Like most myths, the one that “people don’t leave companies, they leave managers” contains a kernel of truth. But organizations that believe the “leaving managers” myth really focus their attention in the wrong areas when they’re trying to address their retention problems. Here’s what organizations need to know about keeping good people: managers matter, but not nearly as much as leadership and development opportunities.
Tag: Employee Engagement
How To Improve Employee Engagement in the Workplace
The solution for improving employee engagement requires employers and recruiters to understand that disengagement stems from needs that are going unmet. It’s the company’s job to engage employees by creating a workspace that meets employee’s needs.
>> on HR, People Operations & Talent Management <<
Written by Paul Slezak, published on RecruitLoop
Job Crafting And Creating Meaning At Work
Research shows that job crafting can foster engagement, job satisfaction, and resilience. Allowing an employee to influence work scope changes the meaning of that work, and allows them to take ownership of their job.
>> on Comfort, Community & Well-being <<
Published on re:Work
Practices For A Deliberately Developmental Organization
What is a Deliberately Developmental Organisations (DDO)? Aligning the organization to people’s motives to grow, means fostering a culture where development is part of the daily practice and routines.
>> on HR, People Operations & Talent Management <<
Written by Onno Geveke, originally published in Medium
Why The Command-And-Control Mindset Is Killing Your Company
The era in which the command-and-control approach would bring you immense success have long gone. Instead, there’s a strong need to adapt as fast as possible to increasingly complex working conditions. Efficiency has to make place for engagement and adaptability.
>> on Management, Collaboration & Org Design <<
Written and published by Corporate Rebels
Employee Engagement’s Little-Known Benefit: It’s Contagious
As teams become the core unit for getting work done in the modern organization, we need to consider how the social experience of being on a team can impact individual engagement levels.
>> on Comfort, Community & Well-being <<
Written by Fresia Jackson, published on Culture Amp blog
Create A Purpose Driven Workplace
A talk by Adam Smiley on what it takes to create meaning. Very entertaining talk with a strong message about finding meaning at work. Even more entertaining if you watch at 1.5x speed.
Watch 32 minute talk by Adam Smiley Poswolsky, published by Culture Summit
The Made-up Nonsense About Generations At Work
The job hopping myth is just one of the made-up generalizations wrongly shaping the way we think about generational differences in the workplace. Knowing such claims to be false the Corporate Rebels decided to put some of them to the test looking at the evidence behind what millennials and other generations want and need from work. The needs can be roughly summarized with the following list: purpose, meaning, freedom, autonomy, fun, and personal development. But aren’t these really universal basic human needs rather than what might be separating Millennials from the baby boomers and other generations?
Written and published by Corporate Rebels
The Power Of Pride At Facebook
Pride in the company is an engine of engagement. As Voltaire put it, “We are rarely proud when we are alone.” When we feel connected to something bigger than ourselves, we bring more of ourselves to work. We feel a sense of ownership at the office. It’s not just the place we work—it’s a part of who we are.
Written by Lori Goler, Janelle Gale, Brynn Harrington, Adam Grant, published on Fast Company
A Powerful Way to Get Employees Motivated And Earn Their Commitment
Research suggests using recognition and praise can be a powerful motivator for employees. The benefits of that for organizations are manifold and real. Employees who receive recognition on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization.
BUILDING STRONG ORGANIZATIONS 