Is It Time to Break up with Your Talent Management System?

Engaging Talent

10 New Approaches for Engaging Talent in the Agile Era

This blog is an excerpt of the eBook written by Cary Schuler, SVP Marketing & Product Strategy, Vibe HCM.

As we leave the last vestiges of the industrial revolution behind us, organizations are pushing the envelope in terms of how they organize and engage their teams. Bottom line business results remain top priorities but organizations increasingly strive to balance growth with a desire to be good corporate citizens. Adding to the mix is a highly diverse group of tech-savvy, socially connected millennials and new agile work methods. The result is a need to rethink traditional approaches to talent management.

Business Trends Impacting Talent Management:

Disengaged Workforce
According to Gallup’s State of the Global Workplace Report, 85% of employees are not engaged or actively disengaged (Gallup, 2017). They are showing up but not giving their best ideas and efforts. Or worse, they are actively working against the organization and have one foot out the door. What a tremendous wasted opportunity. Businesses in the top quartile of employee engagement are 17% more productive and 21% more profitable than those in the bottom quartile (Gallup).

Rise of the Socially Connected Workforce
Bersin By Deloitte indicates that citizenship and social impact were rated as critical or important by 77% of respondents (”The Rise of the Social Enterprise”, Bersin By Deloitte, 2018); effectively underscoring the importance today’s workforce places on relationships inside and outside of the organization. Millennials, in particular, are extremely team-oriented and enjoy making social connections and friends at work.

Shift from Hierarchical to Networked Agile Workforces
Traditional enterprise software was designed to support rigid, hierarchical approaches to talent management. The focus was on getting data in the system, filling out forms, following processes. Contrast this with a new networked, agile way of work, characterized by: just-in-time decision support, connecting teams with experts, outcomes versus processes, talent moving in and out of multi-disciplinary teams based on the particular project.

Today’s talent management systems (TMS) were designed in the same mold as traditional enterprise software. TMS suites evolved to span recruitment, performance management, learning and development and compensation management. The challenge lies in the fact TMS were created as systems-of-record; not tools for engaging employees. They were designed for administrative reasons – to capture data, complete forms and route approvals through complex workflow processes.

From overly complex form-based applicant tracking systems to demotivating once-a-year performance reviews, TMS at best get in the way of agile processes and at their worst, can actually disengage and demotivate talent. These TMS are too rigid and compartmentalized to effectively support talent driven organizations, where the goal is to engage employees in a more agile connected world.

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to explore the role that next generation talent engagement capabilities, deployed as components of an HCM Engagement Platform, play in supporting organizations as they adapt to this rapidly changing world of work. We outline 10 new strategies illustrating how technology can be an enabler of the new way of work versus reinforcing outdated administrative approaches. These 10 strategies tie directly to what employees value in their work and fulfill a meaningful role fostering a highly engaged productive workforce.

 

Cary Schuler, SVP Marketing & Product Strategy at Vibe HCM is a business strategist passionate about redefining the way companies leverage technology to maximize the potential of its people. Intent upon transforming workforce applications to recognize and harness the inherently social nature of its people.

Specialties: HR Management, Employee Engagement, HR Tech, HCM, Talent Management, Onboarding, Business Strategy, Assembling High Performance Teams, SaaS, Strategic Alliances

8 Ways to Spot Fake News

This guest blog has been provided by Kevin Sheridan, best-selling author and innovator in the field of Employee Engagement

fake news

8 Ways to Spot Fake News

Do you have your B.S. Radar turned on?  In today’s digital and multi-media age, the ability of identifying “fake news” and false information could never be more important.  Underscoring the importance of this skill is social media’s effect on accelerating the spread of false information.  Thus, the need to teach people how to identify and refute the fake information has become a new and burgeoning workplace trend.

It’s not that all of the people spreading the misinformation are liars.  In fact, many of the culprits unknowingly spread the fake news, since they believe the information is true.

Here are the 8 most useful ways to spot the bullshit, whether in person, on T.V., or online:

  1. Validate the source of the information. Does it come from an expert, or someone who is at least knowledgeable about the subject?  Might the source have a hidden agenda?  What does this person or company stand to gain by sharing the information?  For example, research studies should be conducted by an impartial organization that has zero ties to stakeholders in the study (e.g., a study on the benefits of drinking milk that is sponsored by the Dairy Association is likely to be biased).

