We all talk, but do we really say much? Perhaps it’s that conversation by the water cooler, the whispering of the coworker across the cube, or better yet, the post on social media that tells more about your company than the values uttered every week during team meetings.
Most organizations still regard Millennials as somehow different than their Gen X or Boomer co-workers, but do these assumed differences really hold any weight in the workplace? Or are these stereotypes merely a byproduct of a business environment that looks starkly different than it did 20 years ago?
A surprising study from IBM sheds some light on the truth: Millennials, Gen X, and Boomers all share very similar opinions of the workplace.
Whether you’re a human resources director, learning and development manager, or vice president of talent development, chances are you’re reading this article because you believe in making your organization a better place to work. But, there’s a common challenge that internal practitioners face.
For example, you just left a meeting with your C-Suite discussing their concern with employee engagement survey results. The C-Suite thinks they don’t have the right talent on board. You think it’s an opportunity to establish a learning culture and a robust professional development program. What do you do?
Think the Olympics were a big distraction at work? Turns out, a major sporting event can’t compete with the likes of coffee breaks, small talk, or trips to the loo. Each edges out even the internet as the top three distractions in the workplace.
There’s good reason to be concerned with the additional distractions. Roughly 55 percent of workers are already distracted during the workday, and just one in three says it’s possible to ignore workplace disturbances.
But in times of distraction, you’re presented with a unique opportunity: to create a shared experience for the individuals in your company.
When Bill Sandbrook took over as CEO of U.S. Concrete (NASDAQ CM: USCR) in 2011, he stepped into an organization that was hobbling out of bankruptcy and struggling to turn itself around. What he didn’t realize was just how precarious the situation really was.
A graduate of the U.S. Military Academy at West Point, Sandbrook got his start as a leader in the cavalry, serving 13 years before leaving the service in 1992 to take a job with a building materials company.
A global expansion can be a company’s greatest triumph or its most difficult period. Moving into new markets can mean increased reach and revenue. But if you focus too much on the big changes to your bottom line, you may end up with disgruntled employees working hard just to keep pace with this rapid growth.
For many rapidly-growing organizations, hiring the best talent available is priority number one. But when done poorly, a poor recruiting process can cost your company more than you might expect.
A recent Harvard Business School study found that avoiding a toxic worker was worth about $12,500 in turnover costs. And according to ERE Media, it can cost even more to replace them. Entry-level employees cost between 30-50 percent of their annual salary to replace. For mid-level employees, that number climbs to upwards of 150 percent of their annual salary.
Imagine your business perfecting a method of work that allows you to enhance your performance and execute exponentially faster than your competitors. One that helps keep your talent informed, engaged, and helps foster an open, collaborative culture that drives significant performance gains.
We are living in a world of constant change. Rapid technological advancements, the rise of the ‘Gig Economy’, and the changing face of today’s workforce are all putting more pressure on organizations to adapt and thrive in a business environment that never sits still.
To keep up with this ever-changing environment, organizations must remain flexible. The world is changing all around us, and falling into the same old patterns of operating becomes increasingly problematic as time goes on. Sorry to bring the bad news. But don’t worry; there is good news on how to handle this.
Highly motivated employees typically work at a higher level, and are willing to work harder at their craft, but at some point the ship has to drop anchor. Whether you (or your team) has just completed a massive outreach project, published its first eBook or has finally dealt with a particularly horrible problem your software’s back end, intense sprints of work can really take their toll.