Team Human Capital explores the core aspects of the Human Capital concept: Attitude, Belief, Investment, Evidence, and Return. 6 steps to resolve conflict. (MoneyWatch) COMMENTARY Yesterday a good friend of mine called me in tears. She said she had a very upsetting interaction with someone she had known for many years and didn't know what to do about it. Our conversation during those first few minutes was dominated by a flurry of emotions. Based on my experience coaching couples to resolve their financial disagreements, my master's education in clinical psychology, and my life coach experience with Robbins-Madanes Coach Training, I've distilled a few key steps that may not resolve every conflict, but will certainly help to improve communications. Here is the six-step process I followed with her: 1.
Drill down. 2. 3. 4. 5. 6. I went through this process with my friend, and while she is still hurt and affected by what happened, she has a greater understanding of the other person's "side" and is actively doing what she has control over to get it resolved. . © 2012 CBS Interactive Inc.. Myths of HR Metrics: The Obstacles to a Human Capital Decision Science - i4cp. I've always been a math geek. My father, who was a math and science teacher, actually started me on algebra when I was in kindergarten, calling our little exercises "number puzzles. " And, after years of preparing me for a career in the sciences or engineering, he listened eagerly when I came home for winter break in my sophomore year of college to announce that I had found the profession to which I was ready to devote my life. While my dad has always been proud of me and unequivocally supportive, he couldn't disguise his disappointment when I said the words "Human Resources.
" It's sad to say that parents don't typically dream of a future for their children that includes them working in HR, but I genuinely believed (and continue to believe) that the mission of HR was to help to demonstrate that employees really are the "most important asset of the company. " In this article I'd like to focus on two of these myths: Myth #2: Predictive analytics are evidence-based.
Sadly, she was right. How to Motivate People: Skip the Bonus and Give Them a Real Project. Science has managed to reveal some crazy things that fly in the face of almost every commonly accepted management practice. Here's the latest: Rewards for top performers lead them to worse performance. And if you want to foster innovation, bonuses won't work either. Rather, it's all about letting people slip from under line management and strike out on their own, on projects they care about. Dan Pink lays all that out in this new video, which illustrates a talk he gave at the RSA (a kind of British version of TED): Wild stuff, and all the more unsettling because of the current mess on Wall Street.
The fact that science has also created a new vision for workplace performance--fueled less by management and more by individual goals--is shocking. Pink tackles those themes at length in Drive: The Surprising Truth About What Motivates Us. Strengths-Based Goal Setting. Whether the economy is good or bad, most organizations are constantly looking for ways to increase productivity. For managers who are looking to do more with less, a key first step is for them to know their employees individually. This helps managers position workers for success, motivate them, and keep them focused on actions that are essential for the continued health of the organization.
Employees who intentionally apply their strengths to their work increase the odds of their success. But it's difficult for managers to do any of this if they are not attuned to the strengths of the people on their team. And it's just as difficult for workers to use their strengths if their managers don't understand, appreciate, or maximize those strengths. Knowing what's expected Of the millions of employees Gallup has surveyed, just over half have a clear understanding of what's expected of them when they show up to work every day. 1. 2.
Identifying strengths Learning about strengths is a journey. What Great Companies Know About Culture - Deidre H. Campbell. By Deidre H. Campbell | 12:55 PM December 14, 2011 Even in this unprecedented business environment, great leaders know they should invest in their people. Those companies who are committed to a strong workplace culture tend to perform well, and now they are featured prominently in a new ranking recently released by Great Place to Work Institute. Among the top performers on the 2011 World’s Best Multinational Companies list are culturally-strong technology companies such as Microsoft, NetApp, SAS, and Google. But is there a direct correlation between employee investment and the balance sheet? As Prof. To better understand the ROI, my company, Burson-Marsteller, teamed up with the Great Place to Work Institute to ask senior executives from top-ranked companies about the value of a positive work environment. They invest more in their employees. They’re upgrading.
They recognize that culture is critical to talent retention. They know their audience. People Are Not Your Greatest Asset - Anthony J. Bradley and Mark P. McDonald. By Anthony J. Bradley and Mark P. McDonald | 11:45 AM December 6, 2011 Many of us in business have heard the popular aphorism, “People are your greatest asset.” Some of us may even believe it.
