Going the extra mile
Most organisational leaders agree that achieving success requires the active and willing participation of people throughout the organisation. However, the actions of their managers and culture of their organisations may be discouraging employees from doing so.
Finding and keeping the right people - with the right skills and in the right places around the world - presents unique challenges for organisations. Engaging those people to voluntarily deliver maximum effort in key strategic areas adds another dimension to the challenge. But you can’t just order people to come up with new ideas or to be more cost-conscious or more productive. They need to care about the organisation and be personally committed to its success. However, at a time when organisations are relying more than ever on their workforces, a new global survey by Towers Perrin finds that only one in seven employees worldwide are fully engaged with their work.
The Global Workforce Study, by consultants Towers Perrin, found that while many people are eager to contribute more at work, the actions of their managers and culture of their organisations may be discouraging them from doing so. It shows that there is a vast, and largely untapped, reserve of employee performance potential. The situation has organisations worldwide seeking to answer the question: How do we engage our workers and tap into this reserve?
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Finding and keeping the right people - with the right skills and in the right places around the world - presents unique challenges for organisations. Engaging those people to voluntarily deliver maximum effort in key strategic areas adds another dimension to the challenge. But you can’t just order people to come up with new ideas or to be more cost-conscious or more productive. They need to care about the organisation and be personally committed to its success. However, at a time when organisations are relying more than ever on their workforces, a new global survey by Towers Perrin finds that only one in seven employees worldwide are fully engaged with their work.
The Global Workforce Study, by consultants Towers Perrin, found that while many people are eager to contribute more at work, the actions of their managers and culture of their organisations may be discouraging them from doing so. It shows that there is a vast, and largely untapped, reserve of employee performance potential. The situation has organisations worldwide seeking to answer the question: How do we engage our workers and tap into this reserve?
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Staff development is the weapon of choice
Organisations are turning their attention to retention, rather than recruitment in the current economic climate. Yet many employers don’t have a formal resourcing strategy in place.
Employers are choosing to focus on retention rather than recruitment in response to current resourcing issues, finds the Chartered Institute of Personnel and Development's (CIPD) Recruitment, Retention and Turnover survey. This year's report revealed that 73% of organisations find a lack of necessary specialist skills remains the key resourcing challenge, whilst 56% of employers are tackling this by concentrating on retention strategies such as training and career development opportunities - with 75% of employers saying that 'additional training to allow internal staff to fill posts' was the most effective recruitment initiative.
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Employers are choosing to focus on retention rather than recruitment in response to current resourcing issues, finds the Chartered Institute of Personnel and Development's (CIPD) Recruitment, Retention and Turnover survey. This year's report revealed that 73% of organisations find a lack of necessary specialist skills remains the key resourcing challenge, whilst 56% of employers are tackling this by concentrating on retention strategies such as training and career development opportunities - with 75% of employers saying that 'additional training to allow internal staff to fill posts' was the most effective recruitment initiative.
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Reinventing HR
One would think the HR department would be a key player in most organizations: gathering and disseminating information about talent, helping to develop and implement strategy and developing practices and systems that motivate individual employees to ever-higher levels of performance. This is not the case.
Too often, the HR department essentially is an administrative function, handling payroll, benefits processing and formal training programs. Even HR departments that conduct regular employee attitude surveys and do talent assessments frequently have limited connections to the development and implementation of their organizations' business strategies.
As a result, an enormous opportunity exists for the leaders of HR functions to enhance their departments' roles. This is especially true in human capital (HC)-centric organizations whose strategies require that talent provides a competitive advantage. In these organizations, the need exists for a function that makes it a priority to develop and integrate all the elements of organizing and managing talent into a coordinated approach that fits the business strategy.
What is needed is an HR function that combines administration with expertise in human capital management and organizational effectiveness.
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Too often, the HR department essentially is an administrative function, handling payroll, benefits processing and formal training programs. Even HR departments that conduct regular employee attitude surveys and do talent assessments frequently have limited connections to the development and implementation of their organizations' business strategies.
As a result, an enormous opportunity exists for the leaders of HR functions to enhance their departments' roles. This is especially true in human capital (HC)-centric organizations whose strategies require that talent provides a competitive advantage. In these organizations, the need exists for a function that makes it a priority to develop and integrate all the elements of organizing and managing talent into a coordinated approach that fits the business strategy.
What is needed is an HR function that combines administration with expertise in human capital management and organizational effectiveness.
read more >>
You can't buy commitment
As far as many employers are concerned, one sure-fire way to boost the commitment and contentment of their staff is simply to pay them more money. But according to 2 new studies from the Journal of Psychology and the London school of Economics, this could actually have precisely the opposite effect.
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The engaged difference
When people are involved in something they're passionate about, they don't notice time passing. They are acutely aware of what is transpiring, keenly focused on what is currently going on and contemplating the "what ifs" of what may happen next. But to be honest, few people behave this way on the job.
People want to be written into the story, to know that what they do really makes a difference. It's a feeling that says, "If I'm there, I'm part of the story — it's different because I was there." A sense of validation arises when people feel that they truly belong — that they "fit," they're accepted, they're one of the group.
To attract and retain the best people, businesses need to position themselves in such a way that new people, as well as veterans, can connect to the big picture meaning of their work. By effectively doing this, people don't just work at a job — they join a movement. When businesses can do this, they can not only attract and retain people but can turn them into fans of their organizations — fans who want to join their team and become its greatest cheerleaders.
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People want to be written into the story, to know that what they do really makes a difference. It's a feeling that says, "If I'm there, I'm part of the story — it's different because I was there." A sense of validation arises when people feel that they truly belong — that they "fit," they're accepted, they're one of the group.
To attract and retain the best people, businesses need to position themselves in such a way that new people, as well as veterans, can connect to the big picture meaning of their work. By effectively doing this, people don't just work at a job — they join a movement. When businesses can do this, they can not only attract and retain people but can turn them into fans of their organizations — fans who want to join their team and become its greatest cheerleaders.
read more >>
