Today is a time for robust dialogue and though provoking questions about to cut or not to cut people.
Earlier this week I wrote an article on how managers are measured using ROI ratios. The summary of this point is it is easier (notice the word is not effective) to manipulate the ratios by controlling costs usually known as people and investment than real organic revenue growth. Therefore, many managers and key decision makers use the slice and dice method of cost control.
The above points being said, what reality sets in on the organization after you have cut a large percentage of people from the payroll?
A better question should be based upon a qualitative issue. How much knowledge, expertise and unique skill sets just “left the building?” I find that no one actually thinks or talks about this issue when the shears are applied to an org chart. Yet, it should be the number one discussion point of managers prior to any reduction in talent levels.
This is part five of the five part series about the Barriers to Performance Improvement.
These are all major and common in business and organizations today and will need to be addressed in order to completely turn around our competitive advantage in the global economy.
The Fifth Barrier to Performance Improvement is…
Corporate culture will be very important as we move out of the worst recession most of us have ever experienced. In all likelihood, the financial recovery will be slow… at best.
Employees and consumers (they are one in the same, in most cases) are going to want to work for companies and buy from companies who have a strong Corporate Social Responsibility.
Employees state that layoffs, reduced benefit packages, as well as reduced or stagnant compensation have all contributed to a heightened feeling of disengagement. What are some things a pro-active company can do to address this critical component of disengagement as the economy recovers?
What do your employee say are the most important elements you can provide to enhance your company’s corporate culture?
Easy enough! Let’s just list them… in order…
During this time of high unemployment rates, it seems strange to discuss the six drivers for employee satisfaction. Yet, it is very important to keep your current employees happy and satisfied because you need to retain your best talent.
So here are six key drivers to providing employee satisfaction – which is a key factor in employee retention…
I had a spirited discussion with a friend of mine about how culture is developed within a organization. He took the position that culture just forms on its own and leaders have little impact on the overall culture.
My point of view was different. I agreed that many corporate cultures are formed by the collective beliefs and opinions of the people within the organization. However, this is a direct bearing on the total lack of attention or effort applied by the leadership of these organizations.
My belief is leaders have a direct responsibility for creating the corporate culture within their organization.
How can you have a high performance culture if the leadership is not creating this attitude within the organization? Leaders need to establish the culture that will contribute to the fulfillment of the strategic goals of the organization. Leaders using group presentations, project priorities, policies that encourage growth and innovation, one on one discussion with key influencers and the ability to walk their own talk create an environment that is supportive of the leaders directions and goals.
A common trait found in observing the performance of effective leaders is their ability to create a “can-do” culture. Poor leaders create a culture of CYA and blame, blame, who gets the blame today? The best leaders keep people seeing the possibilities rather than the limitations. They create a high energy team who regularly go the extra mile to accomplish goals that others felt were impossible.
It’s all about the culture you develop and support with your actions. Take time each week to review what is going on around you. Talk to people, encourage your team with positive statements, and take the necessary steps to insure you get the culture that contributes to your mission.