It should be simple: pay people fairly, treat them well, give them meaningful work, and they'll be loyal and productive employees for years to come.
The best thing that can happen to people at work is to experience flow.
Flow at work happens when you are completely involved in what you are doing.
When you’re in a state of flow, you know what needs to be done and how well you are doing. You have the skills and tools to get the job done and you are able to thoroughly focus. Needless to say, flow results in higher employee engagement and productivity.
Putting our people first is vital for their wellbeing, and aside from the fact that it makes good business sense, it's the right thing to do. With stress, burnout, mental health issues, health problems, debt, and addiction on the increase, a stressful workplace or toxic workplace culture can play a huge role in the mental, emotional and physical health of our people.
You’ve probably heard of employee satisfaction and employee engagement, but what’s the difference? A satisfied employee is happy with their job, but an engaged employee feels invested in the organization, is motivated to perform at their best, and goes above and beyond to contribute to the organization’s goals.
Here are four ways employee engagement translates to business success.
Since the advent of email on our mobile devices work has gradually crept into more of our lives. One piece of research said the working day had increased by 27% up from 7.5 hours to 9.5 hours as we find ourselves adding email to every waking moment of travel and lunch.
The graph above, too small to read, shows productivity in the OECD 2007 using GDP per hour worked. Source OECD StatExtracts. It shows we in the UK are 11th.
Wikipedia says labour productivity, is used by many as an indicator of economic growth and competitiveness.
The HBR says, “At its most basic, productivity is the amount of value produced divided by the amount of cost (or time) required to do so.”
Dignity is intrinsic to being human, to be valued and respected equally. Categorising individuals or groups as nonequivalent stakeholders, bruises people and change initiatives.
When we don't treat employees as humans, as part of organisational change
A love affair with reducing change in organisations to something that is rational, translates to believing it can be planned, controlled and managed.
I learned about the concept of Muri at Toyota.
I was surprised to find that many Lean practitioners either never use it or barely pay it lip service. It is one of the most crucial lead productivity measures of all.
Muri means overburden
Muri is a Japanese word used in The Toyota Way. It means the unnecessary and unreasonable struggle in a system. Just as materials should flow seamlessly with minimum fuss and effort, the same should be true for people.
Following my recent article about why performance management systems need to change, many people have messaged me asking how they can make the shift from batch-processing of annual employee appraisals to a continuous-flow of performance development.
To begin, let us undress what people are seeking to move away from.