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Four Generations, One Workplace
Each generation, from new hires to people in their seventies, brings its own experience, challenges and opportunities.
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Employee Engagement = Connection
Jason Pankau offers three definitions of employee engagement.
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Interviewing for Executive Intelligence
To interview for executive intelligence, ask the person to solve a real-world problem.
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The Ninth Freedom: Influencing for Legacy
The ninth freedom is the freedom for employees to leave. Create an experience that will make them cheerleaders when they do.
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Culture of Continuous Learning
Time spent on learning isn’t wasted; in fact, it may be a company’s best competitive advantage.
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Performance Goals Are Not Learning Goals
Learning goals are different from performance goals. With learning goals, the focus is on potential and results in hard work and perseverance.
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Giving Employees Space Fosters Engagement
Giving your employees more space might be the best way to keep them close.
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A 21st Century Learning Framework
Nick van Dam explains the concept of a 21st century learning framework – a framework that shows different learning modalities, the different learning solutions that support both formal and informal learning.
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Your Competitive Advantage Is Not What You Think It Is
Everyone says their competitive advantage is their people, culture, and relationships. Those can’t be advantages if everyone claims them.
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Learning Is the Foundation of Leadership
Knowing is about the past. Learning is about creating the success of your people, your organization, and yourself. Learning is the foundation of leadership.
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The Get Better Mindset
Social psychologist and researcher Dr. Heidi Grant explores the mindsets needed to ensure personal growth. She advises we should avoid a “Be Good” mindset — one where we are constantly attempting to prove ourselves and outperform others. Instead, we should embrace a “Get Better” mindset — where we always perceive ourselves as having more to learn, we welcome risk and are less afraid of failure, both keys to personal and professional success, and resilience in the face of change and challenge.
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Social Influence Networks in the Workforce
Companies are more likely to recruit using social networks like LinkedIn, facebook, and twitter than from job boards.
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The Consumerization of Learning
Workers use their iPads at work to go on Amazon, check restaurant reviews, and contribute reviews. Similarly, workers will also expect to contribute to their own learning, not be passive consumers of training materials.
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Four Reasons People Don't Do Things
When someone doesn’t do what you ask him or her to do, ask why. If they really can’t do it, move or fire them. If they think they can’t, coach or train them. If they don’t want to, tell them they can. If they don’t know how to do it, coach or train them.
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Dirty Dozen Rules of Talent Management: Rule #6 - Let the Malcontents Go First
Particularly in a downsizing adjustment you want to make sure your remaining work population is not just the cynical ones. Retaining those with a strong positive attitude contributes greatly to organization performance.
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Dirty Dozen Rules of Talent Management: Rule #11 - Encourage Alliances and Networking
Be a corporate matchmaker and align people with similar passions.
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Dirty Dozen Rules of Talent Management: Rule #8 - Give Talent Time to Recharge
If you put your employees on a treadmill, you will create high mental fatigue and low moral and performance. Tim Sanders explains the practices at SAS which lead to one of the highest retention rates in North America.
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Dirty Dozen Rules of Talent Management: Rule #2 - Pick Talent Against the Corporate DNA
If you focus on the candidates values and characteristics you will build a workforce with diversity that also holds the core beliefs of the organization.
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Dirty Dozen Rules of Talent Management: Introduction
In this series Tim Sanders explains how to build a complete talent management plan.
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Dirty Dozen Rules of Talent Management: Rule #1 - Advertise for Alignment
Tim Sanders believes that one of the most important talent attraction strategies is to start with your talent advertising process.
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Hire Ninjas, Jedi's, & Pirates
Hiring is the core organizational process, not search or innovation. Facebook, for example, hires Ninjas to write great code, but also Jedis to look for and solve real problems, not just ones the boss identifies, and Pirates, who are entrepreneurial and willing to rock the boat.
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LGBT Diversity
LGBT diversity creates a competitive advantage for businesses, allowing their talent to bring their full selves and everything they have to offer to the workplace.
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Employee Resource Groups Improve Diversity
When it comes to recruiting and retaining diverse talent, employee resource groups (ERGs) offer many benefits.
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Diversity and Covering
Diversity issues have expanded from the original definition, and covering for these expanded diversity issues is costly for both individuals and organizations.
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Unconscious Bias and Its Role in Diversity
Overcoming natural and necessary unconscious bias takes slow, deliberate steps that can lead to innovation gold.
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Developing Talent
Recruiting talent isn't enough—companies need to know how to retain good employees through development.
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Declining Performance
Managers need to understand why performance is declining in order to know how best to address it.
