Happiness at work

Realising Resolutions: How to Avoid Resolutions Becoming Regrets

It’s that time of the year when you are likely rising to the challenge of keeping your New Year resolutions. And as you do, you may be realising that the hope, expectation and enthusiasm with which you embraced them has diminished, dissolved or disappeared. Alas, we have probably all suffered the ignominy of failed New Year resolutions. Why do you think that is?

Beyond desire_000031711528XSmallWe all start off with best of intentions. We are totally serious and certainly wouldn’t make them if we didn’t feel the need. Yet somehow they nearly all end in regrets. There is nothing like a failed resolution to send you on a guilt trip and perhaps start a cycle of despair: not the ideal way to start a new year!

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How to break the cycle of poor industrial relations

The centuries-old struggle of employers versus employees shows little or no sign of abating.  There were two clears signs of that this week. The first was the strike by firemen against changes it says will force firefighters to work longer, pay more into their pensions and receive less in retirement. The second was a call by the NHS Employers organisation calling for a freeze in pay scales in 2014/5. On the face of it the two extremes of the struggle – workers acting because they feel exploited, and employers sending messages that employee costs cannot continue to rise.

Breaking the cycle_000009679014XSmallSuch standpoints, however, only perpetuate the struggle. To resolve the underlying problem you have to think differently or, as Einstein put it, “You cannot solve a problem from the same level of consciousness that created it.”  So how can we break free of such entrenched thinking?

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The Case for Employee Engagement

Sometimes it is easier to define something by describing its opposite. Perhaps that applies to Employee Engagement too. Maybe it is easier to depict employee disengagement.

And of course, when describing anything, the old adage is true; "a picture is worth a thousand words." I was reminded of that this week when I had reason to look at one of the cartoons from my book, “Lean Organisations Need FAT People.”   

Employee Disengagement

Ironically, although the picture does a wonderful job of portraying employee disengagement and its consequences, it is far from fiction. It portrays something that I was told once really happened!

This is the kind of situation that can actually happen when people are over-regulated or not valued enough to be allowed to use their own discretion. And that, I am convinced, is the root cause of the lack of employee engagement, and even the active employee disengagement, that is so rife today. You might not have a production line like this, but I am sure that, if you opened your eyes, you could identify any number of examples of employee disengagement that are costing you or your organisation a bundle.   

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KISS and end the War for Talent!

Do you ever sense that things are too complicated? I do. And two things make the feeling even worse:-

  • The increasing frequency with  which it occurs; and
  • The conviction that we are the ones who make things over-complicated.  

Abc_000005448371XSmallThat is why I so enjoyed Steve Roesler’s recent blog “Employee Retention: How About “Thanks!”?  As always he makes things so simple. Here he quotes research that nearly 20% of us are never thanked at work, and over a third of us only hear the words once or twice a year. In other words more than half of us do not get adequate thanks for our efforts at work. Thus Steve does not find it a coincidence that roughly the same percentage has no loyalty towards their employer!

By juxtaposing this with the fact that a Google search of “The War for Talent” results in 138,000,000 hits, he suggests that optimising people is clearly a massive concern and that we are looking in the wrong places.

If you think that is a misinterpretation of the Google results, a similar search of “Employee Engagement” returns 40,400,000 hits.  So it would definitely seem that we are over-complicating the issue. And, possibly even worse, we may be misrepresenting the problem.

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When Policy Plays Principle!

You have to hand it to the government for trying. On the face of it trying to improve productivity by enhancing employee engagement through employee ownership is a good idea; even an exceptionally good idea. (Certainly it is the fulcrum of my own endeavours!)  Yet points for trying is about all this "camel-as-a-horse-designed-by-a-committee" effort scores.

Such is the empty promise behind Chancellor George Osborne’s scheme that – in an earlier era – it would likely have the acerbic satirists of the day penning rhymes along the lines of “Georgie-Porgy kissed the girls and made them cry!” Perhaps it is all you could expect from a chancellor who has little or no commercial work experience and whose career prior to office was spent mainly as a political party policy advisor. Nevertheless, one would have hoped he was surrounded by more experienced and astute advisors and thus expected more.

