Managing people is a complex endeavor. Given the right combination of people, interpersonal skills, cultural dynamics and motivation, a company can create a happy, productive, engaged workforce. That kind of success doesn’t happen by accident. It takes the right executed approach.
The “360” performance review concept, when first introduced, opened up a new, fresh approach to managing. By polling an employee’s direct reports, peers and even customers, gathering diverse opinions from different perspectives, a company could gain new insight into its people.
After years in practice, though, the 360 review has revealed its flaws. People providing feedback often don’t know enough about an employee’s day-to-day work, challenges and responsibilities. As a result, comments can tend to be personality-based, as opposed to a valuable additional perspective. This feedback can even be damaging and misguided.
Disrupting the 360 Model
The first step in steering the 360 back on course is to get clear on what matters. What’s germane in a 360 review? Here are some fundamentals:
Continue reading “ReBoot the 360”
Prominent CEOs are standing up against racism, and the country is taking notice. Reactions have been overwhelmingly positive. This support has reinforced a powerful idea: that a company’s values can influence communities and the nation.
I’d like to address my fellow CEOs, and issue a Call to Action: examine your core values and engage your workforce. This is important stuff. Your company values matter in a new and exciting way: they’ve become a key component of your company’s capital. It’s an opportunity to expand awareness of what your organization stands for. Especially now, core values are essential to who you are and what you do. Your identity in the marketplace takes on new meaning.
Ask Questions and Listen
There’s power in what you stand for. CEOs, I urge you to do some soul-searching. Open up the conversation. Get people talking up and down your organization. Ask questions that can lead to growing your core values – and LISTEN to the feedback from your employees. Let your people know that you really want to hear from them. This simple exercise taps into the intellectual wealth of your workforce, and can provide you with guidance on your company’s identity.
Here are some basic questions to get the conversation started:
- What are the core ethics that you want your employees and coworkers to embrace?
- What do we want our company culture to look like? What would it feel like in the office, what would you see people doing and what would you hear them saying?
- How do we want to be perceived by our communities? What roles might we play in community leadership?
- What are some examples of outreach and service that we can provide?
- What other questions should we be asking that might be relevant to our business, and to our place in the community?
The goal is to have these conversations throughout your organization. Small teams, large teams, departments and divisions, company-wide meetings: it’s all fair game.
Be Proactive. Every company is different, and the process of discovery will lead you in your own unique direction. Take the lead in finding out what that direction is. Start the conversations and keep them going.
Continue reading “Calling All CEO’s”
Are we looking at business backward? Success is driven and measured in financial terms, but people are the heart of business. People matter most, and paradigms are changing to reflect that. New business traditions are emerging that value human factors side-by-side with financial ones. Employee satisfaction is as important as profitability.
How can success be viewed in terms of human capital rather than financial capital? Harvard Business Review poses some intriguing questions, and offers illuminating insight, in a new article on talent management.
Continue reading “Part 1: Can you afford “not” to have a people centered approach to Business?”
Every entrepreneur has at some point wished they could ‘clone’ their best team members. Faced with mounting challenges, they’ve muttered to themselves something along the lines of: “If only I could find someone else like Jane – she just gets it.”
Not literally clone Jane, but mirroring her performance and approach. The ‘chosen few’ are often just that – few. Owners prize employees who are fully engaged with the culture, committed to the mission, delivering against their goals and sharing the journey. Replicating that approach is key to scaling the business. Continue reading “Cloning your key staff”
Let’s be clear – the stories we read about institutionalized discrimination and harassment at high profile companies like Uber, are not just a failing of management, but of HR. Most of us don’t enter the HR field to protect institutions, post-rationalize actions, or build legal cases. We enter it to help people reach their potential. Sometimes we need to speak truth to power. When the time comes, how will you respond when careers, well-being, livelihoods and reputations are on the line?
Continue reading “Become an HR Rebel with a Cause at HR West 2017”
Ever had a coworker take credit for your ideas in a team meeting? You’re not alone. This behavior can be frustrating for hard-working staff who deserve recognition. Managers find it a challenge since they need objective information to differentiate between self-promoters and true achievers.
Continue reading “Separating Self-Promoters from High Achievers”
Managers are bombarded by confusing advice about the wants and needs of millennials. Already the largest working generation, the 54m Americans between 18 and 34 represent tremendous potential for organizations. They tend to be well adapted to change, technologically savvy, and poised to unleash innovation. But as a manager, how do we successfully motivate this group to maximize satisfaction and opportunity for both the individual, manager and business? Millennials want feedback, but how often and how do you know it’s constructive? How do you match a need for control with a desire for autonomy?
Continue reading “Managing Millennials – Balancing Control with Autonomy”
Welcome to the latest Options4Growth blog! We’re your go-to source for all topics related to HR compliance and so much more.
It’s easy for small and mid-sized organizations to focus so much attention on day-to-day business issues that they forget to keep tabs on an area that could be a serious and costly liability – human resources compliance. Small business owners may not have the resources to properly dedicate to all of the issues involved with human resources compliance, but it doesn’t mean they’re any less liable for them. Let’s have a look at some of the top compliance-related issues companies may face.
Continue reading “HR: 5 Human Resources Compliance Mistakes You Don’t Want to Make”
I have to say we are not in the habit of blogging, but we have a big announcement to make, hence the shout out. Options4Growth has been consistently delivering the message to our clients and our network about the importance of connecting “people” to the organization’s strategy. When employees share in the creation of their roles and responsibilities and can see the link to the company initiatives, change happens, accountability and engagement occurs.
Conceptually, this makes good sense, but how do you implement? As of last week Options4Growth has engaged on our own journey of practice what you preach. We now have our own proprietary, cloud based tool, that helps employees engage, perform and move in the same forward direction, together, toward the completion of company initiatives. Key word here is “together”.
Continue reading ““OpaConnect” Links People to Strategy”
Saturday was the second day of leading a “Mastering the Rockefeller Habits” workshop in Nairobi. The workshop was made up of working class women, many of which are entrepreneurs, looking grow their businesses. We worked again, on the normal foundation of a strong business, including defining their core values. Many of which included:
- Hard work
- Fear of God
Continue reading “Kirsti in Kenya – My Last Update from Kenya”