They are more than human resources. They are human beings who happen to be employees. What does it take to lead in a way that naturally appeals to what makes us human, and incorporate that into our work? Some thoughts.
Have you ever had a boss who rejected your idea? What can you do about it? Pretty much nothing.
Unhappy with the company direction? What can you do about? Pretty much nothing.
You are assigned to work on something that you think is a waste and possibly detrimental to the company. What can you do about? You get where I’m going with this.
Books, eyelids, convenience stores and even web browsers all have one thing in common... For them to function effectively they need to be open.
The same is true of the employees in any team, department or organization. Engagement (and all the good stuff that goes with it) thrives in a culture where open communication and workplace relationships are strong. In fact, today's workforce expects nothing less as they are used to posting their life stories in various public, online outlets.
Being open is having the capacity to
Innovative and, some would say, radical organisation design methods like Holacracy have sought to get rid of traditional management structures with the aim of introducing more agility, more creativity and more autonomy.
It’s official. HR has gone out of fashion. It can join trifle and perms in the category of things we look back on and wonder how we ever let that happen.
Let’s look at the evidence: HR leaders, surely the champions of their profession, don’t have HR in their job titles any more.
In part 6 of this exclusive series, Nadia Nagamootoo discusses her top tips for helping reduce the expected 217 years for global gender parity. Nadia highlights the importance of obtaining buy-in from leaders at board level, by ensuring they have the knowledge required to push this cultural change.
Workforce diversity is much more than just another corporate buzzword. It’s an important business topic these days as organizations regard differing viewpoints a critical element in being innovative and competitive in a fast changing world.
Regardless of any social factors, the individual employees within every organization have a wide variety of business-centric ideas, perspectives and behaviors that usually lead to one of two outcomes.
Many organisations embarking on an enterprise-wide transformation to agile working, struggle to sustain or scale the benefits they initially achieve. The journey towards agility is a marathon, not a sprint, and it requires continued commitment, at all levels of the organisation, to ensure agile ways of working stick.
The first six to 12 months of introducing agile throughout an organisation will result in visible improvements in speed to market, productivity, efficiency and employee engagement.
‘Well,' I said. ‘Eventually, the blob will get you. It’s important to run as fast as you can in the early days of your transformation, because organisations have an in-built protection mechanism; the ability to morph into a blob of slime that will eventually catch up with you, surround you in slime and kill you off’.
Large organisations are in danger of responding to new world changes and pace with old world traditional thinking, models and answers. This won’t work.