Tag Archives: Business Leadership
A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.
This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.
When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report
When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.
Communication is a process beginning with a sender who encodes the message and passes it through some channel to the receiver who decodes the message.
Communication is fruitful if and only if the messages sent by the sender is interpreted with same meaning by the receiver. If any kind of disturbance blocks any step of communication, the message will be destroyed. Due to such disturbances, managers in an organisation face severe problems. Thus the managers must locate such barriers and take steps to get rid of them.
There are several barriers that affect the flow of communication in an organisation. These barriers interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers to communication are summarised below.
Perceptual and Language Differences: Perception is generally how each individual interprets the world around him. All generally want to receive messages which are significant to them. But any message which is against their values is not accepted. The same event may be taken differently by different individuals. For example, a person is on leave for a month due to personal reasons (family member being critical). The HR Manager might be in confusion whether to retain that employee or not, the immediate manager might think of replacement because his team's productivity is being hampered, the family members might take him as an emotional support.
This report provides important insights from business leaders on both the various benefits of employee engagement and the ways to increase engagement.
It suggests that employee engagement is not just an optional extra, but should be a critical part of an organisation’s strategy.
The importance of employee engagement cannot be underestimated. Engaged employees are typically happy employees who feel an emotional connection to their employer and who feel motivated to perform at their best.
Engaged employees are more likely to remain with their employers for longer, deliver higher levels of customer satisfaction and, ultimately, boost an organisations’ bottom line.
In summary - employee engagement is crucial in helping businesses boost customer satisfaction, productivity and, consequently, their bottom line, which is why it should be ignored at leaders’ peril.
This report explores the complex concept of engagement and explains why it is essential that every business in pursuit of profitable growth needs to understand fully the fundamental drivers that help engage staff and help them to perform at their best.
To read the full report: Click Here
The Nationwide Building Society used candidate and new hire feedback to identify areas for improvement and investment.
Nationwide is designing a new recruitment plan to improve the experience candidates face during its job application process.
The building society sought feedback about its entire application management process from more than 1,000 candidates who applied for jobs with Nationwide over a six-week period during November and December 2016. It also involved recently recruited members of staff and hiring managers.
Candidates expressed their preferences on how the application process should run. This included being able to quickly and accurately access information about Nationwide, receive personalised feedback from hiring managers, and interact with a person during the process rather than receiving automated messages via digital channels.
Nationwide aims to use this feedback to help determine areas of investment for a technology ‘roadmap’.
Whether you’re starting or growing your business, you need a business plan.
Your plan will provide the roadmap to achieve the success you want. The question shouldn’t be IF you write your plan, but how to write a business plan that will take your company where you want to go.
In its simplest terms, a business plan is essentially the answers to a comprehensive list of questions.
The first and most important question is this: where do you want your business to go? Stated differently, what do you want your business to look like in three, five or even 10 or more years? What level of revenues and profits do you want to have at that time? How many employees? How many locations? And so on.
Likewise, your business plan should answer these questions for a shorter time period, particularly one year. That is, what are your business’ goals for the current year, and what must you accomplish to make the year a success.
In answering these business planning questions, you naturally have to answer questions pertaining to each of the core business plan sections as follows:
More and more organisations talk about the importance of their 'values' - yet few thing about these when recruiting new members of staff.
‘Values-Based Recruitment’ is essentially a means of assessing to what extent an individual’s approach, attitudes and motives align with the demands of the job, the values of the business and the culture of the working environment.
More enlightened organisations would argue that attending to these factors as part of their selection process has always been important to them. Although they might not have called it ‘Values-Based Recruitment,’ these organisations explore a 'values match' during their selection processes in some way or another, even if it’s not in a very deliberate or systematic way.
Take the first two diagrams below which convey two typical approaches to recruitment.
The world of work has changed. Successful organisations know something others don’t: slow, steady and consistent no longer win the race.
Competitive businesses today are fast, flexible and – most importantly - agile.
They create fewer obstacles to responding quickly. They take unpredictable, dynamic market trends in stride. They sidestep when necessary to keep moving forward because they’ve built a workforce based on a non-traditional model that is adaptable, fluid and responsive. They adopt simple, cost-effective processes through which they manage a workforce that is both connected and autonomous.
Competitive businesses today are fast, flexible and – most importantly - agile. They create fewer obstacles to responding quickly.
They take unpredictable, dynamic market trends in stride. They sidestep when necessary to keep moving forward because they’ve built a workforce based on a non- (more…)