Let’s try to envisage how the scheme came into being.

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ROI on Talent Management? You're Joking!

Self-development is an essential part of life. In fact it is an unavoidable part of life, but in today’s world it is perhaps more vital than ever before. That is one reason why I subscribe to a number of e-zines and newsletters, despite sometimes feeling that I am drowning in emails. Only you never know when you will get something that will transform your life! Unfortunately, trying to identify these can sometimes leave you feeling like an old wild-west prospector, trawling fruitlessly through tons of mud.  

ROI_000014630950XSmallThis week there was mostly mud, including an invitation to a series of webinars. One of these included something about the “ROI on talent acquisition.” That stopped me in my tracks! Return on Investment on Talent Acquisition? Two things about this immediately irked me.

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Aaarghh! It's enough to drive you nuts!

Chocolate-box pretty! That was our garden when the cherry tree blossomed: the symbol of summer finally arrived. Then last year – nada! Absolutely nothing! We called our local garden guru to ask what could have happened, and he explained that there had been a virus doing the rounds and a number of cherry trees had just died off. Ours apparently was simply another sad statistic.

FrustrationHe warned, however, that it would be under a tree-preservation order and that we would need town council permission to cut it down. That’s right – we need council permission to cut down and replace a dead tree!

Like good citizens we duly phoned the council to explain the position and request permission and were told we had to make the request in writing. We eventually got around to this about a year later when we realised it was almost cherry-blossom time again! (Oh, how time flies!) This week, several weeks later, we received the response in the mail.

So far, so good. But what do you think it said?

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Talent Wars or Talent Waste?

Are people’s capabilities diminishing? Our own observations would suggest otherwise. Likewise science would probably point to the opposite. So why has talk of the “War for Talent” come to the fore over the past 15 years? How can there be a shortage of talent in a world that has more people than ever before?

Something has to be wrong somewhere.

The root of the problem lies in the implicit distinction between talent and people. You can’t actually separate the two. Think of it like this: if your car runs out of fuel the only way you can get it restarted is to refuel. So why do we view 'talent' differently? If you have a shortage of talent the only way you can alleviate that lack is to develop new talent. I am sure you will agree that seems pretty obvious. Yet many people still don’t ‘get it.’ Unfortunately management seem to top the list. They still seem to remain adamant that it is something you go out and buy.

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Employee Engagement & the Holy Grail

What do happiness and employee engagement have in common?

Actually it may be more than you think. In fact it is quite possible that they are different facets of the same thing. Let me explain before you start thinking that I have totally lost my marbles.

Happiness is an emotional state. As such you can argue that it is conditional, circumstantial and transitory – and possibly even transcendental. Certainly it varies in intensity and over time. It is also very personal and thus unique to the individual. It is therefore virtually impossible to qualify, quantify, or to contain. Ultimately it is simply an undefinable state of well-being; feeling good about life and your place in it at a particular moment or over a specific period.

That can make it elusive. However, it gets more complicated: because it is intensely personal something that may be one person’s delight may be another’s nightmare. This makes it impossible to have a standard formula for happiness or to deliver it on a mass scale.

Employee engagement is the same. It also an emotional state, subject to fluctuations while being difficult to qualify and quantify. This variableness may also be the result of events and circumstances

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The Semantics Say It All!

You may – and most likely do – use it unthinkingly. It is such a little word; seemingly innocent, innocuous and insignificant. Just three letters long!

Yet, it can be profoundly significant.

In fact, if you were to think about it more deeply you might recognise the intention behind the word as a primary cause of conflict: for toddlers and tyrants alike, every race and culture and possibly every species of creation from aardvark to zebra.  At all levels: individual, family and community; personal and organisational; micro and macro.

So can you guess what the word is?

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