 

  1. Try and detect whether people are trying to hide the reality that they know very little, if anything, about the topic. Studies have proven that people often B.S. in order to hide their lack of knowledge on the subject at hand.1  Conversely, those same studies have shown that if people know they will be challenged about an assertion, they are significantly less likely to bullshit about it.1

 

  1. Ask questions that accurately assess if the information is true, and whether it has been sensationalized. For example, percentage changes can be significant or insignificant depending on the numbers.  Headlines are written to grab people’s attention, but they are often much more dramatic than the stories themselves.

 

  1. Ask for proof that assertions are true. Simply put, check and survey the facts.  Nowadays, there is a lot of speculation for things that “could” happen.  Watch for this language; it makes it possible for people to say anything as if it were fact.

 

  1. Pay close attention to the person’s eye contact and body language. Most people think gaze aversion is a sign of deception. Intuitively, this makes sense.  However, it might come as a surprise that research shows liars often overcompensate by deliberately maintaining more eye contact than do truthful people.2

 

  1. Notice when people discount the opinions of the known experts on the subject. It is not uncommon for bullshitters to try and gain credibility and persuasion by poo-pooing experts’ conclusions.  For example, when people who don’t have a background in science say that scientists are wrong, it’s a red flag.  Of course it’s possible for non-scientists to know more about a scientific topic than scientists, but it’s unlikely.

 

  1. Make a self-assessment as to whether you are physically and/or mentally tired while you are hearing the information. Research has shown that people are prone to accepting false information when their cognitive resources are exhausted.

 

  1. Trust your gut; it’s bigger than you think. Human intuition is very strong.  When something doesn’t seem quite right, there’s a good chance you’re picking up on a real problem.

 

It’s everyone’s responsibility to stop the spread of fake news.  Before believing what you hear, or worse, sharing it with others, make sure you consider these tips for spotting B.S.  Remember the well-known adage: If something sounds too good (or bad) to be true, it probably is.

Sources:

  • Journal of Experimental Social Psychology, March, 2018.
  • Psychology Today, 2014.

 

Kevin Sheridan is an internationally-recognized Keynote Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of Employee Engagement. For six years running, he has been honored on Inc. Magazine’s top 100 Leadership Speakers in the world, as well as Inc.’s top 100 experts on Employee Engagement. He was also honored to be named to The Employee Engagement Award’s Top 101 Global Influencers on Employee Engagement of 2017.

 Having spent thirty years as a high-level Human Capital Management consultant, Kevin has helped some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. Kevin’s premier creation, PEER®, has been consistently recognized as a long-overdue, industry-changing innovation in the field of Employee Engagement. His first book, Building a Magnetic Culture, made six of the best seller lists including The New York TimesWall Street Journal, and USA Today. He is also the author of The Virtual Manager, which explores how to most effectively manage remote workers.

 Kevin received a Master of Business Administration from the Harvard Business School in 1988, concentrating his degree in Strategy, Human Resources Management, and Organizational Behavior. He is also a serial entrepreneur, having founded and sold three different companies.

 

Links:

www.kevinsheridanllc.com

Twitter
LinkedIn 
Email: kevin@kevinsheridanllc.com

 

The 7 Characteristics of a Great Recruiter

7 character of a great rec.

This guest blog has been provided by Kevin Sheridan, best-selling author and innovator in the field of Employee Engagement

 

The 7 Characteristics of a Great Recruiter

Last month we polled nearly 130,000 HR/OD/Talent Management/Senior Executives about the top traits of a great job recruiter.  We thought it would be extremely valuable to identify these traits, since 86% of staffing firms feel they are doing a good job recruiting, yet only 60% of job candidates report having a positive experience during the recruiting process.1

The results are in and the top characteristics are listed below in the order most frequently cited by respondents:

 

  1. They have great listening skills.

The highest-performing and most effective recruiters harness the power of careful listening, which far better ensures they:  1.  Fully understand the details of the exact job description, 2.  Are acutely aware of the client’s preferences and expectations, and 3.  Accurately assess “the match” between the job position and potential candidates.

