Wednesday, April 29, 2015
3 Ways to Show Love at Workplace: Compassion, Knowledge and Network
3 Ways to Show Love at Workplace: Compassion, Knowledge and Network
Apr 29, 2015
Somewhere along the line, I decided I didn't want to be a big shot. I didn't want to bulldoze coworkers and employees. I didn't want to climb the corporate ladder at the expense of others. I didn't want to abuse people the way I'd been ill-treated by certain employers. Human values seemed more important. I wanted to treat my customers, employees, coworkers and bosses with respect and--dare I say it?--L-O-V-E. I soon found that work was much more fulfilling and fruitful when I cared for those with whom I worked.
According to Tim Sanders, director of Yahoo's in-house think tank, author of Love 
is the Kller App: How to Win Business and Influence Friends, believes love is the crucial element in the search for personal and professional success. In His Book, he shares about how to demonstrate love at work through compassion, knowledge and network.
is the Kller App: How to Win Business and Influence Friends, believes love is the crucial element in the search for personal and professional success. In His Book, he shares about how to demonstrate love at work through compassion, knowledge and network.
Knowledge: finding ways to share what you know with co-workers and partners. You can coach your staff, share info with your colleagues, mentor new employees. The more you share your knowledge, the more you demonstrate care to others. I have coached numerous people at work or outside of work. I always told my staff. I was going to share 110% what I know to them. I arranged Weekly one on one meeting, Weekly team learning and Monthly workshop to ensure the team grow together.
I have ever gone as far as sharing my knowledge in HR Conferences to let other training and OD colleagues how we could do certain things in creative ways. I have uploaded 50 presentations in slideshare.net ( http://www.slideshare.net/eastleaf) and viewed by 760,000 since 2008. Some of the topics are listed below:
Good Practices on Retention Strategies, Application of Action Learning, Career Development, On boarding Impacts on Retention, HR as Leading Department, Effectively managing Conflict in the Workplace, Facilitating Corporate Strategy, Educating and Training Line Managers in Talent Management, Learning and Employee Retention
Network: expanding your networks by being open and sharing your contacts with those that could benefit. Involving in talks and seminars, collecting name cards, expanding your circle through networking events or NGO are able for you to share your contacts with your co-workers and staff.
Develop yourselves to be a "go-to" person. Becoming resourceful means your ability to get info and help from your network. It means you are able to connect to one and another in your network without a hidden agenda. I have connected competent trainers to many training mangers. Sometimes, I have ever got calls from HR Director to recommend a good candidate for training profession.
Compassion: listening and showing care to your co-workers and business associates regardless of their position in the company. Encouraging others, listening and demonstrating you care for those you come in contact with is an end in itself, and you will soon find the encouragement and caring coming back to you.
This is the most fundamental way to connect human. I have the principle of respecting people regardless of their job titles. I talk to the cleaner the same way I talk to the CEO. Compassion needs consistence sincerity and willingness to listen and to spare time to be with them.
The main point here is that love is not selfish. The thread he weaves throughout the book is a message about caring for others, not with the expectation of getting something in return, but because it is the right thing to do and will cause a change to them.
In summary, remember three key points of showing love at work: Compassion, Network and Knowledge.
This Book Summary
Note: Love Is the Killer App is a global and New York Times best seller.
For an excerpt: http://www.fastcompany.com/magazine/5...
For an excerpt: http://www.fastcompany.com/magazine/5...
Credit to Gordon Gregory,Michael Erisman, David E. Roger: and John Porcaro
Laurence Yap has 20 years of industrial experience in organization development and human resource development. He has served in multiple multinational organizations in Asia Pacific Region such as PayPal, Western Digital, First Solar and Pfizer. You can read more about his work in his blog Journey of HRD and Eastleaf in Slideshare. Email: laurence.yap@gmail.comWednesday, April 22, 2015
HR Driven Business Sustainability Model from Harvard Business School
HR Driven Business Sustainability Model from Harvard Business School
Background
How do HR drive organization changes in sustaining business growth? These are the burning questions for HR. As s senior manager of OD and Training, part of the HR, my job needed to face CXO and Senior Leadership Team or Senior Business Leaders from time to time. I need to find a model to create values of the business from HR perspective.
