Practically overnight the vast majority of office workers became remote workers when social distancing measures put in place in March to slow the spread of the Covid-19 virus dramatically changed the way we go about our days. If that was you, over the last several months, you have had a taste of the long-touted benefits of remote work—no commute (a savings of nearly an hour a day for the average American plus the cost of commuting) and flexibility. You may also be wrestling with the challenges of blurred lines between company time and personal time, and how to effectively collaborate with colleagues who are no longer down the hall.
If you want to boost employee engagement, consider going back to the basics. Begin by answering this question: What promises should I make to the people I am responsible for leading?
Much has been written about America’s loneliness epidemic, including in the workplace. The word “loneliness” in the work context is a misnomer. It doesn’t capture the whole story.
Join me on May 30, 2018, for a complimentary webinar hosted by Terryberry. We’ll discuss why people and organizations need Connection Cultures to thrive and share practical ways to that you can begin to connect with others.
Does your organization have the data capture and practices in place to develop engaged employees from the time they are recruited through onboarding and ongoing training? Has your organization identified “moments of truth” in the employee experience that make or break employee engagement?
At the ATD TalentNext Conference, I’ll share how to develop employee experience paths that address the needs and desires of different employee segments using frameworks and metrics used by marketing professionals.
Register for the conference today and save 30% with the code TALENTNEXT30.
In June of 2000, the combative Durk Jager resigned as CEO of Procter & Gamble after a tenure that had lasted only seventeen months. When he left P&G, its stock had declined 50 percent, it had lost $320 million in the most recent quarter, half of its brands were losing market share, and the firm was struggling with morale problems.
The prevalence and extreme nature of star systems in organizations today contribute to widespread employee disconnection and disengagement, particularly among core employees.
Employees can be regarded as stars, core employees, or strugglers. Stars are superior performers. They are either a part of senior management or on track to move up the organization’s hierarchy. Core employees are valuable contributors but not stars. Strugglers perform poorly, some for temporary reasons and others because they may not fit well in their roles or with the organization.
Don’t miss Dr. Todd Hall’s webinar tomorrow titled “How to Beat Stress and Elevate Engagement.” See details and signup here.
An old fad is making a comeback: the “brutally honest workplace.” From my vantage point, interacting with your colleagues using “radical candor” or “radical transparency” is a subtle—and sometimes not so subtle—form of verbal assault that seems to be spreading, given the success of firms like Bridgewater Associates, and contributing to the rise of incivility and insensitivity today. Proponents of this approach sometimes say that offering constructive criticism should come from a caring mindset but, from what I’ve seen, it merely gives the arrogant and the bullies permission to verbally attack others in the name of honesty. Fortunately, recent research shows the foolishness of this approach (in fact, even mild expressions of rudeness have been shown to impair team performance).
“Connection Culture Discussion on TotalPicture Radio”
by Peter Clayton and Michael Stallard
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Employee engagement has been a glaring and expensive problem for years, costing companies billions of dollars in lost productivity and employee turnover. I discuss this and other workplace issues with Peter Clayton, host of the Leadership Channel podcast on TotalPicture Radio.