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Employee Engagement

The 2018 LinkedIn Top Companies study had been undertaken to understand the best companies where most professional from the US wish to work in. LinkedIn itself and the mother company Microsoft have been excluded from the study for obvious reasons. Amazon has found itself on top primarily due to the attention paid to research and excellence by the management. Alphabet the mother company of Google finds itself second due to its excellent talent management practices. Fellow IT giant Facebook comes third followed by Sales Force, Tesla, Apple, Comcast and Walt Disney. Oracle has little problem in its talent recruitment efforts, which is why it is placed strongly at ninth. Netflix complex the top ten. Spotify, Uber, McKinsey, Adobe, Airbnb, Time Warner, Dell, JP Morgan Chase, LVMH and IBM are the next ten. The next thirty that complete this elite list are- Samsung, Deloitte, Verizon, Goldman Sachs, PwC, BCG, Live Nation Entertainment, Morgan Stanley, EY, Stryker, Cisco, Dropbox, NBA, Accenture, Nike, We Work, Citadel, Kering, NFL, Square, ADP, Capital One, Twitter, Box, Johnson & Johnson, Starbucks, PepsiCo, JLL, Tableau and Abbott.

Source:https://www.linkedin.com/pulse/linkedin-top-companies-2018-where-us-wants-work-now-daniel-roth/

Uploaded Date:16 August 2018

Each year corporate America loses sleep over the periodic Gallup polls on employee engagement. By and large not more than a third of the workforce in the US reports engagement at work, with the rest claiming otherwise. As this is such a damning statistic, corporates try various ways to help their employees in overcoming this disengagement. More engaged a workforce naturally leads to improved productivity and safety norms being followed more stringently. However, the opposite is not necessarily true either. The highly engaged employees do not necessarily have greater fulfilment, nor are they flourishing at work as was earlier thought. Instead, a fifth of them are suffering from stress. Companies respond to this with corporate training sessions focusing on wellness, but they are not always productive. Stretch goals too often perversely impact professionals.

Source:https://hbr.org/2018/02/1-in-5-highly-engaged-employees-is-at-risk-of-burnout?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:16 March 2018

A number of business innovations may actually be great developments, but lack applicability due to difficult usage patterns. If end-users struggle at using it at work, that means there is some flaw with the design, however good its tech interface. Unfortunately, a lot of developers do not show such empathy. Thus, the term UX has been coined for User Experience. Before launching any innovation for the broader public, a pilot testing within the firm, among internal employees can always be a good ploy. This is something navigation and mobile mapping app Waze did effectively. Its disparate data generated have been compressed into some key indicators. A reason why George Eastman was able to power past competitors and incumbents was because of his user-centric product development.

Source:https://www.strategy-business.com/article/Your-Employees-User-Experience-Should-Be-a-Strategic-Priority?gko=2fba5

Uploaded Date:12 March 2018

Microsoft has been at the forefront of innovation for several decades now, but after SundarPichai took over as the CEO, there was a major need for reconstruction especially on the people front. Thus, the services of Joe Whittinghill were roped in for the cultural refresh which was done in partnership with the Neuro Leadership Institute. Three major principles were improvised upon- clarity, energy and success. Any company working on talent management, learning design or leadership development needs to understand a few crucial principles. It must be able to leverage internal branding, company strategies, cultural values and leadership concepts so employees understand best. Management principles must not be applied verbatim but in a manner that is easy for employees to remember and then execute. Human memory is not always reliable either.

Source:https://hbr.org/2018/02/tell-employees-what-you-want-them-to-strive-for-in-as-few-words-as-possible?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist&referral=00202&spMailingID=19088896&spUserID=OTY0OTMwNTk5NwS2&spJobID=1201699181&spReportId=MTIwMTY5OTE4MQS2

Uploaded Date:03 March 2018

DXC is an old established company, yet works like a startup. It still retains the fleet-footedness of smaller firms, which allows for quick decision making, and rapid execution. The company used the LinkedIn Elevate platform to connect with people. This proved to be the best method to source localized content. It helped in curating employee advocacy. Third party content was also sourced on change management and digital transformation. This proved to be a masterstroke for the internal digital marketing efforts as soon the initiative had ten-thousand members. Employees can even see the performances of their shares not only on LinkedIn, but through the platform also on Facebook and Twitter. This has earned greater engagement than most traditional leaderboard or rewards systems work out.

Source:https://business.linkedin.com/marketing-solutions/blog/linkedin-elevate/2018/how-dxc-unites-a-global-enterprise-through-employee-advocacy?src=tw-tw&veh=LMS_TW_20180207_Elevate_NAMER&utm_source=twitter&utm_medium=tweet&utm

Uploaded Date:14 February 2018

Management literature now abounds on the impact and need of social impact programmes by corporates. There are also compulsory statutory requirements for companies to adhere by certain minimum standards. A lot of sceptics argue that this goes against the basic principle of for-profit companies. Social impact programmes are also very useful for genuine business metrics such as improvements in talent management practices and retention levels. A study was conducted to verify the claims among management consultants, and a thirty-two percent hike in retention levels was observed among companies with such social good practices. Millions were thus saved in employee turnover costs. Some even accepted salary cuts in order to take a break from their hardcore corporate jobs to work on social engagement projects in rural areas of Asia or Africa. An advantage of participation for a number of middle or entry level managers was that, due to the lower budget, they were able to lead teams, in spite of relatively lesser work experience. The study found that social engagement practices work best when there is a match in skills acquired by the employee and doing good. A mere ‘warm glow’ impact is not sustainable. Companies that are able to scale such programmes into their business, must take care of long-term economic stability.

