The more we experiment with the notion of shared leadership the more benefits we see. So much so that we are considering applying a shared leadership approach across other roles at Joyous in time.
In times of change, people look to strong leaders to provide guidance and assurance. Sending out your message of hope and confidence in the change provides a narrative that others can help to continue.
Whatever you do, ensure you have some way of encouraging staff to speak up, rather than speaking in the shadows. Change dissent is an opportunity to turn doubters into supporters: if everyone embraces it.
For most people, uncertainty elicits an emotional response - and times of organizational change, similar to changing your employer, can be some of the most uncertain experiences in our working careers.
People don’t necessarily get tired of giving feedback. They do get tired of their feedback being sucked into a vacuum, never to be seen again. When people own their feedback and are active in its resolution, they have proof of its value and are more likely to speak up in the future.
Organizations that use the ADKAR conversation set as a base for conversations about change believe that involving everyone - even from an early stage - will help people to feel more comfortable. It also allows the organization to tap into *everyone's* knowledge and ideas, which helps ensure change success.
Change is inevitable in organizations. To make sure transformation projects succeed, give your people the tools and guidance to have positive, productive conversations about change.
Only one in four people working in tech in NZ are women. I keep seeing technology businesses struggling to fix their gender diversity, but fighting over a limited pool of female tech folk to correct optics is achieving little. We need to dig deeper.
I set out on a mission to create an exceptional benefit for parents. I declared my intention to our leadership team. Not just an exceptional benefit for our parents. One that we could open source and encourage others to adopt for their future parents too. So we put our heads together and this is what we came up with.
Moving to agile in a large organisation can be a difficult shift. However, there are a few things you can do to make the process smoother.
Joyous is a feedback tool designed for regular, attributed conversations. Using Joyous in an agile context underpins the basic principles of collaboration and timely feedback, and helps to reinforce the trust equation.
The journey to Agile can be so fragile that you run the risk of actually seeing a decrease in productivity, and therefore even less value delivered to your customers than before.
When our customers first start using Joyous, they are curious about how they compare to other organisations on response rates, average scores, and Joyous adoption. However, we believe there’s only one organisation that our customers should be comparing themselves to, and that’s their own.
When organisations first start using Joyous, they are often also transitioning away from infrequent anonymous surveys. For whatever reason, participation seems to be one of two KPIs that are a major focus when using such anonymous tools.
You need to talk to your team about more than just their progress towards objectives. Talk about their learning and development. Talk about their wellbeing, the things that excite them about their work, and the things that get in the way.
When talking about work is something that happens all the time, between all kinds of people and for all kinds of reasons, then it becomes normalised. It’s just another thing we do at work, not something unexpected to be feared.
The majority of CX providers who are now stretching into EX are just looking for market expansion based on parallel tech. If you can deploy a survey for customers it's not hard to deploy a survey for employees, right? If you're a hammer, everything looks like a nail.
Jacinda's story starts, like many others, in 2020 with COVID-19 and its impacts on the business she works in: a large print company. Faced with a rapid decrease in demand, the company was forced to make some tough, fast decisions. Many of which turned out to be costly mistakes.
If you want your team to feel like they can speak up when things aren’t going well, you should build a culture that supports and encourages openness and honesty.
Firstgas Group has a serious focus on making the organisation the best place to work by building on their supportive and collaborative culture. All of which makes Joyous the perfect fit for employee feedback!
Just because people are loud doesn’t mean they’re right, or that their opinions are shared by everyone. How do you manage feedback when half your team prefers to go slow and keep quiet and the others are moving - and talking - at warp speed?
At the start of this year we decided it was time to take another look at our values. Do they still represent Joyous? Are they still how we want to act and who we want to be? And if not, what should we change to set us up for success beyond 2020?
Ensuring that leader feedback remains consistent, genuine, and thoughtful over time is your best chance to keep working people immersed in those conversations long term.
If you’re in any way worried about dealing with feedback in your teams - or you want to help other people in your organisation deal with their feedback - then this is the toolkit for you.
Douglas's People team wasn't just looking for another engagement survey. They wanted insights into the company culture, as they were also working on building Douglas's Culture of Success program.