 

  1. They ask the right questions before beginning the job search.

The best recruiters do not settle on standard and basic job descriptions.  Instead, they dive right in to the detailed, and exact, job description before beginning to recruit candidates.  They are equally as detailed when interviewing candidates, gaining an in-depth understanding of each candidate, including experience, values, beliefs, characteristics, and goals.

 

  1. They have great perseverance.

The most awesome recruiters are incredibly persistent and do what it takes to fill the job with the right candidate, often before or after the work day begins and ends.  They are not hesitant to schedule interviews after hours to accommodate candidates who are currently employed, as those are often the very best candidates.  These recruiters also tirelessly follow up with candidates, thereby building long-lasting and more meaningful relationships.

 

  1. They are highly organized.

Job searches are rich with many moving parts and dynamics.  The best recruiters employ exhaustive organization practices to stay ahead of the curve and focused on the right corresponding priorities.  While applicant tracking systems provide some help and support, long-term recruiting success is achieved through more than just software.  Setting clear, specific, and prioritized objectives requires extremely thorough organization skills.

 

  1. They are awesome networkers and extremely good at relationship building.

Outstanding recruiters easily build rapport and relationships that last a very long time.  An outgrowth of this characteristic is trust, both with the hiring organization and the job candidates.  Great recruiters firmly believe in personal relationships, and as a result, earn the undying trust of everyone involved.  In addition, these amazing recruiters possess strong communication skills and simply love to network with others.  Remember that a candidate who trusts his or her recruiter are far more likely to divulge mutually beneficial information to help determine when an accurate “match” exists.

 

  1. They are eager to get on the phone with potential candidates, but more importantly, they like meeting in person.

While emailing and texting is now the norm, superior recruiters take the time to speak with candidates directly to better and more accurately assess whether there is the “right fit.”  Furthermore, this personal touch creates more meaningful and long-lasting relationships.

 

  1. They are not afraid to pull out of an agreement if it does not feel right.

This attribute is a great one since it is not uncommon for some recruiters to panic and feel pressed to make the deal just to get it over with.  Great recruiters give much scrutiny to pairing candidates with open positions, thereby avoiding recruiting for the same position again a few months down the road.

 

Hopefully this list has sparked some ideas for better evaluating recruiters.  Hiring the right people for the right seats on the bus is no small feat.  Make sure your recruiter is ready for the task!

 

A special thanks to all the people who submitted feedback for this piece!  Your ideas will help thousands of people improve their recruiting processes!

 

Source:  1.  Echogravity Study, January 2018.

   Kevin Sheridan is an internationally-recognized Keynote Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of Employee Engagement. For six years running, he has been honored on Inc. Magazine’s top 100 Leadership Speakers in the world, as well as Inc.’s top 100 experts on Employee Engagement. He was also honored to be named to The Employee Engagement Award’s Top 101 Global Influencers on Employee Engagement of 2017.

 Having spent thirty years as a high-level Human Capital Management consultant, Kevin has helped some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. Kevin’s premier creation, PEER®, has been consistently recognized as a long-overdue, industry-changing innovation in the field of Employee Engagement. His first book, building a Magnetic Culture, made six of the best seller lists including The New York TimesWall Street Journal, and USA Today. He is also the author of The Virtual Manager, which explores how to most effectively manage remote workers.

 Kevin received a Master of Business Administration from the Harvard Business School in 1988, concentrating his degree in Strategy, Human Resources Management, and Organizational Behavior. He is also a serial entrepreneur, having founded and sold three different companies.

 

Links:

www.kevinsheridanllc.com

Twitter
LinkedIn 
Email: kevin@kevinsheridanllc.com

Thinking of dating your co-worker? Think again.

This guest blog has been provided by Kevin Sheridan, best-selling author and innovator in the field of Employee Engagement

 

jim and pamThe recent and poignant worldwide conversation on sexual harassment and abuse of power has spawned a more expansive dialogue about whether consensual relationships in the workplace are acceptable.

For years, the modern workplace has proven to be a very reliable matchmaker.  In fact, an estimated 22% of American couples met at work.1  In addition, fully 35% of workers worldwide report having at least one relationship with a coworker in the past, 37% of males, and 34% of females.2 And fully 84% of Millennials are open to dating a coworker.1

Barack and Michelle Obama.  Bill and Melinda Gates.  Angelina Jolie and Brad Pitt.  Gwen Stefani and Blake Shelton.  All of these famous people met their love at work.