Source:https://knowledge.insead.edu/responsibility/what-employees-get-out-of-giving-back-7636

Uploaded Dare:19 January 2018

Most firms, especially sales teams typically set out relative incentives to improve productivity. While this works when majority of the employees tend to be selfish, it may even backfire when they are more caring, as happens at non-profit firms or ones that emphasize corporate social responsibility. A study was conducted to gauge a few behavioural tenets. One objective was to ascertain whether the selfish people in the ranks worked harder when relative incentives were put in place. Another was whether the performance of those unselfish would slack off in comparison to the selfish ones. The third was whether overall productivity would actually go down as a result of only few being rewarded, leading to collusion towards non-performance. To answer the first two questions, indeed the selfish ones outperformed the caring employees by about fifteen percent. Collusion did also take place, but surprisingly more so among the selfish ones than others. However, this collusion only took place when there was exactly one such selfish member in the team as they tended to be more strategic in approach. The moment, their numbers swelled to two or more, they became more ruthless and in turn productive. This is a lesson in the field of talent management which team leaders must take care of. While relative incentives work up a treat when employees are in competition from day one, it tends to slack off at places where the focus is on collaboration and teamwork.

Source:https://insight.kellogg.northwestern.edu/article/do-relative-incentives-work/amp

Uploaded Date:14 December 2017

Peter Drucker was among the most influential of business writers and thinkers of the 20th century and a lot of his ideas remain highly relevant to the day. Having consulted leading organizations over decades, certain lessons emerge on life and business. One of them is that true leadership involves empowering those closest to the decision process rather than being pushed down from the top by managers. The best ways to achieving excellence at talent management and employee retention is to give them a challenge which is truly big, so the really good ones can be drawn to the inspiration. Also, employees need to be treated as volunteers, implying that they must feel part of something bigger. Another issue is that most companies look at solutions to problems, rather than finding out why a task is being done in the first place. This needs to be reversed. Drucker was also opposed to laziness, and felt that those who got easily bored, were so due to their own narrow horizons. Companies often look to the past for inspiration and end up dwelling on failures. This leads to the future being compromised and business innovations being ignored. Finally, Drucker always stressed on the need to remain humble.

Source:http://innovationexcellence.com/blog/2017/10/22/7-lessons-on-life-and-business-learned-from-peter-drucker/

Uploaded Date:15 November 2017

It is well known that a significant proportion of US workforce is not actively engaged at work, as per a report by marketing research firm Gartner. The report also states that sixteen percent are in fact actively disengaged and this overall leads to loss of productivity in the US of up to five hundred and fifty billion dollars annually. Thus, increasing employee engagement is now more crucial than ever, so a series of trusted practices have been brought out. Firstly, achievable performance expectations need to be tied to the corporate strategy of the organization. Employees must be provided with adequate tools and resources to perform their jobs. They should also be able to utilize their strengths with full autonomy to the best of possibilities. Individualized relationships need to be honed between colleagues. Any ongoing development needs to be supported and employees need be provided timely feedback.

Source:https://www.forbes.com/sites/forbescoachescouncil/2017/09/07/who-owns-engagement-employees-or-leaders/#39fb60f63213

Uploaded Date:27 October 2017

Employees in several jobs are often encouraged to go beyond their narrow descriptions to help out the organization in other ways they can. While this is useful to the organization, helps the employee learn newer things while also letting him/her feel good, it can also prove to be counterproductive. First of all, it takes away peak productive hours. Also, once the hours are put in doing things beyond their jobs, people tend to continuously expect the same. As part of superiors’ talent management roles, they are expected to draw the line between how much is alright and what constitutes unacceptable expectation. This conditioning is called job crafting whose reins are handed over to the employees themselves. These employees can design their own work schedules with the criteria being the specific hours and the kind of tasks they are suited for. An engineer for example who doesn’t like socializing much can be exempted from attending staff parties, and may instead be allowed to do an all-nighter. Such redesign can help employees attain a work-life balance.

Source:https://hbr.org/2017/09/how-to-motivate-employees-to-go-beyond-their-jobs

Uploaded Date :06 October 2017

 

 

In order to increase customer engagement, it is essential to know one’s audience. Before doing this though, companies must understand its employees. This piece of business intelligence on employee engagement may be gauged through methods such as suggestion boxes, surveys, scorecards and listening tours. Proper employee engagement helps in improving motivation levels, enhancing the measurement of work done and sets a direct engagement with work. In order to excel at such engagement, companies may be advised to put together a few cultural norms in the right place. First of all, a sense of belonging and inclusion needs to be inculcated. Constant corporate training must be provided. A feeling of togetherness and cohesion must be forged. All dealings with employees must be transparent. None of this can exempt the monetary bit, so competitive wages or salaries need to be met. A proper system of looping feedback must be integrated. Performances must be recognized. Crucially, employees must feel empowered and trusted at the workplace.

Source:https://www.forbes.com/sites/forbescoachescouncil/2017/07/17/building-a-blueprint-for-effective-employee-engagement/#7762e4a51424

Uploaded Date:20 July 2017

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