Human Capital Reporting: Breaking the Impasse
A third of FTSE 100 companies are withholding vital workforce related information from their annual reports, including skills challenges and employee turnover. New research from … Read more
employee ownership
Meeting the Most Pressing Human Capital Needs
What are executives’ major concerns these days? I was grateful to get a fresh insight recently when I obtained a copy of the Deloitte Global … Read more
Leadership: Do Our Leaders Really Know What It Is?
True leadership isn’t about antiquated ideas of traditional leadership or leadership development, but about ensuring that you create a culture and environment in which everyone cares: in which everyone is a leader. That is why every individual matters.
Love at Work
You might see the unpunctuated phrase love at work as a simple statement. Or as a question. Or you might perhaps see it as an … Read more
How far will you go?
Wellness, well-being and mindfulness are all becoming hot topics in the HR and business fraternity. It seems that there is a growing awareness of the … Read more
Beware WIIFM: Avoid Its Present Dangers
Virtually unheard of ten years ago, WIIFM – the acronym for What’s In It For Me – has become a surprisingly popular term in business. … Read more
Turning “Human Resources” into “Humane Resources”
Last week I wrote about the strange dichotomy in organisations: their dependency on people while generally failing to take any account of the intrinsic drivers … Read more
The Strange Dichotomy of Organisations and How to Bridge It
Thus, although coming from three totally different perspectives, all three of these writers reinforce one another’s conclusions. This makes their findings more credible, and more significant for you as a business leader. To significantly transform performance and results you have to create an environment that makes the best of your people or – more accurately – that allows them to make the best of themselves. For this you need to consider how you are going to create a system or systems that addresses the physical and psychological needs of your people. Both collectively and individually, because every individual matters.
The Paradox of Management and How to Remedy It
Nor is valuing people as difficult as history would have you believe. In fact it is the core of the ‘Every Individual Matters’ model. Valuing people as assets is the first step in the model and the foundation for building a culture that ensures optimal individual and organisational performance. After all, as Simon Sinek also says, “It is not the genius at the top that makes people great. It is great people that make the guy at the top look like a genius.”
Why you, unwittingly, may be just going through the motions
If you want to change this and turn things around to fully engage employees and optimise their effectiveness you have to find a way of changing the employee’s relation to their work. This essentially means that you have to create an environment where your employee is not working to “make someone else’s goals come true.” The only way you can do that is to create an environment of shared goals, where your goals and the employee’s correspond. That is the necessity. You have to ‘make your business their business’ – there simply is no other way to resolve this fundamental problem.