Objectively, there are pros and cons of dating someone at work.  On the one hand, considering dating someone at work has the benefit of widening the potential pool of love interests.  On the other hand, many people fear the drama that comes with the post-breakup aftermath, as well as being perceived as “unprofessional.”  With that said, think of Jim and Pam from the television show The Office.  They each found someone special and there was no terrible breakup.  That can happen in real life too.

Some people don’t even want to date their coworker, and simply come up with “work arounds” (pun intended).  Of the 35% of the Match survey respondents who had “dated” a coworker, 65% of them had a one-night stand, and 56% of them had a FWB relationship.  That is “Friends With Benefits,” of course.

As inferred in my opening paragraph here, and largely due to the #MeToo movement, organizations are now reconsidering what “human resources” means to some employees and revisiting their workplace dating policies.  Simply put, the climate has never had more grey area.  Yes, in the past, the lion’s share of organizations had policies prohibiting managers from dating people they manage.  But now these dating policies are burgeoning into whole new areas.  Some organizations are adopting more draconian steps, such as prohibiting any workplace dating whatsoever.  Others are requiring “Love Contracts” to be signed, otherwise known as “Consensual Romance In The Workplace” contracts.  These “Love Contracts” may sound a little awkward to facilitate (or enter into), but they make a lot of sense from a legal perspective.

If your organization is concerned with issues arising from dating in the workplace, you might want to consider making Love Contracts a part of your HR policy.  A typical Love Contract requires both parties to agree to the following terms:

  • Acknowledge that they recognize their employer as an Equal Opportunity Workplace.

 

  • Affirm that their employer does not tolerate any form of harassment, abuse of power, and/or discrimination.

 

  • Agree to report any perceived harassment, abuse, and/or discrimination to management.

 

  • Recognize that they have knowingly entered an entirely consensual relationship.

 

  • Maintain complete professionalism at work, despite their personal relationship, especially if their personal relationship ends.

 

  • Promise that their relationship will not have a negative impact on their work or productivity.

 

  • They will not engage in any public displays of affection or other behaviors that might create a hostile work environment for others, or that might make others uncomfortable.

 

  • Agree that their relationship may require them to transfer to another department and/or remove any other conflicts of interest in the organization’s workplace.

 

  • Concur that they will not participate in any workplace decision-making process that could affect one another’s pay, promotion opportunities, hours, shift, performance reviews, or career, both while the personal relationship exists, as well if, and after, the relationship ends.

While love may be in the air, as well as what we consistently yearn for, organizations need to better protect themselves and their employees more than ever.  Have you?

 

Sources:

  • Huffington Post, 2015
  • Match, Singles in America Study, 2015

 

Kevin Sheridan is an internationally-recognized Keynote Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of Employee Engagement. For six years running, he has been honored on Inc. Magazine’s top 100 Leadership Speakers in the world, as well as Inc.’s top 100 experts on Employee Engagement. He was also honored to be named to The Employee Engagement Award’s Top 101 Global Influencers on Employee Engagement of 2017.

 

Having spent thirty years as a high-level Human Capital Management consultant, Kevin has helped some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. Kevin’s premier creation, PEER®, has been consistently recognized as a long-overdue, industry-changing innovation in the field of Employee Engagement. His first book, building a Magnetic Culture, made six of the best seller lists including The New York TimesWall Street Journal, and USA Today. He is also the author of The Virtual Manager, which explores how to most effectively manage remote workers.

 

Kevin received a Master of Business Administration from the Harvard Business School in 1988, concentrating his degree in Strategy, Human Resources Management, and Organizational Behavior. He is also a serial entrepreneur, having founded and sold three different companies.