But is this sentiment reflected in our corporate cultures and the way our leaders lead? People are not your greatest asset. So if it’s not people, what is your greatest asset? It’s how you empower your people. Social media ushers in new ways to enhance your greatest asset, because it is about empowering people to collaborate at unprecedented scale. For our book on the social organization, we studied hundreds of social media implementations and identified a set of key mass collaboration behaviors. Collective Intelligence Collective intelligence is the meaningful assembly of relatively small and incremental community contributions into a larger and coherent accumulation of knowledge. Why I Hire People Who Fail. By Jeff Stibel | 1:32 PM December 9, 2011 A few weeks ago, I wrote about avoiding social media failures.
I briefly mentioned our company’s “Failure Wall” and was surprised by the number of comments and questions I received about it. What’s the purpose? How does it work? And what other kinds of things do you do in that crazy office of yours? The failure wall was part of our efforts to create a company culture where employees can take risks without fear of reprisal. “Success is going from failure to failure without loss of enthusiasm.” – Winston Churchill“I have not failed, I’ve just found ten thousand ways that won’t work.” – Thomas Edison“Mistakes are part of the dues one pays for a full life.” – Sophia Loren One random Thursday night, I returned to our corporate headquarters afterhours with a bottle of wine and a box of acrylic paints.
In the beginning, the wall was met with surprise, curiosity and a bit of trepidation. Pay for Performance: Show Me the Money - i4cp. Michael Vick, quarterback with the Philadelphia Eagles, recently signed what is being referred to as a "$100 million, six-year contract. " Not bad for a guy just two years out of prison. If that dollar figure seems astronomical and too good to be true, that's probably because it is. Vick will most likely earn far less than the headlines suggest. So where does the $100 million figure come from? Pay for performance. You see, Mr. Vick has the potential to earn up to $100 million dollars over the course of the next six years, but some pretty extraordinary things are going to have to happen for that to occur. Sports are full of examples of pay for performance.
How about your organization? i4cp's Tying Pay to Performance study found that 91% of respondent organizations do, in fact, tie pay to performance. Pay for performance in high-performance organizations Tying pay incentives to specific goals that are aligned with corporate goals can definitely help overall organizational performance. The One Thing Your Employees Need Most | BNET. Last Updated Aug 31, 2011 7:45 AM EDT What is the difference between what an average employer provides and what a great employer provides? The answer is not higher pay, better benefits, more extensive training, or greater opportunities. The answer is dignity. At well over 40%, our city school system in Harrisonburg, Va., has the highest percentage of English as Second Language (ESL) students in the state. Two Kurdish men rent a house from us. For example, in halting English one asked where they would clean up before their lunch breaks.
As I drove away I thought, "I would never treat anyone that way. " Then, with a sinking feeling, I realized I have treated employees and peers that way. I'm guessing you have, too. Employees aren't equal. If you talk to me about a mistake I made I may be embarrassed but I will quickly forget, especially if I learn from that mistake. Dignity is a lot like trust: Once lost, it's almost impossible to recover. It's also the easiest. Related: Want To Keep (And Motivate) Your Best Employees? It's Not About The Money.
5 Rules You Should Eliminate Now | BNET. The dirty little secret of business today: there really are no agreed-upon ways of doing business anymore. Every company does everything differently, and you can't really compare them because there are no controlled experiments. So it isn't a science. But here are five very old rules that I see successful companies breaking all the time. I thought they'd give you some food for thought - unless you're already breaking all of these-- which I very much doubt. 1. Set working hours Forget 9 - 5. Try to get rid of face time. 2. 3. By the way, individuals may choose whether or not to have kids but they can't choose whether or not to have parents. 4. 5. Are there any old rules that you're breaking? Further Reading: Are You Suffering from Job Burnout? | BNET. Last Updated Jun 29, 2011 11:52 AM EDT Whether it's due to the lingering recession, job insecurity, increased workload or other factors entirely, job burnout is on the rise around the world, according to the World Economic Forum.
