It’s the question every business owner or HR person asks. It’s the question that many businesses struggle with. How can we decrease employee turnover? So maybe you have already figured out how to find great people. But the problem for many companies is this: They can’t figure out how to keep them. “New research from Allegis Group reports that 83% of 1,400 employers surveyed believe retaining talent is a growing challenge.”Read More›
It’s an experience. A single moment that makes a person feel something. A feeling that a person associates with something. Many successful companies create experiences for customers to delight them and increase loyalty.
For decades, we’ve known that we not only need to deliver a quality product or service, but that we need to focus on the customer experience. But what we have unintentionally ignored is the fact that employees are expecting the same. We’re not talking about massage therapists and bowling alleys necessarily; but employees want to feel good working for your company.
It’s not just about culture or employee engagement. It’s not just the small benefits or perks you offer. It’s about designing work for and around the people who work for you. It’s about making sure your team wants to come to work. Making sure they actually enjoy working for your company. For over ten years now, Glassdoor has released an annual list of the “Best Places to Work” based upon the overall employee experience. According to an article by Forbes, the factors that contribute to this ranking are “overall satisfaction, career opportunities, compensation, work-life balance, and business outlook.” They also include a ranking for each company’s CEO and even the interview process.
Working with a leadership team recently, we spent some time discussing how to retain our best recruits and employees. We found that in this particular case, employees were voluntarily leaving within ninety days. And we figured out that it was because of the employee experience.Read More›
Disrupting the Org Chart
During a recent conversation with the leaders of a company, we asked them to imagine that their department was not a part of the overall company, but a stand-alone business having to provide value to its customers and make money to continue. Then we asked the question, “How would you organize the company related to positions, roles, and responsibilities? And how would you measure effectiveness?” This is what we call disrupting the org chart.
Some leaders had to be reminded that every minute someone is working costs money. They then considered how to measure productivity in areas that are service related. They recognized that their employees tend to come to work and most are busy. But they’re not necessarily busy with things that are high payoff or things that move the needle related to value and time. They came in to do their job.
They also recognized that they were not asking their (internal) customers what was needed from them as a department. They simply were doing their job and finding ways to make their job easier; not really considering how it affected others. There was no system in place to continually assess needs and effectiveness as things changed for their customers.Read More›
What would happen if we all took what we knew, and threw it away? Flipped it upside down? What if what we think we knew was actually holding us in the past? What if it was keeping us from reaching unknown and untapped potential? What if curiosity was the only way to move into the future?Read More›
While most people recognize that a leader’s mood has a major impact on their team and others, we’re just now beginning to focus our attention on ways to improve. The research in the field of emotion has revealed insight into not only how to measure the impact of a leader’s emotions, but also how the best leaders have found effective ways to understand and improve the way they handle their own and other people’s emotions.Read More›
Business owners and executives across the country struggle to answer this question. Most make some comment that they are moving forward and growing. Others say they think everyone in the company knows where they are going. Yet when asked, employees respond by saying, “Wherever the company tells me we’re going.”Read More›
The quality of moving or reacting with great speed.
Is your company prepared?
We know that organizations have always needed people who are good at leading. Though we often hire and promote people who have been good managers and adequate leaders, it is now essential to find great leaders. The future of our organizations need leaders who will prepare us for the future.Read More›