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: A Case of Failed Integrity
It’s been a difficult week in politics in the UK, and this time not just because of Brexit. Following the troubling revelations about the behaviour of Harvey Weinstein, a number of British MPs and government ministers have been removed from office (permanently or temporarily) for behaviour that “fell below the standards expected.”
It is distressing when these lurid allegations fill the headlines; distressing for the people (usually, but not exclusively, women) who have been victims of harassment and abuse, but also distressing for the families of those accused of impropriety. It’s also distressing for those of us who feel repulsed these unseemly allegations, but unable to do anything directly about it. So well done to the courageous people who stand up to such behaviour and thereby give others courage too.
We could of course argue it is the human condition – but not all people behave this way. We could argue it is has always been this way, but that certainly doesn’t make it right. And we could argue that it’s just the way things are, but that doesn’t mean that things should be that way and can’t be changed.
So what does lie at the heart of the scandals? Many factors, of course, to do with selfishness and abuse of power, but one underlying thing that stands out is a lack of respect shown by one person to another. A person’s values are always evident in what they do rather than what they say; you simply cannot claim to have respect for people if you then, by your behaviour, demonstrate the opposite. There is no integrity in that.
This principle holds true at an individual level and organisationally. When an organisation’s leaders agree certain values that will drive its activity and working relationships, those values must be lived out by every employee, starting in the boardroom and permeating the whole organisation. If they aren’t, rather than a statement of values they are a statement of failed integrity; and that’s a serious thing.
Steve Short – Emenex
Why Organizations Need To Focus On Culture First
All your leadership development, succession planning, performance management and employee engagement strategies should be designed to support and enhance your desired culture. It sounds intuitive, but many company leaders don’t focus the right amount of attention on influencing a culture that will set the foundation of who they are, how they act, how they treat each other and how they run their business.
Writing for Forbes, Stephen Childs, Vice President-Global Human Resources/Facilities for Panasonic Automotive shares how he missed this very crucial step in the past. As part of a company that has been growing at a tremendous rate, he and his team spent a disproportionate amount of time building an award-winning human resources infrastructure in an effort to ensure they engaged, retained and rewarded their top talent and to support the acquisition of more superstars. However, working on all these key initiatives without a high focus on culture was a big oversight.
The full story here, including Childs’s key recommendations.
Meaningful Work is Key Driver of Positive Employee Experience
Globoforce’s WorkHuman Research Institute in partnership with IBM’s Smarter Workforce Institute, have released the findings of the latest edition of ‘The Employee Experience Index around the Globe’ survey, which finds that the biggest driver of a positive employee experience at work is ‘meaningful’ work.
The survey, which questioned 23,000 employees from diverse industries and a wide variety of organizations from around the world, found that the Employee Experience Index score for the UK is 64 percent, just below the European average (65 percent) and below the global average (69 percent). A positive employee experience is best defined as an impactful and powerful – and ultimately human – experience, one in which employees become able, over time, to invest more of their entire selves into the workplace.
In the UK, meaningful work emerged as the single largest contributor at 30%, 3 points above the global average. Meaningful work ensures that employees’ skills and talents are being fully utilized and there is greater alignment to shared, core values.
A Global Report on Social Technology at Work, and its Effect on Employee Behaviour, Performance and Fulfillment
A project that was jointly researched for one of Engage for Success’s Thought and Action Groups. The key question asked was: is tech. at work making things easier for or just adding more tasks to the working day? Boon or burden, if you will?
With the outcomes of this report, its authors hope that management teams will consider the type of workplace culture they wish to foster as a result of investing in technology at work. It will also serve as a driver for employers to find the right tools to improve their company’s performance and sustainability.
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