Job burnout isn't simply being bored or disenchanted with your work. Rather, it's the result of prolonged work stress and is characterized by exhaustion, cynicism, a lower sense of accomplishment and severely reduced productivity. Burnout can also lead to increases in stress hormones, heart disease, and mental health issues like depression. Studies on the condition have found that there are generally three types of burnout: frenetic, under-challenged, and worn-out. In the latest study published in the journal BMC Psychiatry, researchers from the University of Zaragoza in Spain identify the factors can contribute to each type of burnout and suggest possible "cures. " Frenetic burnout Related: Survey: Half of Workers Just Don’t Care | BNET.
Last Updated Jun 22, 2011 9:13 AM EDT You know those people who sit on either side of you at the department meeting every week? Chances are one of the three of you is looking for another job, or at least seriously thinking about it. And another 21 percent of your co-workers probably show little interest in their jobs, even though they aren't planning to leave. At least part of the blame can be placed at the feet of stingy compensation packages, which aren't making employees as happy as they once did. That's the news from the latest installment of Mercer's What's Working survey, which shows that from an employee point of view, not much is.
All the measures commonly used to get a bead on employee engagement have been declining over the past few years, and steadily increasing numbers of employees are looking to change jobs. First, the folks who say they're 'seriously considering leaving' their jobs: Overall, 32 percent of workers say they're ready to go. Not caring, but not leaving, either. World's Best Bosses and Coworkers | BNET.
You’ve Discovered Wrong-Doing, Now What? | BNET. Last Updated Jun 13, 2011 6:02 PM EDT You don't have to be Irish or Catholic to appreciate the work that Archbishop Diarmuid Martin is trying to do in Ireland. As Maureen Dowd reported in the New York Times, Martin is taking the pedophile priest crisis to heart and in doing so, setting an example for leaders facing scandal anywhere. Bishop Martin is leading what seems to be a one-man crusade on behalf of abuse victims. He listens and learns from them. Ireland, as Dowd reports, may be the nation suffering most from abusive acts perpetrated by priests; one in four is said to have been abused by priests at sometime in their lives.
Martin is not only using his authority as a bishop to clean up the mess but he's also personally invested himself as a man of the cloth to help the survivors come to grips with the scandal, which, as Martin notes, has ruined so many lives. From Bishop Martin, leaders can glean four lessons: Address the wrong-doing. The lesson for leaders: keep engaged. Related: 7 Things Employees Are Thinking — But Won’t Say | BNET. Last Updated Oct 20, 2011 2:43 PM EDT We all use filters, especially when we communicate with people above us in the corporate food chain.
(Show me an employee who tells his boss everything on his mind and I'll show you an employee soon to be fired.) Sometimes a little verbal restraint is a good thing, but it can keep you from understanding what employees really think -- and more importantly need. Here are 7 things employees are definitely thinking but will never say: "Give me an important task and I know you respect me...
" When you do, you'll be surprised by what you hear -- and by the relationships you'll build. Jeff Haden is a ghostwriter and speaker who has ghostwritten four Amazon #1 bestsellers.Related: Photo courtesy freedigitalphotos.net © 2011 CBS Interactive Inc.. Book Discussion: The 5 Languages of Appreciation in the Workplace - Christian Leadership Alliance. Gary Chapman and Paul White explain that empowering organizations starts by encouraging people.
Interview by W. Scott Brown Outcomes editor in chief W. Scott Brown recently interviewed Dr. Chapman has more than 30 years of counseling experience. CHAPMAN: I have wanted to write this book for a long time. WHITE: Employees and volunteers want to feel appreciated at work. Leaders and supervisors are concerned about their people. CHAPMAN: We're hoping this will do for workplace relationships what has done for marriages and families. WHITE: My hopes for this book are that it will become a tool and a resource that virtually any organization can use to create a positive work environment, and that it will actually help appreciation to become an ongoing, living part of an organization's culture. CHAPMAN: I gave a lecture to a large Christian parachurch organization on this concept. {*style:<b>Do ministries face unique challenges in this regard? </b>*} CHAPMAN: It has to be individualized. A Blueprint for Better Workplaces - Christian Leadership Alliance.
Home :: Global Learning Resources. Why People Leave Organizations – and 4 Things They Want if They Stay. Saratoga: Workforce measurement & employee engagement. What Do Employees Really Want? The Perception vs. The Reality - Center for Effective Organizations. What to Do When an Employee Crosses a Line | BNET.