, skills and abilities to be learned.
Retention: Retaining employees is the sole purpose of the talent management process. Retaining a positive and motivated staff is vital to an organization’s success. High employee turnover increases expenses and also has a negative effect on company morale. Implementing an employee retention program is an effective way of making sure key workers remain employed while maintaining job performance and productivity.
Promotion: Job enrichment is an important part of an organization, as most employees desire to grow and increase their job responsibilities, resulting in increased status within the organization.
Competency Mapping: Competency mapping is a way of assessing the strengths and weaknesses of a worker or organization. It’s about identifying a person’s job skills and strengths which allows both the employee and the employer to benefit.
Performance Appraisal: Measuring the actual performance of an employee is necessary to identify his/her true potential allowing managers to evaluate with regards to quality, time, cost and quantity.
Succession Planning: Formal succession planning allows an organization’s to examine it’s long range plans and strategies and HR forecasts. It helps organizations to be well prepared for sudden attrition, and reduces the impact of losing key employees to a great extent.
Exit: Exit interviews are often overlooked, but they can be valuable to an organization. An exit interview can confirm if your company is moving in the right direction and your management is performing favorably, and identify areas that you need to improve.
The recent economic downturn has brought about job cuts globally. Individuals who were most important to organizations were retained, while others were dismissed. The downturn has also opened the eyes of organizations to newer models of employment, including part-time or temporary workers. While organizations focus on reducing employee overheads and sacking those who are unessential in the shorter run, it also extents a wave of de-motivation among those who are retained.
Leadership in action means the ability to, extract certainty out of uncertainty, while setting goals and driving change to ensure momentum is not lost. Identifying people from within the organization who should be invested upon is a critical talent management challenge. Since organizations are increasingly putting emphasis on talent management as a means of delivering long term competitive advantage through their people. The following key questions can be used to assess talent management gaps within your organization:
What does talent management mean?
Why talent management for your organization?
What role should Learning and Development play?
What role does the talented individual play?
How do you encourage broad thinking about development?
The 10 questions listed below are essential in the assessment of leaders. Although they are not intended to represent the full suite of questions needed to do a thorough evaluation, they can be leveraged in a variety of ways, including within a “360-evaluation” format, by management team survey, or, simply used as an interview script by a hiring manager or hiring team. The questions can also be used as a rubric, to properly weigh each assessment question and objectively establish leadership scores for each person being assessed.
Do your leaders work to understand their industry and contribute to its evolution through their company’s work?
Do your leaders communicate the firm’s vision and strategies and help their team to better understand how they contribute to the achievement the company’s goals?
Do your leaders demonstrate executive presence and are they comfortable working at all levels of an organization?
Do your leaders demonstrate integrity and build trust throughout the organization?
Are your leaders inspiring followership and building strong teams around them?
Are your leaders “thought leaders’ that can introduce new ways of “thinking” and “doing?”
Do your leaders’ demonstrate effective communication, skilled at both listening and messaging? .
Do your leaders routinely provide feedback and coaching to their team?
Do your leaders reward outstanding performance and understand how to reward the “right” people?
Can your leaders clarify complex concepts and teach them to their teams?