Does open feedback work in enterprises? Absolutely. It just requires preparation, education and a little courage. But then, so do most good things…
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.
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.
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.
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.
“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.
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.
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....
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.
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.
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.
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.
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.
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.
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.
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.