Even though many organisations know about the 'Christmas disconnection', very few do anything proactive about it. So here are our top 3 ideas for you to act on this year...
The problem goes something like this: You've interviewed thousands of candidates... You've done this so many times, you feel like you know whether a candidate is going to be a fit within 180 seconds, so after a while you start going through the motions...
Leadership is only as good as the leader so leaders, you've got to be at your best. You owe it to yourselves to reflect, to wonder, to be selfish, and to chase your dreams. To do anything less is to doing nothing at all...
Similar to the need for positive feedback, you've got to be there to take a bullet for the boss once in awhile, or at least identify a sniper before you go into a dicey meeting. If you've been known to act like a secret service agent when needed for the boss, they'll listen when you have something to say...
A lot of the times, managing staff and motivating staff come down to small things done right. Take action quickly on these small things regularly and you will soon have a system and culture which is very difficult to replicate...
When the economy does recover, the floodgates will open at certain organisations and they will lose their intellectual capital. But that is not the scariest part. The scariest aspect is that that there are companies right now that do not realise the bad shape they are in with their business. They blame their ills on the economy. My question for those organisations is... You may have the bodies, but how many souls have left the building?
If you are keen to develop your business or organisation into one that is build on bricks not clicks, that is built on hard work not a good lurk, and have a strong vision for the future, here are seven strong foundations to develop your cathedrals for the future...
So, here's the bottom line. I know there are lots of employee relations issues related to telling talent they're a part of the succession plan, but you have to do it. You have the plan (at least partly) for them.
Some of you out there will argue that maybe your culture is ripe for it and that you're not a hierarchical organisation and therefore, it's actually okay for a CEO or an HR pro to "friend" employees. It shows you're open, it shows you're accessible, it shows you're cool. I don't buy that though.
Ask any corporate human resource professional, and they will tell you that they wear many hats from recruiting, to referee, operations expert, legal counsel, trainer, and now branding, public relations, and marketing experts...
The challenges employers face in managing underperformance continue to intensify, in light of flexible work arrangements, psychosocial obligations, and more. Minimise your legal risks and maximise your outcomes by attending this HR Daily Premium webinar.
