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Tips for Valuing Employees
An organisation's success
depends increasingly on the diverse backgrounds, knowledge, skills,
creativity, and motivation of all its employees.
Valuing employees means
committing to their success, development, and well-being. Increasingly,
this involves more flexible, high-performance work practices tailored to
employees with varying workplace and home life needs.
Major challenges in the
area of valuing employees include:
·
1. Demonstrating your commitment to your employees' success.
·
2. Providing recognition that goes beyond the regular compensation
system.
·
3. Offering development and progression within your organization.
·
4. Sharing your organization's knowledge so your employees can
better serve your customers and contribute to achieving your strategic
objectives.
·
5. Creating an environment that encourages risk-taking and
innovation.
·
6. Creating a supportive environment for a diverse workplace.
[Source: Malcolm
Baldridge National Quality Award Program 2005: Criteria for Performance
Excellence. (Gaithersburg, MD: U.S. Department of Commerce, 2005), p. 2
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NEWS BITE
Managers Married to Jobs, but not Engaged:
Employees aren't the only ones frustrated by ineffective bosses.
Soon-to-be-released research finds 86% of managers fail to be "fully
engaged" in their management jobs, but rather "stuck in
transition" and continuing to operate as individual contributors.
That's the key finding of a five-year study involving 2,600 U.S. managers
by ConceptReserve, a training firm based in Centennial, Colorado. Most of
the surveyed managers worked at Fortune 100 and other large organizations.
According to John Davis, ConceptReserve's CEO, the report points to a
mounting leadership crisis in corporate America that is "more than
10 times worse than [during] the 1970s and at least four times worse than
the 1990s." A subset of 1,200 managers was asked to identify the
chief challenges of moving into management roles. They include: doing
versus managing the work; managing former peers; "letting go of
being an expert"; lack of time to accomplish needed tasks; and
producing results versus development/coaching of employees.
ConceptReserve says it plans to release the full results of its report
this summer.
NEWS BITE
Widespread Leadership Deficiency Persists, Experts Say:
Need more evidence that lousy managers chase away top-notch talent? If
so, consider this: 22 percent of employees have left their jobs because
of "poor relationships with their managers," according to an
online survey involving 1,308 people. It was conducted by Right
Management, a Philadelphia-based human capital consulting firm. In
addition, 25 percent blame their departure on "ineffective
leadership," while 30 percent quit to pursue other opportunities
because their jobs weren't challenging their skills. Twenty-one percent
said they jumped ship because their contributions weren't appreciated.
Right Management's research also points to a glaring weakness: Nearly 60
percent of employees say they are not "fully engaged" in their
work, causing a sharp decline in morale and a corresponding rise in
turnover.
NEWS BITE
Payroll - a hot potato: The responsibility of
payroll has become a game of hot potato, with a quarter of finance
professionals preferring it was a function of HR, and almost just as many
HR managers believing it should remain in finance. According to a recent
survey, half the time payroll is under finance (49%), which is more than
HR (40%). Nearly two-thirds of employers keep the payroll function
in-house, with security concerns (80%), apathy (84%) and a desire to keep
control of data (86%) as the main reasons. Finance professionals are more
likely to outsource due to the cost savings, with nearly nine in 10
agreeing this was a factor, compared with only 66% of HR professionals. [Source:
Human Resources Magazine, 24 June / 2008]
NEWS BITE
Superior Supervisors: Truth or fiction: U.S. managers are
the most competent, talented and accessible in the world. According to a
new survey by European HR consulting firm BPI, it's all true. BPI, in a
global survey of 5,500 workers in 10 nations, says nine of 10 U.S. workers
hold their immediate supervisors in extremely high regard. That's
compared with two-thirds of employers globally who feel that way. Most
encouraging: U.S. managers score at or near 90 percent when rated by
employees for competence, friendliness, talent, honesty and willingness
to accept feedback. Among the advantages of this positive
manager-employee relationship is that most American workers respect their
bosses and rarely fail to follow directions. Only 32 percent say they
"either regularly or from time to time" ignore directions from
immediate supervisors, according to BPI.
NEWS BITE
UK: Ladder of trust is weak: While seventy per cent
of UK workers said they trust the manager they directly report to, only
40 per cent said this trust extended to their manager's boss. The results
of the survey, which included 4,700 respondents, found that the further
removed managers are from their employees, the less trust they will gain.
Moving further up the ladder, only 3 per cent trusted the top manager. [Source:
Human Resources: 7 August 2007]
NEWS BITE
Work relationships mean more to employees than pay:
Relationships with colleagues and type of work are more important than
pay in retaining staff. According to a poll of 1000 UK employees, 57%
stayed with their current employer because of an interest in their job -
while only 44% remained because of their salary. Apparently the UK's
happiest worker would be a female beauty therapist in her 60s working in
the North East. The unhappiest is a man in his 40s working as a builder
in Northern Ireland. [Source: Human Resources Magazine, 24 June /
2008] __________________________________________
Organisational Effectiveness
Profiling
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Strategic Intent
·
Culture / Behaviour
·
Business Processes
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·
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·
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·
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