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Dealing with Employee Plateau
When an employee's performance plateaus, managers have to decide if it is acceptable or not.
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Developing Others
Developing employees is accomplished by bring new experiences to the employee and the employee to new experiences.
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Balancing Performance and Potential
Talent leaders need to consider how they can balance developing performance and potential in their staff.
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Hire for Potential
Jason Jeffay explains why you should hire for potential, not just the current job opening.
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Leaders Need To Be Talent Experts
Someone who doesn’t know how to identity, deploy, and nurture talent is not a leader. Talent is a competitive differentiator.
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Creating a High Performance Culture
Jeffrey Pfeffer describes factors that help build a high-performance culture
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Creating Workplace Environments for Millennials
If you want to know what a Millennial wants in a job, then ask a Millennial.
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Company Values: The Online Dating Syndrome
Whether you're talking about online dating or company values, what is advertised doesn't always turn out to be true.
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Creating the Employee Experience
The employee experience and work environment should feel up to date, not like something from the 1970s.
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Focus on Results, Not What You See Employees Doing
Just because your boss cannot see you working does not mean you are not working.
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Problems with Hiring for 'Culture Fit'
It’s common for people to surround themselves with similar people. This leads to the same strengths, but also the same weaknesses. You don’t have people who will challenge group thinking. Hire diverse people who also have sufficient EQ skills to present their views.
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Managing Your Talent
It’s easy to provide the tools and techniques that a leader can use to develop talent in others, but as William Mitchell explains, getting them to own it personally is the true challenge.
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The Difference Between Fixed and Growth Mindsets
People with fixed mindsets believe their intelligence and abilities can’t be changed; their talent is fixed at birth. People with growth mindsets think they can learn from failures and become better. “Fail early and often to succeed sooner” is a growth mindset.
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How to Change a Fixed Mindset
Tell them their brain forms new connections when they move out of their comfort zone, and that a growth mindset improves learning. Encourage them to talk back to their fixed mindset voice. Remind them that people they admire had setbacks before they succeeded.
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Handling Terminations
Mr. Gooch disagrees with the commonly used method of ‘hire slow and fire fast’ methods when restructuring a department or the company as a whole.
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Career Advice: Balance Responsibility, Capability and Risk
Employees signal where they want to be in the organization by their initiatives and their commitment to the organization over time.
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Talent Management & Career Cycles
Twentieth-century corporate pyramids were characterized by simple career cycles: join a company, move up, and retire. That model is obsolete today for both men and women.
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How Organizations Lose Women Leaders
Companies tend to identify potential leaders when they are aged 30-35. The policy applies equally to men and women. But this is exactly the time most women start a family.
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The Four P's: A Roadmap to Improving Performance
Introverts can use four P’s to improve their performance: prepare, have presence, push every day to get out of their comfort zone, and practice.
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Unleash Your Talent Potential
Finding out why your female talent pipeline is leaking and actively solving the problem unleashes your organization's untapped talent potential—which ultimately improves your organization's performance.
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Customize the Work to Make the Work More Meaningful
Today's employees want and expect more autonomy and purpose in their work. Job customization makes this possible.
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Why Does Trying New Things Feel Uncomfortable?
Trying new things can make you feel uncomfortable, but you can learn to love that feeling.
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Onboarding Approaches
As soon as you hire someone, you start thinking about how to get them situated and working as quickly as possible. Dan Cable explores three methods that have varying levels of success.
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Managing for Diversity
Be the face of the people you serve.
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Recognizing Gender Bias
To overcome traditional workplace norms, you need to understand and recognize the many types of gender bias.
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Managing Gender Bias
Gender biases are both overt and hidden within organizations, and small changes can go a long way toward achieving gender neutrality.
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People Engagement Versus Business Engagement
Engagement in conversation is different from engagement in the business. Employees who are engaged in their work know what to do, operate autonomously, and can make their own decisions. Interpersonal engagement may not translate to work engagement.
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The Positive Effect Of Letting People Go
Performance problems don't go away on their own. John Roberts explains why taking decisive action to terminate employees – including managers – can produce positive side effects.
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How To Let People Go
Terminating an individual, notes John Roberts, does not have to be an emotional situation if a logical process is followed. That process includes a written appraisal policy, regular evaluation sessions, and verbal and written documentation of shortcomings as well as agreed-upon tactics for improvement.
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Starting an ERG
The success of employee resource groups (ERGs) depends on motivation, the ability to make a business case, and engaging the group’s members.
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What's in a Name?
Organizations must be thoughtful when creating resource groups for employees because their origins, names, and purposes differ.
