Employee engagement surveys provide valuable data to managers about levels of commitment and satisfaction among the employee culture. But should you spend valuable resources conducting a survey during bad times? The answer is “absolutely”! It may be tempting to cut survey expenses in tough economic times but such a decision may be short-sighted and costly in the long term. Employee Engagement surveys provide management with valuable data about voluntary turnover intentions and your employees’ current state of mind. It is a behavioral indicator of performance (Van Rooy et al. 2011) and discretionary effort. Pulling the plug on employee surveys to save money may be tempting but it sends a message to the employee culture that their views and opinions are only wanted when responses are likely to be positive. I call this, “the fair weather survey syndrome”. Sending any message to employees that their views and opinions are not wanted can lead to a high risk, Culture of Silence (Bogosian, 2011).
A lot has been written about company cultures in the past. But now, more than ever, shaping a winning culture is an essential ticket into the competitive advantage game. If you work in an organization, there IS a culture and probably many sub-cultures. You most likely discuss culture dynamics with your peers, your boss and your employees, if you have them.
The dreaded Annual Performance Review is getting a much-needed facelift but the practice is very much alive. The latest upgrade trend is centered around three review components:
- The annual frequency
- The cut and dump elimination process
- Preview vs. Review
Since the enactment of the Fair Pay act of 1963 (The National Committee on Pay Equity) women still earn only $4 dollars for every $5 dollars earned by a man. According to Pyramid (2016) female CEOs account for only 4% of the Fortune 500 companies. How is it that women are not standing on equal ground compared to their male colleagues after seventy years since this important legislation was passed?
By: Drs. Rob Bogosian and Darlene Andert
So, you were all set for the promotion. You were sure you had it in the bag. Everyone you spoke with agreed that it was yours to lose. You applied, your resume was strong, you interviewed, you wrote follow-up notes and it all seemed perfectly in order. Them, you get that dreaded message, “thank you for applying… although your qualifications are stellar… we decided to go in a different direction…” or something to that effect. First there is shock, then anger and, then there was denial. You thought, once they realize how great I am, they would call right away and make the offer. But the call never comes.
Here They Come....
Millennials surpassed the Gen-X population in 2015 when they reached 53.5 million in the workforce (US Census Bureau). The Gen-X population reached approximately 45 million in the labor force in 2015. Immigration trends are expected to add more numbers to the Millennial workforce population than the Gen-X population. Human beings are too complex to give you a blueprint for leading Millennial employees.
I recommend two approaches:
- Get to know what makes each direct report tick.
- Use different approaches and track the results. We call this Try It & Track It™.
There are few important things you should know about the Millennial population that should help you undertand them and meet them where they are . For those of you are saying, "They must mold to our norms, not the other way around", here is something you should know:
Did you get a good night sleep last night? If you answer “yes” you may be sleep deprived. If you answered “no” you may be sleep deprived. Actually, not everyone is sleep deprived but those who are may not realize it and answer, “yes” to this question. But there are some clear signs of sleep deprivation that adversely impact the quality of your decision-making, innovation, risk tolerance and interpersonal connections at work.
A Culture of Silence is one where employees willfully withhold important work related information. This is not because they are bad people but because there is something inherently wrong with the leader/employee relationship. It may sound like a dull cliché to say, “it starts with the leader” but in the case of Cultures of Silence, research shows that this is usually the case.