America is at a new frontier when it comes to diversity. The nation has its first African-American president, and more and more women hold positions of corporate power. With the click of a mouse, we can connect and collaborate with practically anyone anywhere, thanks to the Internet. We are more likely to come into contact with people unlike ourselves than ever before, and in every aspect of our lives.
Ask someone what's good about diversity, and you'll likely be told that it's beneficial because different people bring different perspectives to discussions. Today's executives may wonder: Is there really something of value to get from all this diversity?
We often bring outsiders, socially distinct newcomers, into our organizational groups in hopes of introducing new perspectives. We tolerate these outsiders because we understand that people with different cultural, gender and national backgrounds will, with contrasting experiences behind them, offer differing perspectives and opinions about any given problem. We're likely to assume that a black manager and a white manager working together on a problem will come up with divergent ways to solve the problem.
Such assumptions have implications that we tend not to think deeply about. The first is that when individuals work together in a group, any unexpected perspectives will come from the people who are different. The black person in a group of whites, or the marketing person in a group of engineers, will bring forward a different point of view that the group can benefit from. A second and even more important implication is that people who appear to be similar to each other, such as two middle-aged white men, will share the same views. But is it really sensible to assume that all superficially alike people think alike?
Of course not all people who look alike think alike, and not all people who look different disagree. And the benefit of diversity does not principally come from people who are "different" offering "different" perspectives. Katherine Phillips recently published research with co-authors Katie Liljenquist of Brigham Young University's Marriott School of Management and Margaret Neale of the Stanford Graduate School of Business, that found that members of a social majority are more likely to voice unique perspectives and critically review task-relevant information when there is more social diversity present than when there is not. Moreover, this is true even when the people who are "different" don't express any unique perspectives themselves. Our research suggests that the mere presence of social diversity makes people with independent points of view more willing to voice those points of view, and others more willing to listen.
When anyone in a group has perspectives, opinions or information that vary from the consensus, our research suggests, the mere presence of social diversity will make them express, and others consider, those perspectives in a way that benefits the group.
Whether trying to solve murder mysteries, develop new products, enter new markets or overhaul work processes, employees in organizations work harder when diversity is present, and a little bit more hard work is exactly what we need in corporate America. So as you think about diversity and its effects in organizations during this tough economic time, recognize that the most robust practical value of diversity is that it challenges everyone in an organization. We are more thoughtful, and we recognize and utilize more of the information that we have at our disposal, when diversity is present. That is diversity's true value. Click here to read the full article.
Tuesday, July 6, 2010
Thursday, July 1, 2010
A few tips for high employee retention
It’s been an employer’s world for awhile now. Employee retention, especially of key talent, has not been a strong focus for the last two years because most employees held tight to their jobs due to economic uncertainty. However, the numbers are beginning to improve and employment experts expect that larger numbers of employees will start seeking new opportunities. Employee retention saves money and protects the morale of the entire company. What can you do to retain your key players?
Understand employee motivation. I’ve talked about it at length here and here, but know this one thing: keeping employees satisfied is not all about money and fringe benefits.
Maintain an open door policy. A significant number of employees cite their direct supervisor as the reason they are leaving their positions. Employees need to have the freedom to discuss supervisory issues without repercussions.
Be careful that you don’t inadvertently punish employees for loyalty. Pay inequity tends to punish the most senior employees because raises haven’t kept up with the external market. New hires often make more, particularly in larger companies, than their loyal, well-trained counterparts. And despite confidentiality agreements, employees DO talk. Review salaries frequently and keep your most valuable employees fairly rewarded.
Watch the micromanagement. One of the key motivators for employees is autonomy. Once well-trained, give them the leeway to perform on their own and to sometimes fail. Often more is learned from failure than training. Employee retention improves the more employees are left to manage their own performance.
Grow a solutions-oriented culture. If employees come to you with complaints about people or processes, always ask them how they would handle the situation. This does three things: it empowers the employee to take a more positive, solutions-based approach, it acknowledges the importance of the employee’s opinion AND it can give you real tools with which to work. A culture where employees are made to feel like they have a role in improving the workplace also improves employee retention.
Understand employee motivation. I’ve talked about it at length here and here, but know this one thing: keeping employees satisfied is not all about money and fringe benefits.
Maintain an open door policy. A significant number of employees cite their direct supervisor as the reason they are leaving their positions. Employees need to have the freedom to discuss supervisory issues without repercussions.
Be careful that you don’t inadvertently punish employees for loyalty. Pay inequity tends to punish the most senior employees because raises haven’t kept up with the external market. New hires often make more, particularly in larger companies, than their loyal, well-trained counterparts. And despite confidentiality agreements, employees DO talk. Review salaries frequently and keep your most valuable employees fairly rewarded.