 

Links:

www.kevinsheridanllc.com

Twitter
LinkedIn 
Email: kevin@kevinsheridanllc.com

The 7 Secrets to Unlocking Exceptional Employee Engagement (Hint: It’s All About Your Benefits)

This guest blog has been provided by Kevin Sheridan, best-selling author and innovator in the field of Employee Engagement

Presenter: Kevin Sheridan

Original program date: January 2018 (available for on-demand viewing through July 2018)

Program length: 60 minutes

Register Now

Companies with higher levels of engagement not only have more productive employees, they report higher sales and greater profitability. Kevin Sheridan, author of the best-selling bookBuilding a Magnetic Culture, says the quickest way to up your game is to become better at marketing your company’s benefits offerings. In this lively 60-minute webinar, he will share his time-tested tips for doing just that, including:

  • What highly engaged companies are already doing to keep their employees motivated and fulfilled
  • How making a better first impression during pre-boarding can have positive effects that last for years
  • How leveraging HR tech and internal “benefits champions” can boost employee engagement all year long

Learn about our speakerAbout the Presenter: Kevin Sheridan is an internationally recognized speaker, a New York Times best-selling author and one of the most sought-after voices on the topic of employee engagement. For five consecutive years, he was cited as one of Inc. Magazine’s top 100 Leadership Speakers in the world, as well as Inc.’s top 100 experts on employee engagement. He was also named to The Employee Engagement Award’s Top 101 Global Influencers on Employee Engagement of 2017. Having spent 30 years as a high-level human capital management consultant, Sheridan has helped some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. He is the author of two best-selling books,Building a Magnetic Culture and The Virtual Manager, which explores how to most effectively manage remote workers.

 

Recertification Creditcert_2017

Viewing this webcast in its entirety qualifies for a recertification credit hour that may be counted towardSHRM-CP and SHRM-SCP recertification from SHRM andrecertification from the HR Certification Institute (general credit).

Webcast Sponsor

This webcast is sponsored by ALEX by Jellyvision

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Ten Predictions for the 2018 Workplace

This guest blog has been provided by Kevin Sheridan, best-selling author and innovator in the field of Employee Engagement

Kevin s blog photo  

As luck or prescient knowledge would have it, seven of the ten workplace predictions I made last year turned out to be correct.

While I am happy with that outcome, I hope to do even better in 2018. Here are my top 10 predictions for the 2018 workplace:

  1. Digital workplaces will continue to leverage Artificial Intelligence (AI), further promoting “the intelligent workplace.”

For 2018, AI will likely have a profound effect on both workplace and culture, continuing to change how everyone works (i.e. the practical flow of how work is accomplished).  Specifically, AI will no doubt replace certain workers, as explored in “Meet Your New Coworkers:  Robots.”

AI holds immeasurable potential to both compliment worker productivity and reduce workplace stress.  Better real-time data, logistics, planning, and reduced workplace errors and incidents will all result from higher, and better, utilization of AI.

  1. Digital literacy will become an essential competence in the workplace.

Very much related to prediction #1, organizations will not be able to compete successfully without attracting and retaining top talent who possess the proficiencies associated with the digital workplace.  Leaders lacking digital literacy will struggle mightily, underscoring the importance of placing increased emphasis on retraining and teaching digital literacy.

  1. People analytics will continue to grow, especially since workplace software will track and monitor us as never before.

The broad range of software tracking and monitoring services will continue to grow in 2018, as will the related concerns that George Orwell’s 1984 “Big Brother” is afoot in the workplace.  Technology advances have made it possible to track every employee’s electronic moves. Unlike the technology in Orwell’s novel however, the world’s advances are not focused on sordid or scary uses.  Rather,  one of the greatest benefits of the technology is that both productivity and outcomes are better measured and therefore better managed.

  1. Collaboration tools accelerate the shift from individual ego to collective team contribution.

Having been raised in a culture promoting collaboration and team-based learning, younger workers, especially Millennials, expect and even demand that shared knowledge exchange, teamwork, and collaboration will be the central staples of their work environment.  Anything else might be labeled as “selfish” or “ego-driven.”  This collaborative mindset will continue to substantially change workplace culture in the years to come, further focusing workplaces from individual to team.

  1. Microsoft will remain the top workplace enterprise platform, despite some recently introduced competition.

Yes, competitors such as Slack, Yammer, Google Suite, and Workplace by Facebook have all introduced novel and welcomed new approaches.  However, the reality is that Microsoft still reigns as the royalty of workplace enterprise solutions, and this is unlikely to change for some time to come.

  1. There will be a continued shifting from leveraging technology towards changing personal behavior and workplace culture.