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Microaggressions
Microaggressions occur when a dominate demographic uses biases and stereotyping to demean or belittle a marginal group on an intentional or inadvertent basis.
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Onboarding Teams Improve Retention
Retention of a new employee can be more problematic than the recruiting and hiring process. Maintain workplace diversity and improve retention rates by creating an onboarding team.
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Unconscious Inclusion
With unconscious inclusion, we only get better: as individuals, teams, and organizations, and as a global society.
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More than Microaggressions
Microagressions are grouped into three subcategories: micro-assaults, micro-insults and micro-invalidations.
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Hire for Integrity
Integrity should be the most important value you vet when hiring.
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See The World From Other People's Perspective
Jeffrey Pfeffer encourages leaders to see the world from the perspectives of others, enabling these leaders to build stronger relationships and have greater influence among those people with whom they work and interact.
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Diversity of Thought
Encouraging diversity of thought is easier when you know the right words to use and which bad habits to eliminate.
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Focus on Talent for High Performance
If you want a high-performance business, focus on your talent.
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The Experiential Organization
New trends are shaping the future of work.
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Workplaces Are Changing
Workplaces are changing in various ways—some obvious, some subtle.
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What Qualities Are Today's Employees Looking For?
Employees want more than just a paycheck from their employers these days.
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Engagement vs. Experience
Boosting employee engagement is mostly comprised of short-term benefits; experience addresses the core practices at a company.
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Win the War on Talent
If you want to recruit and retain great talent, you have to have great employee experiences.
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Employee Experience Environments
Technology, physical space, and culture are the three environments that shape experiences for employees.
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What Employees Care About Most
To create exceptional employee experiences, organizations must meet three critical criteria.
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Seek Out and Design
Employees who want to see change need to be part of the change.
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Fanatical About Talent
Nigel Barlow describes ways to develop the talent you already have.
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Becoming an Employer of Choice
Characteristics of the work environment, and the leaders and managers, characterize an employer of choice.
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What Purpose-Driven Organizations Have in Common
In purpose-driven organizations, everyone knows why the company exists, and this purpose is reflected in everything they do.
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The Cringe Factor Identifies People to Fire
Be slow to hire and quick to fire. Everyone in the organization knows who is not performing. Fire an employee or vendor if you cringe at writing them a paycheck, or if you would not be sorry if they were run over by a bus.
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The Importance of Diversity for Creative Energy
Dr. Purg talks about the importance of creating a diverse workforce collaborative group including age, ethnicity, religion, professional background, for energy, creativity, and ideas that benefit the company as a whole.
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Diversity & Inclusion: When Are We Done?
Diversity is never done; it cannot be abandoned.
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Implementing Diversity & Inclusion: The Sweet Spot
Diversity and inclusion happens best when you can do it in the sweet spot.
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Diversity & Inclusion is Hard
The business world understands why diversity is necessary, but it can still be difficult to implement successfully.
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Embedding Diversity & Inclusion in Daily Operations
To be effective and efficient, a company needs to use its talent pool to the greatest extent possible.
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Implementing Diversity & Inclusion: Leaders and Believers
Leaders are accountable for the implementation of diversity, but the action happens at the organizational level.
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Do Differences Matter? Perhaps.
Roosevelt Thomas discusses how racial and social differences may matter.
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Are You Diversity-Challenged?
Roosevelt Thomas poses the question: Are you diversity-challenged?
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Why Strategic Diversity Management Now?
Roosevelt Thomas makes the case for why Strategic Diversity Management is an immediate issue.
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Redefining Diversity
Roosevelt Thomas redefines diversity in the workplace.
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Talent Is the Whole Ballgame
No one is over qualified. They want the best. Meritocracy is okay. The Container Store doesn’t have a human resource department. Employees recruit other employees. No one leaves (they have single-digit turnover). Nepotism is fine – you know which of your family members would love working in this environment.
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Diversity in Business
According to Sahar Hashemi, diversity isn’t about gender, race, or religion. Instead, it’s about the uniqueness that each person brings to his or her job.
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The Men's Wearhouse Example
Men’s Wearhouse customizes the work experience through broad and simple rules. The goal is defined but not the means.
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The Value of a Little Stress
Small doses of nuclear radiation result in stronger immune systems; stress in small amounts is beneficial. Similarly, provide learning situations that present small challenges to build skills over time.
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Matching People to Job Requirements
They use four-hour interviews to match people with specific job goals in an objective manner. For example, they were told to get a technical expert to lead a division, but an assessment revealed that the technical expert lacked the leadership skills already in place.
