A Key to Optimising Your Human Capital
The perpetual balancing act between selfishness and selflessness, or self-interest and group-interest, is evolutionarily fundamental. So much so that it has been described as “The … Read more
attitude
Mastering “The Paradox of Being Human”
The whole conundrum around the struggle between selfishness and selflessness, with its biological roots – or what Simon Sinek calls “The Paradox of Being Human” … Read more
Transform Your Business Through More Effective Personal Reviews
There is an increasing tendency to do away with annual performance reviews. That is as it should be, for performance assessment should be an ongoing activity. It is also one that is most honestly done by the employee when the pressures of measurement and its consequences are removed. Career development, however, is not something the person can address unilaterally: it calls for a conversation. Managers still need to sit down with employees and ascertain to what extent they are growing and developing as people, how their work is contributing to that, and what needs to be done to provide and sustain that self-development.
Transforming Human Resources
You likely heard the news late last week that the Shell share price rose 7% in response to the news that the company was cutting … 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
How to Inspire the Right Attitude
Employee engagement is, essentially, a matter of attitude. Think about it for a moment. What you are looking for in employee engagement, is employees who … Read more
How to Embed Powerful Employee Engagement
The new Zealise “Triple A Employee ® Model”: a system to help you assess performance on an ongoing basis whilst simultaneously reinforcing the key elements of all your endeavours to engender and sustain employee engagement.
The Secret of Personal and Organisational Alignment
Employee ownership strengthens an employee’s sense of purpose and thereby changes their attitude, but it also helps break the tradition of looking at people purely as a cost and so reinforces the sense of autonomy that builds a virtuous cycle that perpetuates and solidifies the organisational alignment and hence the organisational integrity. Why would you not want to consider this – especially when you can do it at virtually no cost to either individual or organisation? It offers a better employee engagement remedy than anything else in the market.
Redundancy: When will they ever learn?
As long as you continue to manage people as costs, rather than as assets, redundancy will always remain an attractive option. Even if redundancy is not a “knee-jerk” reaction to bad performance it certainly can seem like it. At best it reflects badly on management and calls into question their ability – and therefore their right – to oversee a large organisation. Why?
Does it have any real value?
You do not have to be over 21 to have experienced it. Nonetheless, the likelihood is that if you are over 21 you almost certainly … Read more