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August 2013

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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The disastrous consequences of mixed messages!

As I have always stressed, there are two distinct parts to strategy. There’s strategy development and there is strategy implementation. They are two very different things, but you can’t really have the one without the other.

Mixed message_000003871853XSmallIt’s all very well for executives to sit in their plush offices and develop strategic plans but those plans aren’t worth a can of beans if they are not carried out. And of course, it is the rest of the organisation that does the carrying out! In fact executives generally play little or no significant part in implementation. That is why it is imperative that the strategy is effectively communicated through all levels of the organisation.  How else can you expect to achieve strategic integrity – the perfect fusion of strategic planning and strategy implementation?  

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Does it have any real value?

You do not have to be over 21 to have experienced it. Nonetheless, the likelihood is that if you are over 21 you almost certainly will have done so. It would seem it is an inevitable part of adult life. Most organisations with about ten or more people insist.

And the odds are that you will have found it an ordeal. That may, arguably, be true of anything that is compulsory. In this instance, however, you might possibly even question its value.

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Employer Branding, Employee Engagement & Jobs for Life

“Jobs for life.” Where did that concept come from and what does the term actually mean? How many people do you know who believed that their job was for life?

My parents certainly didn’t believe in it, and neither, as far as I know, did my grandparents – and that probably covers nearly the last 100 years! Certainly I was not brought up to believe that. Nor do I think any of my peers felt that employment meant a life-long commitment. So did HR believe it?

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Sustainable Success Through Optimum Employee Engagement

Sustained success for any organisation depends first and foremost on its employees. Thus it seems self-evident that the more engaged employees are, the more successful the organisation will be. But this has always been the case, so what has happened to make employee engagement such a hot topic? If you are perhaps wondering why or are sceptical about the subject, perhaps the following explanation and diagram will help you understand.    

Strategic Alignment

Any organisation – irrespective of its nature – comes into being because the founders see a need and a means of serving that need. Thus all begins with vision.

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