Watch the micromanagement. One of the key motivators for employees is autonomy. Once well-trained, give them the leeway to perform on their own and to sometimes fail. Often more is learned from failure than training. Employee retention improves the more employees are left to manage their own performance.
Grow a solutions-oriented culture. If employees come to you with complaints about people or processes, always ask them how they would handle the situation. This does three things: it empowers the employee to take a more positive, solutions-based approach, it acknowledges the importance of the employee’s opinion AND it can give you real tools with which to work. A culture where employees are made to feel like they have a role in improving the workplace also improves employee retention.
Wednesday, June 30, 2010
Employee engagement wins again!
When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.
Over years of research and client work, we've identified a few tactics that help drive successful transformational change--any large-scale change, such as going from good to great performance, cutting costs or turning around a crisis. In a research study conducted by surveying executives from around the world, we've dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or "health."
By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.
Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mindsets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were "extremely successful" say that staff members were entirely or very able to participate in shaping those change initiatives. Click here to read the full article.
Employee engagement, as we all know, remains at the top of our list in effort to achieve true success in the workplace. I thank Derek Irvine for this quote...
“People engage with a sense of meaning, of purpose, of an understanding of fair play, of company values aligned with their personal values. The sum of all of this is your company culture.”
Over years of research and client work, we've identified a few tactics that help drive successful transformational change--any large-scale change, such as going from good to great performance, cutting costs or turning around a crisis. In a research study conducted by surveying executives from around the world, we've dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or "health."
By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.
Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mindsets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were "extremely successful" say that staff members were entirely or very able to participate in shaping those change initiatives. Click here to read the full article.
Employee engagement, as we all know, remains at the top of our list in effort to achieve true success in the workplace. I thank Derek Irvine for this quote...
“People engage with a sense of meaning, of purpose, of an understanding of fair play, of company values aligned with their personal values. The sum of all of this is your company culture.”
Tuesday, June 29, 2010
iPhone app to target employee engagement
The Assessment and Development Group International (ADGI), the developer of Organizational Management System, has released Interact 1.0, a new app for iPhone and iPod touch users. The program aims to help create management strategies complete with specific tactics tailored to each employee’s motivation, talents, and worldview.
The application functions by stratifying reports for each employee which include the talents the person seeks to use on the job, the person’s work environment preferences and needs, and the specific management behaviors that will work most successfully with the employee’s motivation and style. The management behaviors are generated through the app’s comparative analysis of the traits and behavioral styles of the manager and each employee.
People seek to be understood for who they are and what they can contribute. By introducing a more objective, realistic understanding of each person along with the specific guidance and tactics to develop greater commitment and engagement with the job, Interact is a powerful personal productivity tool leading to higher performing, more satisfied employees who stay longer. Click here to read the full article.
What do you think? Can an iPhone application really hold its own when it comes down to employee engagement?
The application functions by stratifying reports for each employee which include the talents the person seeks to use on the job, the person’s work environment preferences and needs, and the specific management behaviors that will work most successfully with the employee’s motivation and style. The management behaviors are generated through the app’s comparative analysis of the traits and behavioral styles of the manager and each employee.
People seek to be understood for who they are and what they can contribute. By introducing a more objective, realistic understanding of each person along with the specific guidance and tactics to develop greater commitment and engagement with the job, Interact is a powerful personal productivity tool leading to higher performing, more satisfied employees who stay longer. Click here to read the full article.
What do you think? Can an iPhone application really hold its own when it comes down to employee engagement?
Monday, June 28, 2010
Strong corporate culture 'can benefit firms'
Firms which develop a strong corporate culture can gain competitive advantages over their rivals, it has been suggested.
Writing on Emirates Business 24/7, Jeffrey Saltzman recommended that companies attempt to create an environment where workers feel rewarded, valued and developed, which may interest those running employee recognition schemes.
He explained that this can allow businesses to gain strength from their workforce, which could be more loyal and productive because of the support offered by employers.
Mr Saltzman also advised firms to communicate their corporate culture and values to their workers.
"Organizations that clearly define who they are and what they expect from those inside the organization are the ones that excel in using corporate culture to their advantage," he wrote in the article. Click here to read the full article.
Writing on Emirates Business 24/7, Jeffrey Saltzman recommended that companies attempt to create an environment where workers feel rewarded, valued and developed, which may interest those running employee recognition schemes.
He explained that this can allow businesses to gain strength from their workforce, which could be more loyal and productive because of the support offered by employers.
Mr Saltzman also advised firms to communicate their corporate culture and values to their workers.
"Organizations that clearly define who they are and what they expect from those inside the organization are the ones that excel in using corporate culture to their advantage," he wrote in the article. Click here to read the full article.
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