Even years after his death, the famed management guru Peter Drucker still gets it right:

“Culture eats strategy for breakfast.”

While technology and the associated strategy have great value, their return on investment will never exceed that of the culture, values, and beliefs of an organization and its employees. Organizations continue to recognize this trend, with numerous organizations recruiting people to fill the role of Director of Employee Experience.  Indeed, over the last three years, studies by Gallup, Deloitte (Bersin), and The Conference Board have all concluded that organizations (and their CEOs) have placed much more importance on staff, culture, behaviors, and how their staff works internally to support their external success.

  1. Intranets will keep improving performance and become fully utilized.

For both economic and practicality reasons, tailored and customized Intranet solutions will continue to attract higher attention in 2018.  Ask any IT manager or IT consultant worth their salt, and they will tell you that high-performing, well-designed Intranets are still the key application or “window” to the broader digital workplace and collaborative environment mentioned previously.

  1. Younger workers will continue to have a strong desire to demarcate work versus life.

One of the oft discussed characteristics of Millennials is their desire to separate work and life, and this is not likely to change in 2018. Remember, Millennials are not living to work, as Boomers like myself were taught, but rather working to live. To successfully retain this younger generation, it is imperative that you provide workplace flexibility and not be the “old school” manager who demands that employees be present during set and rigid business hours.  To Millennials, that is their definition of a workplace prison.

The Millennial generation values freedom because they want to be in control of their own experience.  The secret is hiring the right people, so you can trust them and let go.  Track their outcomes, not their time in the office.  Millennial employees want and appreciate being “free range,” and working in an open and flexible environment.

  1. The internal digital workplace will continue to rise in stature.

The trend of workplaces recognizing that they cannot be competitive externally without effective internal digital systems is more than likely to continue.  This recalibrating, from external to internal, unleashes exciting opportunities for digital work teams to set bold new goals and make internal digital investments for the future.

One such example is Workplace by Facebook, which is a place where workers can share ideas, brainstorm, collaborate, and achieve more work together.  This relatively new Facebook tool connects and unifies employees with their preferred digital and internet tools.  Success stories of organizations using Workplace abound, especially from such notable companies as Starbucks, March of Dimes, GoPro, Heineken, Domino’s Pizza, and Walmart.  Workplace has helped transform those cultures by “getting employees out of the dark,” and into the illumination – of strategic information, culture, beliefs, goals, recognition, and performance feedback, just to mention a few.

Getting this “Employee Experience” right from a digital workplace standpoint is hard work, as already discovered by many organizations.  Myriad factors can stand in the way of creating the ideal and smooth flow of digital connection we would ideally like employees to experience throughout their workday.  Best-in-class organizations will think through these obstacles and employ successful solutions to them before, during, and after deployment of these digital systems.

  1. The trend towards mobility will become even more pronounced.

Mobility within the workplace is becoming a very prominent topic. Employees value the ability to work from wherever, whenever, while benefiting from the same advantages of their peers in the office.   Moving forward, the requirement for all digital workforce applications to be unified (including Intranets, HR, HCM platforms, document management, as well as the aforementioned Workplace by Facebook) will only increase the demand for more efficient mobility deployments. This trend will not go away in 2018; in fact, I predict it will become even more pronounced, with employees continuing to push for more mobility in all aspects of their lives.

In 2018, I foresee mobility discussions to be centered around Telehealth and providing real-time performance feedback.

Let’s first look at the former: Telehealth, which provides the ability to receive healthcare advice and healthcare electronically, is being catapulted upon society.  This trend is likely due to younger generations’ preferences for mobility, as well as the economic reality that in many cases, healthcare can be delivered more economically through electronic technology.

Second, both millennials and the subsequent generation, often called “globals” or “digital natives,” have a strong desire for real-time performance feedback.  In fact, as reported in some of my previous blogs, 80% of millennials want feedback in real-time.1  As organizations’ continue to recruit and retain millennials and younger generations, the need for real-time feedback in mobility platforms and in mobile roles will continue to increase.

And that’s it for my 2018 predictions.  Let’s look forward to watching most, if not all, of these predictions for 2018 unfold.  Once again, Happy New Year!

