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Nurturing your organisational culture |
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Written by EBO Editor
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Thursday, 04 February 2010 08:58 |
In an article on on Deccan Herald by Rajiv Nambiar the following questions are proposed, ‘What is the culture of the organisation?’ A familiar question with a, seemingly harmless disposition. But is it? Is there an underlying tension in the mind of this executive exploring a career option with another employer? Is there an implication on the employer?
The thought provoking article explores a range of options to nurture your organisational culture - which is arguably the most critical attribute of your employer brand!
Nambiar concludes, "Bottom-line, organisation culture has to be designed, managed, periodically calibrated and overhauled. It is too serious to be outsourced to the HR Department or anyone else. And, it is more than some statistics thrown up by a regular ‘best employer survey’. And of course, construction of culture begins at the top, in the CEO’s office!"
To read the full article please click here>
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Employee Engagement. What's a leader to do? |
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Written by EBO Editor
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Friday, 29 January 2010 07:00 |
The original article was posted on VOCII
For quite some time now the employer/employee relationships have been deteriorating. But there are bright spots that have emerged from this dark recession. Employee engagement is starting to look different and leaders are beginning to understand that it's no longer a warm and fuzzy, it's an absolute necessity to catapult their business and drive results.
The reasons are obvious. Progressive leaders recognize that an engaged workforce leads to an engaged customer and that leads to increased profits and better business results.
The question is where to start and how to identify the drivers of employee engagement.
A new approach to employee engagement
Rather than devising employee engagement surveys that measure attitudes and opinions about the company, how about developing questions that reveal what sort of people thrive in your organization and what motivates them?
Experts like Octavius Black, founder and managing director of the Mind Gym, say viewing employee engagement from a customer-centric focus helps employers understand what drives and motivates employees and therefore, changes the way companies communicate with workers.
As companies begin to grasp the drivers and motivators of the employee base, internal communications strategies begin to look more like external marketing strategies. In many cases this will require increased collaboration between human resources, marketing and communications to develop in-depth qualitative and quantitative methods that tap into the hearts and minds of the employees. –LISTEN.
What can leaders do to help employees contribute to business success?
Close the trust gap.
If employees cannot or do not trust that company leaders will do what they say they will do, it's difficult to get employees to engage in the business goals. And this is a two way street because employees have to believe that leadership trusts them to do their jobs.
How well managers communicate to employees determines the level of trust and integrity, which can pay huge dividends. Without trust, companies get what The Speed of Trust author, Stephen M. R. Covey, calls “The Trust Tax.” Companies pay when leaders don’t ‘walk the talk.’ –LEAD BY EXAMPLE.
To Brand is Not to advertise
Brand and culture play a big role in employee engagement. When it comes to the brand, many companies have long perceived it as a marketing or advertising campaign. Perhaps some of that misperception lies at the feet of advertising agencies that perpetuated that myth.
In reality, the brand culture of a company embodies the very essence of the organization. It speaks directly to the fundamental fabric of a company and must start on the inside with the employees before it comes to life externally. –KEEP IT REAL.
How does this tie to employee engagement?
When employees understand the brand behaviors, employees are more likely to make a commitment to living the brand behaviors and actually doing what is expected of them in their roles. –SHOW THEM HOW.
What are leaders doing to drive engagement in their companies?
Recognition and rewards have long been a short-term method implemented by companies to drive employee engagement. But for the most part, these have not proven to be effective because they failed to integrate the fundamental measures of performance and examples of ‘how’ to drive business success. Furthermore, they did not align employee behaviors to company strategies. –IT'S TIME TO GET RESULTS.
Vocii helps companies align employee behaviors with company values and business goals. Our solutions helps companies demonstrate the ‘HOW’ to employees and therefore drive engagement through examples of on brand behavior. This has lead to an 85% participation rate among employees not to mention high praise for leaders who are opening the lines of communication at all levels of the organization.
What are you doing within your organization to drive engagement and on brand behaviors?
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People-Centered Leaders = Outstanding Leadership |
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Written by EBO Editor
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Monday, 18 January 2010 08:44 |
Workforce Foundation has just released the results of a two-year qualitative study on the principles of outstanding leadership has just been released. The research uncovered that there are clear differences between good and outstanding leadership.
What do outstanding leaders do differently? They:
- Convey a greater depth and higher purpose when talking about the vision, seeing it as a clarion call which affects both the employees’ commitment and engagement.
- Understood how trust, respect and honest combined to create the conditions for exceptional performance. As well, they understood their role in creating these conditions and were careful to be consistent.
- Were more likely to maintain and build trust in response to failure, focusing on what the individual had achieved and how they could grow from the experience.
- Create environments that foster team spirit and engagement through team bonding, removing hierarchy, forming deep relationships and co-creating plans rather than making decisions and simply asking people what they thought.
The research was then condensed into three principles of outstanding leadership:
- They think and act systematically.
- They see people as the route to performance.
- They are self-confident without being arrogant.
The research confirms a belief that truly “people-centered leadership leads to more effective performance. |
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Some insights into how Cisco's CEO is influencing their employer brand |
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Written by EBO Editor
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Tuesday, 04 August 2009 12:16 |
Companies have to undergo a "near-death experience" before they can really reach their potential, says Cisco Systems CEO John T. Chambers, citing a lesson he learned from Jack Welch. Chambers shares tips for keeping cool during a crisis, as well as instilling a corporate culture of candid, open communication.
To read the full article please click here
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People - Time to face the road ahead! |
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Written by Ken Wood
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Sunday, 02 August 2009 11:26 |
The recent announcement by the Federal Treasurer Wayne Swan flanked by our beaming Prime Minister Kevin Rudd, that Australia had, at least for the moment, escaped going into recession was greeted in some quarters with hysteria.
A considerable number of political, business and economic commentators doubt the wisdom of the much reported statement, saying it was far too premature; they may have a point given the fluctuation of data coming about economy. The truth is we are all flaying our arms in the air searching for that 64,000 dollar answer.
Taking a wider perspective it tells us much about today’s society and how we constantly clamour for instant answers to the most complex of problems. Sadly as we now know, solving this particular conundrum cannot be consigned to the quick fix basket. We need to consider major structural adjustments if we are to learn anything from this fiasco.
Parallel to our current predicament there is the issue of attracting and retaining motivated, engaged and productive people. |
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