How Google Became the #3 Most Valuable Firm by Using People Analytics to Reinvent HR. Google has the only HR function on the planet that is managed based on “people analytics” Larry Page — the CEO If you haven’t seen it in the news, after its stock price broke the $800 barrier, Google moved into the No. 3 position among the most valuable firms in the world.
Google is clearly the youngest firm among the leaders; it has surprisingly been less than a decade since Google’s IPO. Most on the top 20 market cap list could be accurately described as “old school,” because most can attribute their success to being nearly half a century old, having a long established product brand, or through great acquisitions. Google’s market success can instead be attributed to what can only be labeled as extraordinary people management practices that result from its use of “people analytics.” Continuous Innovation Requires a New Kind of People Management “New path” firms dominate by producing continuous innovation. Why Firms Need to Shift to Data-based People Management Decisions Final Thoughts.
Stop these ‘worst practices’ that drive employees crazy. Are You Really Serious About Improving Employee Morale? One of the questions I’m most frequently asked is “How can we improve morale?”
Because morale affects every aspect of a company’s competitive advantage, it is a critical question to ask. Business objectives that relate to your company’s success, such as increasing quality, productivity, and customer loyalty, while reducing turnover, absenteeism, and safety related costs, are all influenced by employee morale. In difficult times like the ones we are facing, when many employees are anxious and overwhelmed, it is more important than ever to know how to keep employee morale high and employees engaged — despite what’s going on in the world. Knowing this will help you combat the negativity that can drag down a workforce and make it less productive, less capable of providing great customer service, and less adaptable to change.
Therefore, keeping employee morale high should be on every manager’s radar screen, and knowing how to do so a central part of their skill set. It won’t. What does? Goodies and Gimmicks Won’t Get You a High-Performing Workforce. A while back, I was doing a public program on how to keep employee morale high and shared my “Forget the Goodies, Gimmicks, and Gala Events Approach to Building Employee Morale” maxim.
I’ll talk a little about that here, but if you want to read a more in-depth riff (rant?) On it, go to Are You REALLY Serious About Improving Morale? After I shared my thoughts about the all-too-common Goodies, Gimmicks, and Gala Events approach to morale and engagement and why it’s such a huge mistake, an HR manager raised her hand and shared her experience with this approach.
Each year, her employer spends about $20 per employee on a Christmas gift (this was before the PC Police starting trying to make people pariahs for using the world Christmas). They have about 3,000 employees, so this was a $60,000 per year expenditure. An all-too-familiar story She said how one year the gift was a plush beach towel and the previous year’s gift was a really nice picnic basket. 3 things you can do. Millennials on the Job: All They Really Want Is a Little Appreciation. Do Millennials care about “length of service” recognition?
I can hear you saying no. But you’re wrong. A study conducted by the Center for Creative Leadership in San Diego found Millennial employees have about the same level of organizational commitment as other generations. And there’s even better news from the Bureau of Labor Statistics. A recent study found employees are staying longer with their current employer than they have in nearly 15 years.
Millennials want engaging, meaningful work Add an effective career achievement program, where employees are rewarded for their years of service, and that number jumps to 6.7 years. But being pegged as a job-hopping generation isn’t the only myth surrounding Millennials. Welcome to Forbes. Management Is (Still) Not Leadership - John Kotter.
By John P.
Kotter | 11:00 AM January 9, 2013 A few weeks ago, the BBC asked me to come in for a radio interview. They told me they wanted to talk about effective leadership — China had just elevated Xi Jinping to the role of Communist Party leader; General David Petraeus had stepped down from his post at the CIA a few days earlier; the BBC itself was wading through a leadership scandal of its own — but the conversation quickly veered, as these things often do, into a discussion about how individuals can keep large, complex, unwieldy organizations operating reliably and efficiently. That’s not leadership, I explained. That’s management — and the two are radically different. In more than four decades of studying businesses and consulting to organizations on how to implement new strategies, I can’t tell you how many times I’ve heard people use the words “leadership” and “management” synonymously, and it drives me crazy every time.
Leadership is entirely different.