Tuesday, February 27, 2007
However, according to the DB blogger "One thing the study didn't discuss, however, was why employees are becoming disengaged. I think part of it has to do with people realizing that all of the promises made by the company aren't going to come true, or that the job isn't exactly what they thought it was." And the blogger makes a point all HR Managers need to pay heed to: "It is no secret that it is imperative to organizational success and growth to keep employees engaged and happy. With new hires, management must be explicit about what the job is about, what the duties are, what role they will have within the organization (or group/team), and what is expected of them."
So click on the link above and read this entire blog. Then look seriously at your organization and assess how much of an issue this is for you.
Monday, February 19, 2007
"Our core belief, just like the best Professional Service Firms from whom we can all learn so much, is that "people excellence" is at the very core of future success. Achieving the "people-talent" mindset transformation is Job #1, and this is just as tough with the people inhabiting the Board Room as it is with the folks on the front line. The first indicator of a future winner is whether the leaders see their people as talent and see their prime function as being to position their talent in a context where they can create maximum value for the business. The leaders pass Excellence Test #1 when their front liners attest that they feel like talent - when they're at work, that is!"
Note what I put in bold face. Is your organization one that recognizes the importance of people as talent?
If yes ask yourself:
- How do we perpetuate this?
- How do we communicate this?
- How can we turn this around?
- How does this affect our position in the marketplace?
- How does this affect our ability to attract people?
- If I cannot impact this do I really want to continue to work here?
If you have never read In Search of Excellence I suggest you pick up a copy. And then become a Tom Peters fan.
Wednesday, February 14, 2007
The research study shows that "Baby boomers received higher ratings from their managers in 10 out of 18 competencies. They were nearly 18 percent more likely to be rated as “knowing the business” and 10 percent more likely to use technical or functional expertise on the job.
Baby boomers also rated substantially better in their ability to coach and develop and their ability to manage execution. On the other hand, Gen X managers are more likely to receive higher ratings in self-development, work commitment and analyzing issues than their older counterparts."
This means that companies need to do alot more managerial training. To prepare for this future you need to:
- Identify what skills sets your up and coming managers lack
- Structure training with existing managers to provide the Gen X'ers the exposure to the bigger picture skills
- Start thinking about how the company may need to restructure to take advantage of the collaborative approaches with collective buy-in that Gen X'ers use.
This is an opportunity for HR Managers to exercise their strategic skills and be proactive in the success of their companies. If you don't start doing it now the company will suffer in the future.
Monday, February 12, 2007
Often in HR we are guilty of perpetuating "sheepwalking." We reward people for obeying the rules instead of being innovative. Innovators are harder to manage.
Perhaps that is because many human resources people are the ultimate sheepwalkers. We are so stuck in the "rules and regulations" environment that we stop being creative. If that is the case we need to break out of it. Time to read a book like Mavericks at Work.
So if the next time you look in the mirror and you look a little sheepish and wooley... well you know what I mean.
Thursday, February 08, 2007
The thrust of the announcement was that the healthcare system in the U.S. is not working, people are uncovered by insurance and the system of employer provided healthcare makes U.S. companies less competetive in a world market.
Wednesday, February 07, 2007
The blog points out that poor communication is often the symptom of other problems, such as pressure, haste, aggression, mistrust and fear. Communication gets seen as the problem because it is visible. The lesson in this for the Human Resources Manager is to look beyond the surface. If your organization is having communication problems ask yourself the question "What is causing this?" Then treat the disease and not the symptom.
For further discussion click the link above to go to Slow Leadership.
Monday, February 05, 2007
Not too bad... but then again, maybe HR is still underpaid. Afterall, Nardelli did receive about $210 million.