At least one day per year, as required by the FAA, pilots and aviation crew attend training focused on lessons learned from accident reports, how to respond to emergencies, briefings on changing federal and company regulations and how to resolve or diffuse customer relations conflicts. Given the rapid pace of issues the aviation industry is faced with, one day per year is not sufficient but a mere single step in a multi-stage recurrent training program aimed at winning over the public’s trust and engendering their loyalty. After all, moving over 1.7 million people per day in planes up in the air must be taken very seriously. Read more
Manager, Leader, Boss, Chief, Head Honcho, CEO, Supervisor, Owner, Vice President, Executive, Vice President… Being in charge at work means something different to everyone, but it’s clear that to get dynamic, sustained results, there are a few simple things you can do to gain the trust and loyalty of the team you lead. Read more
“Our first calls for HR Advisory or Talent search are often prompted by growth or crisis,” reports Belinda Morris, President & Founder, Peoplescape Consulting Group.
Start-up entrepreneurs are typically focused on the products and services they are excited about bringing to market, operating on the belief that great ideas are the foundation to a successful business. Real entrepreneurs are rarely deterred by grim statistics, such as Dunn and Bradstreet’s reporting that 3 out of every 4 start-ups fails in the first two years. Read more
Perhaps one of the most telling tools that we have in the leadership toolkit today is getting knowing our teams; understanding what makes each and every person tick and getting to know them as people. How better to do this but through the employee survey. Many employers are utilizing these as a way to determine what is important to their employees, and to implement a strategy for making changes. Read more
Many hats came off to Elon Musk of SpaceX and Tesla fame last week, and he certainly scored points for high Emotional Intelligence in his recent letter to employees about safety management at Tesla. His personal letter to his staff was in response to reports of injury rates at Tesla being 30% higher than the industry averages for 2014 and 2015. The way he demonstrated what sounded like sincere concern and action-focused emphasis, highlighted a rare form of emotional intelligence, that we are not regularly accustomed to see publicly from leaders of his stature. To be sure, his actions and follow-through will be watched to confirm the sincerity of his message of empathy and his personal commitment to listen, investigate and make real changes going forward.
“…No words can express how much I care about your safety and wellbeing. It breaks my heart when someone is injured building cars and trying their best to make Tesla successful.” Read more
We live in a different world from thirty years ago. Instant results, knowledge at our fingertips, and communication at the speed of light…these are all realities in 2017 – not only in our personal lives, but also in our lives at work. Customers, clients, and coworkers expect immediate responses, and we have been programmed (or in some cases re-programmed) to react accordingly. In this fast-paced, technology-driven, instantaneous world, how do business leaders retain top talent and hold on to the good ones before they are stolen away by the next big thing, the newest shiny toy, or the most creative perk you can imagine? We think it’s important to keep a few key ideas in mind when planning how to not only attract those star performers, but even more importantly…how to keep them!
· Employee Engagement & Purpose: Employees not only want to be engaged with their work, they want a company culture that supports great causes, that offers volunteer opportunities, and that gives back in some monetary or giving way. Read more
“People Leaders’ decisions are delimited (surrounded/demarcated, “Peoplescape’s translation”) by internal and external organizational issues; and these decisions involve intensive information sharing.” Caroline Walger, International Journal of Business and Administration Research, Vol I. Issue 17, March 2017
The bar has always been high for HR leaders when it comes to a tolerance for dynamic work environments. Unexpected employee conflicts, sudden staff departures, urgent training needs, mergers and closures, are just some of the fluctuating challenges HR professionals deal with.
In our competitive and rapidly-evolving learning economy, success not only depends on leveraging technology and data to innovate, businesses are increasingly focused on developing adaptive workforces that are sustainable during business transition. Read more
“Checking-in” on employees is a critical piece of the retention puzzle. Landing quality employees is a big win, bigger still is retaining them for the long haul. Good people stay when they feel themselves developing and enhancing their skillset. Updating your performance management strategies, taking time to provide feedback to employees, and making sure the process is beneficial for everyone at the table is a worthwhile venture. In the words of Joey Tribbiani, a simple “how you doin’?” can go a long way! Here’s a quick rundown of ways that you can start implementing effective performance management strategies in your workplace today.
- Setting up a system that everyone in your organization can get on board with is critical. If the CEO refuses to do performance evaluations or check-ins with his team, then there will likely be a trickle-down effect. Create a system that works for your organization – from the C-suite to the entry level.
“Succession Planning” is a term that seems outdated – a process-laden, long-range staffing plan for a large organization. A more apt name would be “Talent Mapping” – a streamlined version of identifying qualified and inspired employees to fill future positions as and when they are needed.
Businesses of all sizes and types are susceptible to sudden vacancies of key positions. What restaurant can afford to lose its top chef? Who will take on key client accounts when a high-performing salesperson retires? How will the family business continue if family members no longer want to run it? Will the non-profit mission be carried forward under new leadership? Read more
With the Greatest Generation (or “Traditionalists”), Baby Boomers, Generations X and Y, Millennials, and Linksters (or “Generation Z”) all snuggled up together in the workplace, it’s bound to be anything but boring!
For the first time in history, 6 different generations must come together in the workforce. Diversity is strength but with so many different work styles jumbled together, it comes as no surprise that this is one of the biggest challenges facing companies today.
Here are a few things to consider when managing the Generation Gap in your organization. The biggest mistake companies make? Pretending the gap doesn’t exist and not managing it at all.
Teach Your Supervisors About Generational Differences
One of the most important abilities good leaders possess is the ability to know what makes their employees “tick,” and much of this is generational in nature. While there is a wealth of knowledge online, Read more