We hear about the recession daily - even hourly if we’re regularly tuned in to mass media. You can do something to protect your business.
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Organizations in today’s world are facing many changes. According to Kouze and Posner of The Leadership Challenge, decades of research has shown that while the specific changes themselves vary, the factors remain much the same: information, technology, competition, and multitude of options. What has changed is these factors’ context.
Organizations face many challenges when it comes to human resources: how to recruit, manage, develop, and retrain people. It’s hard for organizations that are experts in building products and services to also be experts at talent management, yet we know that people are our most important assets.
It’s not possible to predict the future, but it certainly is practical to plan for it. That’s what scenario planning addresses: laying out possibilities, outcomes, and responses. We learn from experiences - others’ as well as our own. Two articles published in the last year by McKinsey & Company, a reputable management firm, do an excellent job of exploring the centers and edges of scenario planning.
About a year ago Netflix posted an internal presentation that outlines their company policy of maintaining relatively few policies. Their point: value statements are all well and good, but when they’re just words on the page they guarantee nothing. What really drives success, growth, and innovation is identifying values, consistently applying and acting on them, and empowering and expecting your employees to do the same. Essentially, Netflix puts their money where their mouth is.
Risk can be scary, but uncertainty can be downright terrifying because the unknown is so much more unpredictable than, well, the predictable. If your company is doing its best to ignore or avoid uncertainty then that’s a problem because it can destroy your business. It can also hold enormous opportunity if you make an effort to engage it.
Written by Paul J. H. Schoemaker, Profiting from Uncertainty: Strategies for Succeeding No Matter What the Future Brings, paints a clear picture of how responses to uncertainty can make or break a company.
In this post we offer a taste of the first chapter, “Embracing Uncertainty,” because it addresses many of the concepts that Insight does when we work with clients to grow and transform their businesses.
When it comes to strategic planning, you need to be sure that you’re thinking about the right questions and scenarios and not focusing too much on rehashing the past. After all, strategic planning’s main concern is the future: how your organization will grow and thrive and what steps will get you there.
In his article “Strategic Functions Increase for HR in Organizations,” Stephen Miller notes that organizations that outsource administrative HR tasks tend to involve internal HR in strategic planning. That is a pattern we observe as well, and it is a successful model for business development. Miller goes on to state various vital contributions HR can make to strategic planning: retention, work/life, health, safety and security programs and success planning.
People love rhythm in the midst of change and chaos. Let’s face it: most of us are paddling as hard as possible to keep up with all of the internal and external demands of business. Creating a simple feedback rhythm with our people can make all of the difference in gaining credibility as their leader, and it doesn’t need to take a lot of time. First, we must change our mindset so the rhythm can flow in a new open space for feedback.
BLOOM® has the capabilities to track and assign a variety of expectations to employees. While the system is flexible enough to handle nearly any structure, how we define different types of expectations is important to distinguish. Below we identify common types of expectations that are often assigned to employees. Then we define them from our perspective and explain how they are stored in BLOOM to integrate into each employee’s personalized performance plan review.