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Build Towering Strengths
They review people against 18 leadership “soft skills.” When people go off track it’s almost always these soft skills — micromanagers, solo players, and the like. When giving feedback, emphasize the person’s strengths. Help them build strengths into towering strengths.
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How to Attract Talent
Incentives for attracting new people vary widely — early out Fridays, special benefits, development opportunities, compensation opportunities, etc. These change, but what never changes is, great leaders attract and retain great people. Develop your leaders.
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Tailoring Training Through Technology
The Accenture learning management system knows who you are, your current level of proficiency, what you do, where your career is headed, what skills the business needs you to have, and what assets are available. It then tailors training to your individual situation.
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Winning the War on Talent
The top thing employees want from a job is work-life balance.
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Advice for a Job Interview: Do What Your Mother Said
Interviewers hire based on impressions made in the first few seconds, without asking if someone can do the job. Play the game. Dress nicely, be polite, smile a lot, look them in the eye, and give them a firm handshake.
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Live Event: The Experiential Organization: Designing Employee Experiences So People Want to Show Up to Work
This Live Event was initially webcasted on November 15, 2018.
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The Threat of Diversity
Research demonstrates the value of a diverse workplace. However, we are programmed at a primal level to prefer to be with people like us. Leaders must be aware that people who are not like us can contribute a lot. Spending time socially can help reduce the threat.
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Why We Need Women in the Workplace
We need women in the workplace for gender diversity, to gain parity with men, to maintain GDP growth at 3 percent, because women at the top improves the bottom line, consumers are woman while producers are men, and because millennials demand flexible life styles.
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Advice to Hiring Managers
Hiring managers need to understand that outside experience benefits the workplace. For example, when companies innovate they use the same talent and processes and expect a different result. Why not bring in people with different experiences and career patterns?
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The Global English Strategy in the Global War for Talent
To recruit the best people around the globe you need to present your value proposition consistently, which means you need to partner with people in country, communicate the value proposition to the labor market, and integrate what is necessary for success into an interview and assessment process.
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Interviewing for Talent
Interview for seven minutes, then ask yourself if this person can do the job, or is simply someone you like or a convenient hire.
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How to Increase Engagement
About 70 percent of American workers are not engaged. To increase engagement create an attractive work environment, connect workers with the purpose, and try to make the work fun. Allison describes a competition to encourage hand washing in a hospital.
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A 'Joy Meter' of Employee Engagement
Allison Rimm constructed a “Joy Meter” to measure the ratio of joy to hassle an employee might feel when asked to take on a new assignment. Her example is being asked to serve on the audit committee, and some considerations that influence the level of her joy.
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Recruiting and Developing Front Line Leaders
Recruiting and developing leaders is critical to the life of a company. Mike Jossi shares a successful approach to this process.
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Hiring as a Burden
Hiring people is, of course, a highly important role--one that impacts many lives and the health of the company. Robert Mosher describes his own hiring experience and how it affected how he goes about the process of hiring people now.
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Hire for Values and Beliefs
Hire people who believe what you believe.
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The Relationship between the Organization and the Manager on Engagement
The best manager in the world can’t make his or her team feel engaged if the organization doesn’t offer good career development, doesn’t have a learning culture, and doesn’t recognize good effort.
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Employee Engagement: The Top Organizational Drivers
In the United States, the top three drivers of engagement are senior management interest in employee well being, opportunities for employees to grow and develop, and corporate values.
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Attracting and Retaining Talent
Most organizations find it a challenge to attract and retain high-caliber talent. In this lesson, Campbell Jones shares Manheim’s highly successful strategy for recruitment and retainment.
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Emotional Intelligence Makes the Difference in Candidates
When sorting out the best candidate for a position, it often comes down to emotional intelligence, says Rob James. Here, he describes how he ascertains whether a candidate has a strong emotional intelligence.
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The New and Coming Re-Generation
Teenagers grew up in the recession. They know that we live in a world of finite water, energy, and money.
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Advice to Generation Y
Gen Y’s won’t like the workplace. They’ll find others bureaucratic and non-communicative. But we need them.
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Managing Generation Y
Gen Y’s are people in their 20’s. They learned computer technologies as kids.
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Managing Generation X
Gen Xers are people in their 30’s and 40’s. They make good leaders because they tend to think about options; they keep doors open.
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Developing High Levels of Engagement
Employees who are excited to come to work are well matched to the culture of the organization.
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Hire for Potential
Hire 50 percent for potential, 25 percent for fit with the culture and values of the organization, and 25 percent for ability to do the job today. Most people contribute in a role different from the one they were hired for.