If you think your organisation isn’t ready for open feedback yet, here’s five reasons why you’re wrong.
Leaders who value efficiency over empathy tend to sacrifice investing time in relationships with their team members. The result? Ironically, team efficiency is negatively impacted.
Resilience is the ability to adapt and recover – to bounce back – following a challenge or problem. Resilient people respond well to a changing environment, deal with obstacles and move on quickly.
You don’t have to over-think it or make a massive song and dance. Even the little things matter when you’re building and celebrating culture remotely.
This week Genesis launched Joyous, and took the opportunity to send Covid-19 check-in questions to the entire team while they're in lockdown.
The COVID-19 pandemic is creating challenges for every working person in the world. Leaders need to check in with their people regularly during this time, so what questions should they be asking?
It is very human to want the people around us to be happy - and wanting people to be happy comes much more naturally than wanting people to be engaged. Happiness is powerful.
About two years into my career as an engineering team leader I had to have a difficult conversation. Here's how I used the SCORE framework to make it simple and painless for everyone involved.
The most important problems cannot be solved alone, but by collaborating - and that collaboration should be free to stretch outside the limited walls of the corporation.
If you can figure out whose feedback you’re reading from what it says, how it’s said, or by applying basic data filters, then guess what? Your feedback isn’t anonymous.
There was a point in my career, probably 18 or 20 years or so ago, that I would have argued vehemently that creating a workplace culture that engages employees was vital to sustaining a profitable business.
Most adults own a cell phone, so it follows that most workers will have a mobile device of some kind. And we always have them close at hand.
Given the growing multi-cultural nature of today’s global business world, it is crucial to develop culturally intelligent leaders.
I’ve spent the last decade of my leadership career and my entire professional career being an out lesbian, and along the way, I’ve experienced a range of responses to who I identified as as a person.
If your notion of safety is an absence of incidents then it follows that you will focus on hazards, near-misses, and accidents.
One of the things that makes me crazy about the work of employee engagement is the sloppiness we allow around how we define and approach it.
Employee experience is everything people perceive, think, feel, do or encounter at work. If this experience is negative it can lead to poor performance, low engagement and unfavourable business results.
We’re all striving for an inclusive organisational culture. We want work to be a place where everyone feels heard, and valued, and everyone has the chance to contribute.
“It tells us that some of the things we are doing are on the right track. It’s great for our employees to be a part of that and for us it’s a great story that we can share moving forwards,”
Video is eating the world. It’s as true for companies as it is for consumers – and yes, this includes yours.
Most companies understand the value of Voice of the Customer. Voice of the Employee follows a similar philosophy. You ask employees how they feel and what you can improve.
We see it every year. Swarms of people create their New Year's resolutions with the intention of changing their lives for good. These efforts start out with high hopes and strong intentions
In December 2018 we launched a little something that's really going to help companies measure and manage employee experience and engagement.
Employee NPS (eNPS) is commonly used as a quick indicator of employee engagement because engaged (and loyal) employees are more likely to recommend their workplace.
It’s 6:30 on a Sunday morning and I’ve just tiptoed downstairs, made a coffee and sat down to write. I am Donna Jones and I flex all of the time.
Leadership style can make or break the success of an organisation, team, or project. While different leadership styles suit different situations, effective styles share one common trait – emotional intelligence
So you’ve probably heard about emotional intelligence (EQ), a key tool in a leader’s toolkit. But what have you heard of cultural intelligence (CQ)?
Many leaders are doing their best to take advantage of the employee experience movement early on by attempting to prioritise and improve EX within their organisations.
Leaders need to get results: whether revenue growth, return on sales, efficiency, profitability, employee satisfaction, or employee engagement. Quite the task! So how on earth do leaders do it?
In my inbox last week. “I always read your HR posts with interest. They are sometimes very entertaining. I do however struggle to relate them to my job....
Recently a colleague was relaying a conversation she’d had with another woman regarding how they both prefer working for male CEOs.
Mental wellbeing is a continuum. At the positive end you have flourishers. At the negative end you have languishers.