The primary concerns of an organization are two areas - Business and People. In Business, the focus is on profit and productivity while in people, the focus in on engagement and culture. With this in mind, only HR can begin to think like a CEO to be macro-minded. Finally, I found a model suitable for HR, OD and Training Profession to adopt.
Harvard Business School
Harvard Business School
The dotcom era of 90s has changed the business landscape. Green Project has
carefully examined more than 200 well-established management practices as they
were employed over a ten-year period by 160 companies. The finding of the study revealed those companies that outperformed their industry peers has exhibited what we call the four primary management practices—strategy, execution, culture, and structure. They also found out these companies were mastered of any two out of four secondary management practices—talent, innovation, leadership, and mergers and partnerships. These eight management practices can relate to the four key concerns of the Senior Leadership Team as shown in the diagram below.
carefully examined more than 200 well-established management practices as they
were employed over a ten-year period by 160 companies. The finding of the study revealed those companies that outperformed their industry peers has exhibited what we call the four primary management practices—strategy, execution, culture, and structure. They also found out these companies were mastered of any two out of four secondary management practices—talent, innovation, leadership, and mergers and partnerships. These eight management practices can relate to the four key concerns of the Senior Leadership Team as shown in the diagram below.
Findings
From the diagram below, one can see the difference between those companies who practiced six of the eight management practices. Those companies observed those management practices has showed the following results: Total return to shareholders is 943% growth, Sales is 413%, Operating Income 326% and Return on Investment +5.45%.
Application and Results
HR, Training and OD are in perfect position to assist the Senior Leadership Team to business sustainable growth. Looking into the eight aspects of the organization mentioned above to see how the Department can value added in sustain the growth. There are four columns in the diagnosis - strengths of the company, next area of improvement, solution and results.
Generally speaking, I use the following triangle diagram to look into the eight aspects from HR, OD and Training perspective.
I have used it in my previous three companies and discuss my observations to the CEO, MD and APAC Head. From the analysis, they have agreed to mobilize resources to strengthen those areas, we can create values - retain employees, improvement work process, develop leaders, facilitate corporate strategies, increase productivity and improve output and etc. With this approach, we can dialogue with Senior Leadership Team with their concerns in mind - profit, productivity, engagement and culture.
Authors
William Joyce is professor of strategy and organization theory at the Amos Tuck School of Business at Dartmouth College. Nitin Nohria is a professor of business administration at the Harvard Business School. Bruce Roberson was a partner with McKinsey & Co. for 11 years and is part of a new management team undertaking the turnaround of a major corporation.
Laurence Yap has 20 years of industrial experience in organization development and human resource development. He has served in multiple multinational organizations in Asia Pacific Region such as PayPal, Western Digital, First Solar and Pfizer. You can read more about his work in his blog Journey of HRD and Eastleaf in Slideshare. Email: laurence.yap@gmail.com
- organizational effectiveness
- organizational leadership
- hr transformation
Wednesday, April 15, 2015
65% of Employees Leave Because of Bad Bosses
65% of Employees Leave Because of Bad Bosses
Apr 15, 2015
If your company has high attribution. This piece of information will shed light to your search of reasons.
People leave bad bosses. 68% people left their jobs are due to their bosses. According to Saratoga Research Report (Authored by Leign Branham) on why people leave their jobs.
They have interviewed and studied 20000 employees who left their jobs. Below is the listing of those reasons:
Too few growth and advancement opportunities 16%Lack of support by and respect from supervisor 13%
Job Duties Boring and unchallenging 11%
Lack of leadership skills by supervisor 9%
Not recognize for my contribution 4%
Display favoritism 4%
Poor supervisor-employee relations 3%
Training 3%
Incompetent supervisor 2%
Poor senior leadership 2%
Supervisor lack technical skills 1%
Leign Branham has proposal seven strategies to counter the outflow of employees. He has suggested many practical steps in his book "7 Hidden Reasons Employee Leaves". Among others,
To Match Expectations with RealitySelect the Right Talent for the Job
To Provide Coaching and Feedback
To Provide Career Advancement and Growth Opportunities
To Make Employees Feel Valued and Recognize
To Reduce Stress from Work-Life Imbalance and Overwork
To Inspire and Confidence in Senior Leaders
If you follow his suggestions, your company may well be the employee of choice one day.
Subscribe to:
Posts (Atom)
MIT
Open Courseware