“Engagement may have been optional in the past, but it’s pretty much the whole game today.” Gary Hamel
I recently read about a Forrester Research report on employee engagement (or the lack thereof). It was based on round-table discussions with 40 senior managers from different companies.
The report noted that constant work and communication are two keys to maintaining employee engagement. However, the report also advised employers to “minimize the increased pressure at work.”
I assume that the basis for the recommendation for constant work is the idea that employees who are always busy either are engaged or have no time to become disengaged.
I do wonder at the type of constant work the polled managers had in mind. … Read the rest
“Hiring people is like making friends. Pick good ones, and they’ll enrich your life. Make bad choices, and they’ll bring you down.” Jason Fried
In the past, hiring decisions were primarily based on a review of the candidates’ resumes and their references. Unfortunately, neither of those sources are completely reliable. Professional resume writers abound who can transform poor qualifications and/or experience into new and misleading statements.
With regard to references, many companies limit a reference response to simple confirmation of the candidate’s employment. In addition, unless the hiring manager knows and trusts the reference, it is possible that the current manager may speak highly of an employee that s/he wants to leave the company.
Even if the resume and/or … Read the rest
“If you align expectations with reality, you will never be disappointed.” Terrell Owens
There are many reasons why employees are unable to meet performance expectations:
- The expectation is not realistic in relation to the employee’s skills, experience or position in the decision-making hierarchy.
- The expectations are too vague.
- The time limits for the task are unrealistic.
- The manager mistakenly assumes that the employee has the necessary knowledge and resources to perform the task.
- The manager does not check to see and factor in what the employee is working on at the time and what other deadlines and projects s/he may have.
- The manager unrealistically expects the employee to work as long and as hard as the manager does.
- The manager
1. address symptoms rather than the real problem.
2. are based on insufficient or inaccurate information.
3. are made for subjective rather than objective reasons.
4. are made for the sake of expediency.
5. fix only one part of a larger problem.
6. are based on the wrong root cause.
7. are unrealistic.
8. are the wrong solutions for the real problem.
9. do not consider all of the contributing factors.
10. are beyond the scope of those who have to implement them.
11. solve the
“The best way to have a good idea is to have a lot of ideas.” Linus Pauling
Whenever there is a need to generate ideas, brainstorming inevitably comes to mind. But there is another method called SCAMPER that puts a spin on brainstorming. SCAMPER stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse.
You go down the list, using each of the words as a prompt for questions to brainstorm, when you want to come up with new ideas to develop or improve a product, process, service or even people.
As with any brainstorming session, some of the answers may not be possible or useful. However, SCAMPER provides a format that can generate more answers than … Read the rest