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Engaging Others to Join You on the Journey
To engage others to join you on a journey, you have to avoid three traps.
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Hire Collaboratively
Ask six or eight colleagues to rank candidates on vision, leadership, skill set, business acumen, cultural fit, and other criteria. Tell interviewers to probe, observe body language, ask unexpected questions, and put candidates in unexpected situations.
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Simplification for Managers
A complex business can run successfully on systemization, but not bureaucratization.
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The Role of Creativity and Diversity in Leadership
Diverse groups are better at solving problems than homogeneous groups.
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Dealing with Unconscious Bias
Recognition and acceptance of bias is the first and most important of six simple strategies used to address unconscious bias.
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Unconscious Bias
Unconscious bias--the human danger detector that identifies friend or foe--can be beneficial when we are aware of it but perilous when we are unaware.
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How Inclusive Leaders Create Workplace Diversity
Diversity is more than a social justice issue when it takes place in a business environment.
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Gender Bias
Despite having a number of close relationships with people of the opposite sex, gender bias still exists in nearly every society.
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Check Your Biases
Making decisions too quickly makes you vulnerable to biases that ultimately create more problems. To make better decisions, you need to slow down.
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Talent Management: Tools to Identify Bias
Effective talent management necessitates an awareness of personal bias, and it's easier to create support tools than you might think.
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Personality and Bias
Bias toward personality type has many influences, but you can overcome this bias by figuring out who is and who is not "your type."
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The G Factor: Grit and Growth
The G Factor—Grit and Growth—predicts future performance better than current performance.
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Two Ideas for Inviting Diversity
1) Before you get on the airplane for your next flight, pick out five magazines you have never read. Try to connect them with a current problem. 2) The next time you have a team meeting, ask members to bring a different point of view from the dominant perspective.
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Diversity as a Driver of Innovation
Florence was the center of the Renaissance because the Medici brought together people from diverse backgrounds to create new ideas. Increase diversity in your team; build bridges with people different from yourself. Frans gives an example involving termites.
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Create Cultures of Inclusion
Creating cultures of inclusion means creating an equal playing ground where anyone can bring ideas to the table and where their unique perspectives will be valued.
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Promoting Inclusion and Creating a Peer Buddy System
People who have friends at work are more likely to stay with a company than those without.
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Best Practices for Interviews
There are numerous unnoticed biases that can influence a hiring decision, both in the resume and the interview.
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Job Descriptions and Diverse Recruiting
Outdated and overly complicated job descriptions could be hurting your talent recruitment.
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Employee Resource Groups
Employee resource groups exist to help workers feel welcomed and supported in their professional lives.
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Career Conversations To Keep Your Best Employees
If you want to keep your best employees, find out how to do it in a "stay interview."
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Hire Managers for Intelligence and Fit
Hire bright people who fit your company culture. Look for them in business schools, because business schools accept only bright people.
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Retaining Talent: Aligning Top Performers with your Best Managers
When a relationship between manager and employee is compelling and invigorating, the person wants to achieve goals not only for the organization, but for the sake of the relationship as well.
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Ask What The Other Person Values
To sell, recruit, or otherwise influence another person, first determine what they value. Then deliver on that value. In recruiting, for example, it’s not just the money and the time and the resources. It’s all that plus a reason why the person you’re recruiting should join.
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Hire and Collaborate into Your Weak Spots
Avoid the temptation to hire people like you. Hire for similar values but complementary skills.
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Employee Engagement Starts with Engaged Managers
Managers have an impact on almost everything employees do, so it makes sense to develop engagement in managers that flows through to employees.
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Passion!
The soft stuff is the numbers and the plan. The hard stuff is passion, energy, values, character, and enthusiasm.
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Hire for Passion and Engagement
If you have two candidates who are equal in work and college experience, communication skills, and the like, hire the one how has the greater passion for, and engagement with, the industry.
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The Importance of Diversity
Diversity is bigger than male, female, Asian, black, white, Latino.
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The Future of Talent Management
Organizations that offer distributed learning will keep employees, by building their skills and reassigning them as needed.
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The Path to Profits
We don't often hire managers for their ability to turn people on. But that skill is required for success.
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Motivating Employees Through Growth Opportunities
To motivate people give them something that acknowledges their worth and helps them fulfill their expectations, not a dumbed-down job.
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Hiring and Keeping Good People
Jobs are getting more complex. Semi- and unskilled jobs are being outsourced, off-shored, or automated. To attract and retain better people, remember that people leave managers; they don’t leave organizations.
