I ran across this article on The Muse titled “3 Signs You’re Talking Way Too Much in Meetings (and How to Stop Being that Person).” It’s a good read and worth checking out. But it prompted me to ask, “What about the person who doesn’t talk enough?” Yes, it’s possible to not talk enough during meetings.
Employment Enterprises Blog
In a world where culture and values are the keys to engagement and business success, the adage, “Hire for attitude, train for skill,” may be out of place.
This month, The Royal Albert Hall hosted the annual Institute of Directors Convention. International Rescue Committee’s CEO David Miliband, fashion designer and entrepreneur Anya Hindmarch, and NHS England CEO Simon Stevens took to the stage to share their experiences of breaking boundaries in business. The event closed with explorer extraordinaire Sir Ranulph Fiennes who shared anecdotes and imagery from the various expeditions he has carried out over his incredible career. Then, he revealed his secret to success: “Getting the right characters was critical. You can teach skill but you can’t change character.”
Carol just can’t catch a break. She hustles to get her work done, turns in assignments on time, and does her best to connect with colleagues on the team. But for some reason her teammates and manager don’t believe she’s giving her full effort—and don’t seem to enjoy working with her. They view her late arrival in the office as disrespectful. They don’t appreciate how she likes to chat with colleagues over the cubicle walls. And they just don’t understand why she’s always using e-mail instead of delivering messages in person.
If you’re managing a team, you might wonder what comes first: engaged and personally invested employees or productive, great work? Is an employee doing great work because they’re engaged? Or will the employee become more engaged after doing great work?
Executives and HR professionals may have very different day-to-day roles, but the desire to build a productive and engaged workforce is one thing we do have in common. We’re both constantly looking for ways to not only bring in the best but also foster growth and engagement among our current workforce. I can certainly attest to this firsthand as it’s something I think about often. Most of us realize that as CEOs, we are the leaders who steer the ships, but we are nothing without our employees.
What are the pros and cons I should consider before establishing a uniform policy?
Today, millions of employees wear corporate uniforms in the workplace. Whether it is to clearly exhibit a company logo, make it easier for customers to identify employees, or to develop a sense of unity among the staff, they have become increasingly prevalent in the workplace.
The winter season, and all its attendant holidays, can make you really take stock of what you have. This is why many companies throw holiday parties for employees. It's a great way to say "thanks" for a job well done this past year.
But holiday parties can come with their own set of minefields to navigate. An awkward holiday party is like an employee getting coal in their corporate stocking. Here are some tips to avoid this fate and keep your holiday party as merry as Santa Claus:
A few weeks ago, Great Place to Work announced the 2014 list of the 100 Best Companies to Work For. While no one company is like the other, we find common themes among our list winners, which we explored in our latest whitepaper, the Great Place to Work Guide to Greatness.
We have moved into a new era of employee benefits. While traditional employee benefits such as healthcare, PTO, and retirement matching are expected, perks like on-site free food, gyms, and massages are becoming increasingly attractive to job seekers. It’s typical of emerging startups to use these perks to entice competitive talent to join their organization, with companies like Google offering an entire campus of free cafés, haircuts, and other extravagances. But while these perks seem to be appealing to fresh young talent, are they actually proving a real return on investment?
Culture fit is very often the determining factor on whether an employee stays at a job long-term. With one out of two workers quitting before 18 months, managers could use some help.
Despite years of urging hiring managers and HR professionals to focus employee selection on culture and team fit, many hiring decisions still ignore attitude and personal values, especially at a time when skilled workers are scarce and unfilled jobs plague many businesses. When the education and experience fits, it seems to blind managers to the fact that no matter how good the wings, pigs won't fly.