 

  • Source: 2016 ICIMIS, Inc. Study

 

Kevin Sheridan is an internationally-recognized Keynote Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of Employee Engagement. For six years running, he has been honored on Inc. Magazine’s top 100 Leadership Speakers in the world, as well as Inc.’s top 100 experts on Employee Engagement. He was also honored to be named to The Employee Engagement Award’s Top 101 Global Influencers on Employee Engagement of 2017.

 

Having spent thirty years as a high-level Human Capital Management consultant, Kevin has helped some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. Kevin’s premier creation, PEER®, has been consistently recognized as a long-overdue, industry-changing innovation in the field of Employee Engagement. His first book, Building a Magnetic Culture, made six of the best seller lists including The New York TimesWall Street Journal, and USA Today. He is also the author of The Virtual Manager, which explores how to most effectively manage remote workers.

 

Kevin received a Master of Business Administration from the Harvard Business School in 1988, concentrating his degree in Strategy, Human Resources Management, and Organizational Behavior. He is also a serial entrepreneur, having founded and sold three different companies.

 

www.kevinsheridanllc.com

Twitter
LinkedIn 
Email: kevin@kevinsheridanllc.com

Why Diverse Teams Need To Step Up Their Communication

Michal Aniol
This guest blog has been provided by Kevin Sheridan, best-selling author and innovator in the field
 of Employee Engagement

A very good friend of mine, who is of Polish decent, was reading an article in Polish next to me and pointed to a name referenced repeatedly, that being Michał Anioł. She looked up at me peering over her shoulder and said, “You know this guy.” I honestly had no clue who she was talking about and said so. She looked at me like I was crazy. I reiterated that I truly had no idea who Michał Anioł was, assuring her that I was not joking. She looked flabbergasted.

She then turned the page and I was suddenly looking at the world-famous Statue of David, which I had first seen when I studied in Florence, Italy, in 1981. It was then of course that I realized she had been talking about Michelangelo, who of course I knew thoroughly and even wrote course papers about.

Such communication mishaps occur all the time in workplaces. Two people can interpret the same word or phrases in opposite ways. Cultural differences can further complicate the communication and outcome.

Given that Communication & Diversity Acceptance are seventh and tenth on the list of Top 10 Drivers of Employee Engagement, here are several proven tips on how to best handle each:

– Provide examples when communicating. (e.g., The Statue of David)

– Ask for clarification. (e.g., “Can you give me an example of why you expected me to know this Michał Anioł?)

– Encourage all managers at your organization to always share what they learn at management meetings with their work groups and direct reports. Research has consistently shown this lack of communication is the single greatest complaint about communication. As such, encourage your managers to put ongoing Outlook Calendar reminders to host “huddles” with their employees, thereby making such consistent communication inescapable.

– Make a concerted effort to “bridge the gap” as it relates to differences in culture, ethnicity, gender, age, language, education, etc. Furthermore, create an organizational culture that accepts, appreciates, and learns from those differences.

Many times, you won’t know if your communication has been unclear because no one has given you honest feedback. This problem can be even more common when working with diverse team members who have different backgrounds, experiences, and ways of working.

As the year winds down, now is the perfect time to start thinking about what can be improved in your workplace, and what you can personally do better. Focusing on improving communication can make a resounding impact in your day-to-day work experience, and that of your colleagues.

 

Kevin Sheridan is an Internationally-recognized Key-Note Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of employee engagement.   He spent thirty years as a high-level Human Capital Management consultant, helping some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. Kevin’s premier creation, PEER®, has been consistently recognized as a long- overdue, industry-changing innovation in the field of Employee Engagement.  His book, “Building a Magnetic Culture,” made six of the best seller lists including The New York Times, Wall Street Journal, and USA Today.  He is also the author of The Virtual Manager, which explores how to most effectively manage remote workers. 

Kevin received a Master of Business Administration from the Harvard Business School in 1988, concentrating his degree in Strategy, Human Resources Management, and Organizational Behavior.  He is also a serial entrepreneur, having founded and sold three different companies. Kevin can be reached via email at kevin@kevinsheridanllc.com, on LinkedIn at http://www.linkedin.com/in/kevinsheridan1 and on twitter @kevinsheridan12. His webpage is www.kevinsheridanllc.com.