#HR #RRHH Making love and making personal #branding #leadership

Employee brand engagement doesn’t produce just happy, engaged employees; it develops happy, engaged employees who produce the right results. The company isn’t recognized just as a great place to work; the work itself becomes great. And the company doesn’t establish itself just as a great employer; it lays the foundation for great customer relationships.

Via MyKLogica

The world's top companies are starting to manage employee energy like a strategic asset. They know that ever-increasingly pace of change requires more and more human energy.Any entrepreneur will tell you that it take a tonne of energy to grow a business. The key is to manage it; sometimes you have to exert energy, other times you need to conserve it to go the distance, and after a sprint you need to replenish it.

 

A group of senior executives from companies like Facebook, Alibaba, IBM and Johnson & Johnson got together to come up with strategies to better manage collective human energy in their companies. Here are their top five hacks to maximise human energy:

Via The Learning Factor

How inclusive or exclusive should organizations be when developing their employees’ talents? In a world of unlimited resources, organizations would surely invest in everyone. After all, as Henry Ford is credited as saying, “the only thing worse than training your employees and having them leave is not training them and having them stay.” In the real world, however, limited budgets force organizations to be much more selective, which explains the growing interest in high potential (HiPo) identification. An employee’s potential sets the upper limits of his or her development range — the more potential they have, the quicker and cheaper it is to develop them.

 

Scientific studies have long suggested that investing in the right people will maximize organizations’ returns. In line with Pareto’s principle, these studies show that across a wide range of tasks, industries, and organizations, a small proportion of the workforce tends to drive a large proportion of organizational results, such that:

Via The Learning Factor

Is it possible to be a high-standards, results-driven leader while at the same time building an engaged, fun-to-work-with team? Many people would contend that doing either of these things well makes it almost impossible to succeed at the other. And yet our examination of 360-degree assessment data from more than 60,000 leaders showed us that leaders who were rated in the top quartile of both skills ranked in the 91st percentile of all leaders. It seems that not only is it possible to do both things well, but the best leaders are the very ones who manage to do both.

 

But there aren’t very many of them — specifically, we isolated leaders who ranked in the top quartile on both driving for results and people skills.

Via The Learning Factor

The big questions in this discussion center less on why leaders need to prioritize employee experiences and grow employer brand equities, and more on how. How do leaders build an employee experience so exciting that people come to work from day one engaged and ready to give their all? How do leaders sustain that experience and help their cultures thrive over time, so their brands, businesses and customers thrive too? How do leaders create a meaningful experience that leaves people feeling happy and positive, especially when it’s time for them to leave?

In the key takeaways and recommendations from its 2016 Global Workforce Study, Willis Towers Watson provided its answer to the how question: Businesses looking to increase engagement should begin offering their workforces more valuable “consumer-like experiences.”

Via David Hain

Communication can make or break an employee’s ties to an organization. Learn 7 tips to make sure you can communicate better and solicit honest feedback.

Via Ariana Amorim, Mark E. Deschaine, PhD

Dreading the delivery of annual performance reviews? Consider these steps to make them a useful and productive tool for your team.
Via Fernanda Grimaldi

12 Ways The First Weeks On The Job Are The Most Critical to Employee Engagement

Scaling culture requires leaders who consciously engage best practices that avoid losing top talent. Here are 5 proven methods for scaling right.

Via Anne Leong

Employee engagement continues to be a major workplace issue -- according to Gallup, only 33.7% of U.S. employees feel engaged at work. The best way to combat this engagement crisis is by creating a coaching culture. The Building a Coaching Culture for Increased Employee Engagement Report by ICF and HCI found that 60%

Via Manuel Jorge García

Companies want to be profitable and maximize their performance and impact both in the world and within their industry.

 

With that said, accomplishing those feats starts with cultivating a culture to allow those things to happen which starts with a priority on employee well-being.

 

Culture is important -- it affects engagement, mindset, reputation, recruitment of talent, and well being. When looking to cultivate a healthy and high performing culture, start by emphasizing these six points:

Via The Learning Factor

The current business environment, and the world in general, is moving faster than it ever has before. Organizations across the globe are faced with more change than most can handle – in order to compete and dominate their segment they are required to grow faster often giving them less time to focus on managing all of their financial goals. They are forced to grow quickly with fewer resource - to do more with less. Managers have to learn to excel in managing themselves, their teams and meeting organizational goals simultaneously.

 

It is a common understanding of a vast majority of leaders that the employees are a company’s most important asset. But in reality, that is only true when the majority of the workforce is fully engaged in their work. If not, they are either adding minimal value or actively working against the organization.

 

There are three types of employees in any organization:

Via The Learning Factor

THE FAILURE OF MANY UK CHIEF EXECUTIVES AND MANAGING DIRECTORS TO ENGAGE AND COMMUNICATE EFFECTIVELY WITH EMPLOYEES IS NEGATIVELY IMPACTING STAFF SATISFACTION AND MOTIVATION, ACCORDING TO NEW RESEARCH

To help set the groundwork for a successful 2017, we present to you five revealing HR stats that prove the value of employee recognition.

Via Strategic Leadership Group, Mark E. Deschaine, PhD

Purpose and engagement are important aspects in the workforce. But is one better than the other? Find out.

Via Anne Leong