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Every two weeks we bring you opinion, news and research on Employee Engagement, Leadership and Organisational Performance, along with some thoughts on practical workplace applications.


Editorial: The Four Cs in the VUCA World

The reality of life in the VUCA world (a context that is Volatile, Uncertain, Complex and Ambiguous) with its increasing demands for increased performance… higher productivity… lower employee turnover… (the list could go on) frequently leaves managers with little time or energy to focus on the people-side of their role. Which is a pity, as without engaged, committed and capable people, no manager can be successful.

Reflecting on this led me to four Cs of effective management

Commitment – to their role and responsibilities

The best managers will bounce back after setbacks, role-modelling the way in which all employees respond to their challenges. They must consistently demonstrate their commitment if others are to emulate it.

Clarity – of purpose.

In my experience, most people go to work each day intending to do the best they can and deliver results. But this is only possible if they are clear about what they are there for (their function), who they are there for (their stakeholders) and why they are there (their purpose).

Communication – upwards. downwards and sideways.

Line managers, regardless of seniority, are a vital pivot in the organisation’s communication flow. They must be in constant communication with their direct reports, their peers and their own mangers, sharing critical information and listening closely to the needs and concerns of those they interact with.

Concern – for themselves and their team.

Care and concern aren’t often talked about as a key requirement of managers, but to ignore them is to court trouble. The complexity of managing people is that they are just that – people. Without any dilution of commitment, clarity and communication, managers must demonstrate care and concern for their teams – without it, productivity, performance, engagement and willingness to change will rapidly diminish.

Which of the Four Cs need most attention in your team?

Steve Short – Emenex


The Emotionally Intelligent Way to Engage Employees

The Korn Ferry Institute reminds us what we hear everywhere these days: Employee engagement makes a huge difference. Executives seek the productivity such engagement brings, while employees increasingly desire fulfilling (read, “engaging”) work. Employee engagement means more than mere job satisfaction. While satisfied employees might do just well enough, they’re unlikely to put in that extra, discretionary effort that comes when they’re really engaged in their work.

Then there’s the bonus for emotional climate that comes with true engagement; engaged employees are passionate about their work and committed to their organization’s purpose and business outcomes.

One strategy for increasing engagement would have leaders use their emotional intelligence to manage and develop their employees. Leaders with competencies in empathyteamworkcoach and mentor, and inspirational leadership enhance the emotional climate in their organizations and more effectively engage employees.

With further references to the bestselling author Daniel Goleman, there’s more is here.


Why Change Management

Change is happening in your organization. Every day, new initiatives and projects are launched to improve performance, increase profits, and enhance your competitive advantage. You could be implementing technology to enable a more mobile workforce, reengineering a process to ensure regulatory compliance or pursuing an enterprise-wide transformation around customer experience.

There is a common denominator for achieving the intended outcomes of your initiative: people. Your initiatives impact how individual people do their work: their processes, job roles, workflows, reporting structures, behaviors and even their identity within the organization.

Change management is the approach to driving adoption and usage so initiatives deliver expected results and outcomes. This thought leadership piece explains why you need change management:


Cracking the Code of Employee Value Proposition

Understand the key moments in a comprehensive employee value proposition and de-constructing it across the employee journey.

Who comes first- Employees or Customers?

Every business leader knows that they need employees and customers to survive, but the question remains. Who comes first, the employees or the customers? Some might argue that customers always come first. They are the ones who keep the business going. Others might debate that employees come first. Without them, the real work of the business can’t get done.

You just cannot grow a company on the backs of unskilled, unqualified, and unhappy employees. Your employees and by extension, your job applicants are much more important than your customers. So, how do you make sure you attract the best people to work for you?

This is where having a strong Employee Value Proposition Strategy (EVP) is an important factor in determining how the company is perceived before, during, and after employment.  This comprehensive article from People Matters can be read here.


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We help you keep your people great.

Emenex helps organisations get the best from and for their people.

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