A friend of mine has been having a rather torrid time at work recently. She has a new line manager. Unfortunately for her, it transpires that this particular individual is not the best when it comes to managing people. Quite an issue, when they have responsibility for a team of twenty people.
In the last blog post in this series I talked about my personal experiences of the impact culture can have on engagement, and therefore the delivery of business objectives. Following on from this, I want to now look at how these fit together in a model, and how the relationship between them is driven.
If we want to avoid the human race dying out, it is a requirement that we continuously repopulate. Each generation takes on the responsibility for bringing up and raising the generation that follows. In very simple terms: if our generation don’t have children, then there will be no generations to come, and mankind will eventually die out.
With this as the backdrop, I confess to being absolutely baffled as to why still, in the year 2017, there is a majority viewpoint that business and family life should be mutually exclusive.
In my last blog post in this series I started to explore how culture and engagement drive business objectives. We looked at the definition of ‘culture’ and ‘engagement’, and in turn, why this makes these elements so vitally important to an organisation.
We now need to start to look more closely at the relationship between culture and engagement. In order to do so, I want to share with you a case study. This case study is based around an experience I had very early on in my career, in my first HR role.
I was recently criticised by a friend. I was bemoaning the standard of job applications and candidates I was getting for a role I was recruiting for. Her – not unreasonable – pushback was: How can they be expected to know what you want, if you don’t tell them in the first place. And, while I would argue there needs to be a degree of common sense in such things… I can’t deny that very few first – or even second or third – jobbers are properly prepared by schools and universities for what it is that recruiters are really looking for.
I spoke last week at the Executive Leaders’ Network conference, on the topics of culture, engagement, and how they can help to drive business objectives. I thought I would share across a series of blog posts some of the topics I explored, and how they translate back from theory into practise.
Last Friday, 3 March, was Employee Appreciation Day. The celebration of employee efforts and contribution to industry was started in the US, but is rapidly also being adopted this side of the Atlantic.
While the concept is laudable, for me personally I struggle with the idea that anything as important as appreciating our employees should be restricted to the confines of just one day. I recognise that the theory behind such a day is to ensure employee appreciation is front of mind but, frankly, if we need a day in the calendar to show our employees that we appreciate them, then there is something fundamentally wrong with our working practises.
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