“Using emotional intelligence and showing deep human respect for employees is key. Without that, your IQ, occupational knowledge, and educational degrees mean little to employees.” Kate Nasser As a fellow advocate for an engaging and respectful workplace, I’ve been following Kate on social media for a while. That’s why I was thrilled to read her terrific new
“Companies are in a talent war. It’s a race to get the best candidates quickly since unemployment rates are lower than they’ve been in years.” “The days of employees being thankful just to have a job are over and likely will not return for a while. Instead, the onus is on employers to cultivate and
That’s the message some people in executive and management positions send their employees. I’ve heard this many times, and here’s how it plays out. New employees starting with a company are likely to receive a fair amount of attention through orientation and on-boarding. This attention wanes, however, the longer employees are on the job. From
Workplace engagement is a both a responsibility and choice shared by employees and employers: Employees are responsible for their own engagement in that they choose to show up in their jobs ready, willing, and able to do their best work, and Employers are responsible for choosing to foster an engaging workplace where employees are enabled
“Mission matters. The people behind the mission also matter, and their passion for the mission can never be taken for granted.” [from Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits.] This is why engaging
The Reorganization by David Zinger They moved us, yet we were not moved. They changed us, yet we remained the same. Boxes on pyramidal charts yanked off the shelf like Cheerios from a grocery store. They morphed us into a matrix. Duties reassigned as we searched for our coffee mug that failed to move with us.
New employees are easy to engage given the fair amount of attention they receive at the outset. They’re likely to be welcomed with open arms and treated to meetings with executives who explain the company’s mission, vision and goals; reinforce their value to the company; and introduce them to their respective departments to meet their managers
When it comes to management and organizational dysfunction, there’s little that surprises me anymore. Asking a colleague about work, I got this description of the company’s new president: “I know all about his first marriage, his second marriage, his grandchildren, etc., but he doesn’t know anything about me. He dominates executive meetings with his talking
[Note: This post first appeared on myHR Blog and is shared with permission from Tina Hamilton, PHR, founder of myHRPartner, an HR outsourcing firm. Tina is a well-respected business professional who is frequently quoted in the national media on HR-related issues in the workplace, and I’m proud to know her as a colleague and friend. To learn
I had an interesting discussion with a colleague who manages an internal service department for a medium-sized organization. She’s a supportive manager whose team takes pride in providing quality service to internal clients. However, she finds it a challenge to keep her employees at the top of their game when some internal clients are unappreciative