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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:
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.
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
This guest blog has been provided by Kevin Sheridan, best-selling author and innovator in the field of Employee Engagement.
Hundreds of millions of workers worldwide dread going to work every day. But for those workers who have to work with a jerk or workplace bully, going to work is unbearable. All of these office jerks are Actively Disengaged employees whose behaviors contribute to their coworkers’ depression, anxiety, health problems, despair, and insomnia. The workplace negativity becomes even more palpable if the jerk is one’s manager or a member of Senior Management.
Furthermore, the jerk’s toxic behavior becomes contagious, infecting many others who may begin mistreating others as well. In addition, the watercooler gossip mongering is equally infectious, resulting in incorrect and obnoxious rumors spreading like wildfire.
Sadly, workplace jerks and bullies are not uncommon. Forty-eight percent of workers report either having been bullied themselves or having witnessed workplace bullying.1 Let’s just say that it is not an accident that a relatively recent New York Times Best Seller was called “The No Asshole Rule.” See my related and very relevant blog on The 19 Traits Of A Horrible Boss.
So what does one do when faced with having to work with an office jerk? Here are 5 proven solutions:
- Keep your distance. Taking on the workplace bully is a very risky business, as most of these jerks are highly manipulative, cunning, and crafty in the most negative possible sense. Staying away from the intolerable jerk is the most simple and effective solution.
- Document and report the jerk’s behaviors and actions. First, tell your boss and ask for his or her help. Second, report the toxic behavior to the Human Resources department, especially if the behaviors conflict with the organization’s policies, mission, and values. Save all emails and voicemails so you have evidence in writing. In short, ask for help.
- Re-frame the jerk’s behavior into a less threatening and more positive light. This solution is exactly how cognitive behavioral therapists in healthcare help patients interpret their diseases and illnesses as realities that are less upsetting, or natural challenges to “take on,” or beat. A great example is cancer patients who are taught to adopt a mindset akin to: “I’m going to kick this cancer’s ass.”
Emotional detachment via protective reframing allows you to tune out and become emotionally distant from the jerks. It has also been scientifically proven that when people reframe current difficulties into the distant future, they experience less depression, sadness, guilt, and anxiety.2
If you work with an office jerk, try any of the following examples of reframing their negativity:
- Feel sorry for the jerk. “There must be something really horrible going on in their personal life.”
- “He’s just being a jerk and this is what jerks do.”
- “I know she can be a jerk, but I have learned quite a bit from her, particularly how not to treat others.”
- Minimize the nastiness. “In the whole scheme of things, this is really a small matter. I’ve climbed higher mountains.”
- “This situation is not my fault and I’m not going to let it consume me.”
- “This too shall pass.”
- Take a deep breath and go for a walk. Controlling your anger towards the jerk is critical to staying engaged and productive in your job. Let the person play the role of being the office jerk, and keep that role separate from your work role. To overcome the jerk’s nastiness, remember and embrace the aspects of your job and home life that make you happy. Vent about the jerk at home if necessary, which will help you release your workplace tension. One other obvious and viable alternative is to simply consider taking a different job somewhere else.
- Kill them with kindness. Turn your torturer into a friend. (Sure, you are pretending, but being extra nice completely throws the jerk off guard). When you take the high road and reflect niceness instead of nastiness, the jerk’s behavior only becomes more out of place. If passing them in the hallway, show the jerk a great smile and let out a nice, positive, “Good morning!” or “Hey, how’s your day going?”
Lastly, it is also important that you look in the mirror and be reflective—you might be the office schmuck! If crass or judgmental comments have gone too far lately and you are indeed a jerk, it probably won’t be easy to admit it to others or yourself. However, it’s important that you take actions to correct your behavior before it’s too late. My friend, Ana Dutra, wrote a great book about this called Lessons in Leadershit: Detoxing the Workplace. This book helps you not only improve your working relationships with jerks and bullies, but teaches you how to avoid becoming a jerk or bully yourself.
1Zogby Analytics/Workplace Bullying Institute Online Survey, 2014. Note that “Bullying” was defined as these types of workplace mistreatment: abusive conduct that is threatening, intimidating, humiliating, work sabotage, or verbal abuse.
2University of California – Berkley Psychology Study, 2014
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 email@example.com, on LinkedIn at http://www.linkedin.com/in/kevinsheridan1 and on twitter @kevinsheridan12. His webpage is www.kevinsheridanllc.com.
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