Christian Stadler says:
Thanks Anthony and Andrew for your comments. Agree with both of you.
Dear Rohini, I really appreciate your article. After going through the same,I am in a opinion that the banks in UK need to have a proper credit scoring models ,adequate monitoring methods, better recovery strategies and clear understanding of the business model to lend towards SME's. No doubt SME's are the key contributors towards the national growth. Without these SME's there won't be a study growth in GDP. Look at the GDP of India, where the SME's contribution is 8%. However most of the banks/institutions still either do not understand the importance of the SME's or their business model. Unless More...
Jon Ingham, Strategic HCM says:
There are some real problems in engineering and technology recruitment at the moment - I'm looking forward to talking more about them at http://www.teneoevents.eu/future-events/recruitment-in-engineering-technology.html and will be blogging at Strategic HCM too.
Jon Ingham, Strategic HCM says:
It's not as simple as 'whose job is it' - we need to remember the difference between accountability and responsibility. HR can't be responsible for engagement - but we can be accountable for increasing this across the whole organisation. See: http://strategic-hcm.blogspot.co.uk/2011/06/my-presentation-with-employee.html
Andrew Nicholson says:
Great article and great follow up comment from Anthony. Authenticity is a key aspect of great leadership. The thing is though, that Charismatic Leaders will usually feel that they are being authentic. It is entirely possible, even likely that charm and even charlatism is part of their modus operandi. To be truly effective, such leaders need to develop great self-awareness and awareness of others. They need emotional intelligence, which is in part a capability that we are born with (or not) and is something that can be developed.
David Mutter says:
Stretching for those that spend so many hours of their day sitting at their desk ultimately results in conditioning the body for work by: Reduce joint stiffness and pain in the lower back, neck, shoulders, hips, knees, hands and wrists Improve posture Increasing energy from increased blood flow Decrease the risk of Musculoskeletal Disorders Increasing the ability to perform every day tasks
It is now undisputed that having healthy staff in your organization leads to lower absenteeism, improved productivity, improved morale and increased retention. Good health in your business is good for business. All businesses seek to be in a “healthy state” so it stands to reason that if employees are in a good state of health that they will contribute to successful performance. Healthy employees ensure a company stays profitable.
Anthony Gell says:
Great article and great view point. Thank you. I would agree that if you're charismatic and wrong it's a disaster (Hitler, Mussolini etc.). So the best is to be charismatic and right!.... You say that if you're charismatic and wrong it will get you to the wrong place a lot faster, (true) but equally if you're charismatic and right it will get you to the right place faster. So charisma is a good thing and a powerful leadership tool to bring people along and get your team / organization faster to where you're trying to go. But charisma isn't about More...
A Concerned Citizen says:
For your subordinates to follow suit, Surely the message should come from the top....in the form of action not words. Lead by example..from the top to the bottom. If you can not make the time, you can not expect your employees to do so. Organising something during working hours, will get more people on board. We, allegedly work the longest hours in europe anyway, so why not put aside 30mins or so for health & wellbeing?
Melody Moore says:
Thanks for the interesting comments everyone. To give a bit of detail, the data was from 14,000 leaders in 400 organisations who took our Styles and Climate surveys between 2005 and 2012. We use the diagnostics both pre and post development programmes, so it is a mixture of the two. If you want to know more why not join our webinar on May 16th where we will discuss the UK and Global results in more detail? You can sign up here: http://bit.ly/XtJ30G
Bay Jordan says:
I think your headline sums up the problem pretty well. Why should organisations look to "recruit" innovators from outside? Surely there is enough talent, capability and raw understanding of business needs for existing employees to be innovative? To me this is symptomatic of the attitude business leaders have towards their own people and may well explain why employees are as disengaged as reports seem to indicate. When I started work we had an expression that "an expert is someone with a brief-case and a foreign accent." It seems that nothing has changed and the expertise is now called "innovation." Perhaps More...
Anthony Green says:
London's daily city paper 'The Metro' covered WorldBlu and similar organisations in a blog post http://blogs.metro.co.uk/lifestyle/workplace-2-0-office-undergo-revolution/
What appeared to be a balanced if not slightly sceptical article about Beecroft seesm to have fallen at paragraph 12 into some sort of employee bear-baiting session. Reading between the lines of the various agendas listed by forum members, there seems to be a wide-spread anxiety amongst HR professionals in regard to performing adequately in a public forum and potentially costing their employer in monetary and reputational terms when not doing so. What this has to do with restricting employees access to tribunal is not explained competently. I'm with the CIPD and other critics when considering Beecroft's misguided return to More...
Ben Simonton says:
Veronica, You raise many very important issues facing engagement, not surprising ones since so many many people from all over the world are involved. But as concerns recipes, I must disagree. My 30+ years of managing people proved that there is a specific recipe, a set of actions that will consistently produce a highly motivated, highly committed, and fully engaged workforce with high morale and innovation literally loving to come to work and at least 300% more productive than if poorly engaged (what studies show is the norm today). Why is this true? From the research of Edward Deci and More...
Caroline Watson says:
I agree wholeheartedly with the positive impact of exercise both in terms of mental and physical health. But I'd quibble about the 80,000 hospital visits at the end of the article. How do we get from non-exercising to being an in-patient...? Scary stats for the masses perhaps.
Karen Jackson says:
As consultants in the field we have spent many hours with various clients (who had previously undertaken engagement surveys) helping them understand what the results could meaningfully tell them and what strategies they might employ to improve engagement. This was driven by the their belief that if engagement scores improved so would performance. Unfortunately the we believe the evidence presented by other consultants to prove the claim is sketchy. Your suggestion that "engagement" has potentially rebranded and given renewed momentum to what we already know to be good people practices is, indeed, a valuable outcome. Thank you.
This is a great idea and great news to guys coming into their ressetlement. Does anybody know when info on the government scheme is going to be announced Etc.. I tried my bases education/ressetlement centre and they didn't know anything about this government announcement..... Regards Shane
I would be interested to understand more about how the results were produced before making a comment. Bearing in mind Hay Group specialize in leadership development, one might assume that the statistics are skewed because they may focus on assessing leaders' styles prior to any development perhaps? That said, a varied leadership repertoire is essential for today's leader and should be encouraged either through coaching/mentoring or more formal learning. More context around which leaders were selected and at what stage of their development they were at, would be useful.
Chaitanya Niphadkar says:
Nice and informative article.
Ben Simonton says:
SME's are smart to reject bureaucratic solutions when the formula for successfully causing employees to become engaged is so simple: stop trying to control employees with commands, goals, targets, bureaucracy, rules, and the like and start listening to them and responding to their concerns respectfully and in a timely manner. If done well 24/7 this will fully meet their needs to be heard, be respected, and have competence, autonomy, and relatedness. Best regards, Ben www.bensimonton.com
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