Are We Managing Talent or Stifling It?
By Bob McKenzie
Getting the Most Out of Employees
By Ben Baldwin
Instincts Trump Intention
By Bob Davies
Justifying Pay
By Chris Crawford and Josh Henke
Are We Managing Talent or Stifling It?
By Bob McKenzie
Getting the Most Out of Employees
By Ben Baldwin
Instincts Trump Intention
By Bob Davies
Justifying Pay
By Chris Crawford and Josh Henke
For employers considering short or long term disability plans, there are a great many decisions to be made about plan design, funding and administration. Should benefits be insured, should employees contribute to the cost of benefits, and, if the employer is going to self-insure benefits, how will these be funded and administered?
Not all pay is justifiable. There are a number of examples in corporate America where people still shake their head in disbelief.
I was listening to a manager describe an employee’s performance short-comings. The description clearly indicated that the performance was sub-par. “How long has this been going on with your employee?” I asked. The response was, “ever since we hired him 10 years ago!” It was obvious to me that appropriate steps should have been taken long before.
An evolution in employment is now underway as retiring baby boomers are replaced with fickle Millennials who expect collaboration and life balance in their career choice. These job candidates have seen their parents’ work sacrifices and loyalty repaid with layoffs, pay cuts, longer work hours and job uncertainty.
Countless staff members have been exposed to team building sessions gone awry. Some describe outdoor challenges designed to build trust that only served to embarrass those on the team who were not physically agile. Others have recounted incidents of poorly designed critical feedback activities resulting in hurt feelings and damaged relationships. Many have concluded that the activities had nothing to do with the work their group was actually doing. Bad experiences like these have resulted in widespread cynicism, which may be why your staff cringes when you mention “team building.”
If you talk to most organizations about what happens once they receive their data from their employee engagement survey, they will tell you either...
In this current business climate, it’s important to hire the right person. Too often, we are quick to “fill the empty seat” thinking that productivity (and profits) will be lost. However, this approach has many disadvantages; taking the time to hire the right person is much more beneficial to your bottom line. In the following sections, I have outlined a six step process to help you patiently hire and know when to decisively fire.
My programs are based on scientific principles and the best practices of top performers. The core behavioral principle that I teach is an intervention to the limitations of human nature. The limitation that I am referring to is that instincts trump intentions.
As a business owner, one of the most important parts of my business is my staff; the hard-working people who challenge me to be the best leader I can be and who drive the company to new levels of success. While developing an environment that encourages employee growth and happiness, I’ve come across a few rules to work by that help me keep things running.
It is not surprising to hear of colleagues who have been on corporate training events which could either have been skill based (e.g. project management training, sales workshops, etc.) or more generic team building events. The latter could involve teams being taken camping, white water rafting or even paint balling. Coined as team building, experiential learning, outward bound training (OBT), outward bound management development, outward bound leadership development, etc. these training courses have been met with either enthusiasm, skepticism and more recently criticism by participants, organizations and the general public.