By: Charlie Martin, Founder, engagementtoolbox.com
Employers Group Blog Connection
The New Business-IT Value Equation
What it means to Business Decisions, Leadership Approach, and Leverage
A Collaborative Session led by:
Ashwin Rangan, CIO for Edwards Lifesciences / Joel Manfredo, CTO, County of Orange / Charles Arajuo, President & CEO of CastlePointe
With technology growing by the nanosecond, the law can’t possibly keep up. In this modern age of Internet and social media, courts around the nation are finding it increasingly challenging to balance the rapid-fire availability of Internet and social media public disclosures and comments against our nation’s traditional rights of privacy and free speech.
Rumor has it that smaller staffs, with people wearing more “hats,” is the new normal since the economic downtrend. Perhaps this is not very far from the truth. You no longer see bank foyers dotted with desks; instead they have installed “pods” that you step up to, rather than sit down to perform your financial transactions. Self-checkout lanes have become commonplace, and the days of (real life) grocery tellers asking you how your day is going as they scan your groceries and send them down the conveyer belt seem to be numbered. Doing less with more, combining two or three jobs into one, buying into the latest software or electronic gadgets to help the workplace become more efficient, or simply getting more from the fewer employees you have is where the business world is headed.
One of the most sensitive issues to address in the workplace is body odor. This problem can be unpleasant and awkward for all concerned—the offender, other employees, and Human Resources. And it’s not a rare situation—some HR managers have to deal with the matter once or twice a year in offices as well as in manual labor settings.
Our recently published newsletter, CA Employer contains great articles for any HR or Business Professional.
An international manufacturer of industrial trucks and engines recognized that their managers were being promoted for technical proficiency, but lacked overall leadership and development skills. This was creating turmoil and conflict as employees were feeling a lack of direction, motivation, and communication from their supervisors. Additionally, the company felt that their managers were unable to think about the “big picture”, and were more wrapped up in the day-to-day details of the operation. Again, this was negatively impacting employees via performance evaluations, lack of mentoring, and general guidance issues.
Employers Group facilitators and consultants were able to create a custom Leadership Development Academy for managers and supervisors. To assess the effectiveness of the academy, we immediately met with the Executive team to identify desired outcomes, milestones, and performance measurements for the program. Using personality indicator tests, EG facilitators were able to determine the skill level of program attendees and further custom-tailor program content for our member.
Within weeks, the Executive team saw results. Managers were able to communicate their role and goals more effectively, established a better rapport with their subordinates, and began thinking of new initiatives to help grow the company. In essence, this member has undertaken a succession planning approach, starting with middle-management who they hope will advance through the organization based on their new proficiency – in leadership and development.
Developing your staff will help with retaining employees as well as attracting new members to your team.
To learn more about Employers Group's Leadership & Development programs, contact us at firstname.lastname@example.org .
In HR, we are often the one’s sent to put out fires. We have to be able to effectively, efficiently and legally solve conflicts and make sure our employees have the skills, tools, and environment they need to do their job.