Remember when there was no easy way to access the internet and we couldn’t do our job effectively from anywhere other than our place of work? Me neither!
Sixty years ago Douglas McGregor from the MIT Sloan School of Management presented two theories of workforce motivation he named “Theory X” and “Theory Y.
People tend to associate the term _mental wellbeing_ with illnesses such as depression, schizophrenia, and bi-polar disorder. As a result, organisations tend to think it’s not relevant to everyone and shy away from addressing employee mental wellbeing.
Anyone can take an employee survey and make something of it: response rate is obvious, unhappy and engaged answers easily coded. We can chart results and turn them into reports and pretty infographics with a bare minimum of effort.
Judging by the literature being published on the information-super-highway, the new titles being bandied about on LinkedIn and the real competition for talent, it seems that Employee Experience is a "thing". Maybe even ‘the thing’ if you’re of an HR bent.
"Employees don't leave companies. Employees leave managers." How often have you heard this over the past decade? A hundred times? A thousand times?
Fairness is widely studied within academic literature, where it is known as Organisational Justice. However, it is not commonly measured within organisations themselves.
He was literally leaping up the stage stairs. “C’mon everyone, let’s get those energy levels back up!” Far too Tony Robins for this small event. “Everyone, stand up!”
All too often we hear business and public-sector leaders talk about how important their people are to their respective organisations. In fact, I suspect most who read this article would have heard phrases like “our greatest asset is our people”.
The reason I’m so bullish about the concept of employee experience design is that EX is proactively actionable, whereas traditional employee engagement practices are largely reactive.
I was curious when approached to contribute to EX Journal as usually I am banging on about diversity and inclusion. Yes, remember that?
Branding is often the sparkly part of HR. There are keynote speakers talking about it, talent acquisition experts in charge of Employer Branding departments, and loyal devotees acting like evangelical preachers while rolling out EB initiatives in company after company.
I'm not sure if I buy into the whole concept of EX. Now, I'm an idiot. But if we keep asking employers to solve problems, we perpetuate a system that always lets employees down.
There is this widely held belief by a great number of HR pros that to have true employee engagement, your employees must feel like they have meaningful work. I don’t necessarily disagree with that thought process.
Company values are often confused with company culture, but the idea that they’re the same thing is a common misconception. While a company's culture is fluid and shifts over time, its values do not. Company values are often renamed and tweaked over the years but they tend to define the principles and beliefs outlined by the founders and early crew.
Over the last five years Humankind has worked with over 400 businesses and learnt a lot about what it takes to grow. We know the ability to attract and retain the best talent underpins success.
Over the past year or so, the phrase “employee experience” has barged its way into conversations about human resources and employee engagement.
Employee experience is by definition experiential: it doesn’t exist in a vacuum. Without someone to process it, it’s not a thing. If a tree falls in a forest, etc etc. More than that, we don’t all experience the same thing the same way.
Welcome to the first article on millennial employee experience from finder.com.au Head of Talent Jamie Finnegan: part two coming soon!
Pop quiz! What’s going to be more useful to you in the long run: a high engagement survey score with a low response rate, or a low engagement score with a high response rate?
Do your people love what they do and do what they love? Are you keen to showcase and celebrate what an awesome workplace you are? If so, read on!
Employee experience is kind of a big deal, and we all know it. It might not be the future of HR (though it probably is), but it's something everyone needs to pay attention to. And while it might sound like the sort of thing that involves catered breakfasts and foosball tables, it’s significantly more complex.
How do we measure things like engagement and experience? We ask questions. But what if asking the question changes the very thing we are trying to measure? Here’s a newsflash: That’s exactly what happens.
Fairness is a thing. More of a thing than it used to be. A thing with the ability to upset elections and change voting patterns. Democracy has delivered a few well-deserved reminders of late that people really do care about fairness.
Employee engagement has become an industry centered around surveys. Companies compete on who has the best, the biggest, the most comprehensive solution – despite the fact there’s not much difference between any of them.
Communication is a spectrum. On the left is face to face. On the right is a YouTube comment section. In the middle are all manner of different ways of connecting. Bluetooth phone calls while driving.