Another week is over, and it is time for another delivery of my favourite HR articles. I try to build my writing habit, and this is my second blog post with the best HR articles of the last week, that I read.
This time, the selection is a bit more diverse than the last one. However, turnover is back again. When talking with friends from other HR departments, I feel that it is a challenge all HR Professionals face at the moment. The job market is tight right now; it is the employee market, not the employer one.
This week is about the winning culture, learning organizations and HR Analytics. I see these topics as soft powers that define and underline the success of the HR team in the business. They are not visible, but they influence employees and managers in their decisions.
So, happy reading! The next selection will come on Saturday.
What motivates creative people?
Creativity was never seen as essential for the survival of the organization. However, the view of leaders changes significantly. They start to value creative employees because they innovate and deliver the required change to our lives and businesses. They usually come with the break-through idea that becomes an industry standard.
Creativity has a strategic value to the high-performance organization. The only issue is how to motivate creative employees. They are not like the others; they expect a different experience. Some more money does not work for them. They expect their managers to find better ways how to make them engaged and performing.
The carrot and stick approach does not work, as well. Creative employees are too smart; they always find a way how to fool around the rules. They like to play games; they expect you to play better. Creative employees love challenges; they want to be given the issue nobody else can solve. They want to bring a solution that amazes everyone in the room. They want to stand in front of their families and friends being proud of the strategic answer.
You as a manager have to change the approach towards the dedicated team. It would help if you were not a control freak. It would help if you acted as a team member who contributes to uncovering hidden challenges. The one, who can win the war for resources. The one, which celebrates both successes and failures.
The impact of turnover on employee experience
Again, turnover is among my choice of the best articles I found last week. Today, the environment around us is not employer friendly. We act on the employee market, and we have to fight turnover and protect our top performers and critical talents.
We have to deliver the proactive retention strategy to reduce turnover of critical employee populations. We usually ignore the impact on employees who stay. However, they often see how the organization lose the essential know-how. They are left with the work they have to do because there is no one else, who would do it.
It is similar to losing the best friends. There is always a hole left, and it takes time to fill it again. We build strong connections with other employees.
We feel the loss (and we are sad) when somebody close to us leaves the company. The emotional damage of turnover is hazardous because it is invisible. We can observe the immediate impact on productivity. As HR Managers, we have to act. It is the role of Human Resources (and us) to design tools that help leaders and managers fight with high levels of turnover.
Moreover, we should not blame just the market. We should go at least one layer deeper to identify critical internal root causes. Turnover usually does not happen just because the market is employee friendly. There are some flaws in our company.
8 steps to jumpstarting a truth-telling workplace culture
Ummm, each business values honesty and trust among employees and managers. No company puts on its door that it values lies and silence. Moreover, you want to build confidence among employees.
However, they usually trust just to a few guys in the company. They tell the truth only at corridors, bathrooms, and cafeterias. Anywhere else they say things others expect them to say. Employees do not criticize, and they leave their innovation ideas uncovered.
CEOs and leaders are not seen as credible and trustworthy. That is a dangerous trend, and it is an enormous HR challenge. The winning culture cannot coexist with untrust in the organization. When people do not tell the truth, the business cannot expect to improve, because it will miss the feedback from critical stakeholders.
Truth-telling is also clearly and closely linked with the winning corporate culture. Giving the power to the people is essential. It is a simple claim, but managers and leaders have to empower employees. They have to delegate their responsibilities, and they have to change the way how they behave. It is just the first small step.
The winning organization is always a good citizen. It is not just a CSR cliche; it is about following simple steps how to build a business which takes care of the people in the neighborhood.
What gets in the way of a learning culture
A learning organization is critical to driving innovation and improving business results. However, most organizations do not support the learning culture. Deloitte defines it as “the collective set of organizational values, conventions, processes, and practices that influence and encourage both individuals and the collective organization to continuously increase knowledge, competence, and performance.”
It is always good to go through the summary of all obstacles that can stop us from the successful development of the learning culture in the business. Sometimes, we push too much, and we recognize just the successes. However, there is no learning without failures.
Unlocking the mystery of HR Data
HR Analytics is one of the least developed HR areas. We do not utilize the data we collect about employees. We do not drive organizational efficiency, future strategy, and we do not measure business success with various HR performance indicators in mind.
Human Resources is about people in the business. However, we have to develop our analytical skills, competencies, and abilities. Leaders do not decide without any back-up data and analytics. Human Resources can lose a significant investment because it cannot build the business case that proves expected returns.
Human Resources collects data about employees, but it does not connect them with other data available in the business. We do not know the cost of turnover. We do not have a clear view, what is the value of the new hire.
Human Resources has to unlock the potential hidden in HR data; it will help to build a winning organization.