Like an increasing number of managers or HR professionals, you might be discovering the growing importance of developing a truly watertight talent pipeline, and how this can positively impact on the long-term future of your company and your workforce.
Developing a talent pipeline involves a company creating a flow (usually involving a database and extremely good relationship-building skills) of interesting, relevant and qualified candidates who could be of benefit to the future hiring needs of a firm.
It also means creating a process for attracting, identifying and developing employees and teams, as well as having an effective leadership succession plan in place.
By having a database of potential employees, you
Are you wondering what you can do about disengaged and unhappy employees? Good news! You’re not alone: 87 percent of organisations across the world cite company culture and employee engagement as their top challenges. The bad news is, with more than 71% of employees across the world not fully engaged, it can feel like something of an uphill battle when you’re trying to make a difference.
Fortunately, one of the first things that you can do is very simple (if a little uncomfortable): Start by looking at yourself as a leader, and ask a few probing questions…
So here goes:
1. Do you think you’re a good listener?
A lot of us believe ourselves to be GREAT listeners, when in fact we are just good at hearing what people are saying to us, then responding in a vaguely appropriate manner whilst simultaneously splitting our attention between five other things.
‘But that means I’m good at multi-tasking!’ I hear you say. Not quite. It means that your employees are trying to communicate with you, and you are not giving them the response or thought that they really need. Next time someone comes to talk to you, try to focus on what they are saying, and think before you respond; they will feel more valued, and you will have a better idea of what is going on around you!
2. Are you in control, or just controlling?
Delegation. Everyone shouts about this, time and time again, but have you ever truly taken it in? Try to remember that you have employed your people for their various talents, and these are more than likely going to be talents that you do not possess yourself; at least not to the same degree that they have trained for.
Micromanaging your employees will only irritate them and cause you more hassle. Let your teams do their jobs, and have a little faith. With more autonomy, you will be astounded at what they can do.
3. How often do you say thank you?
Gratitude costs nothing – A clich
As some sectors of the global economy are recovering from the financial crises that erupted in 2007, others continue to struggle. Recently the British steel industry issued a hard-hitting reminder and announced that more than one in six workers will lose their jobs. Companies of all sizes continue to be faced with tough decisions, often resulting in cutting jobs to reduce overheads. However, redundancies often bring a new set of difficulties for senior managers and CEOs.
In this situation, your main task is to keep your remaining employees motivated and ensure that they receive the necessary support to do their jobs well.
While often seen as a negative, reducing staff also offers organisations opportunity for change. If managed effectively, redundancies can result in more efficient processes, stronger leadership and happier employees.
Too often redundancies result in nothing more than reducing the workforce and saving the related costs. If the existing workload continues without restructuring, this will result in your remaining employees being over-worked and stressed.
Your corporate strategy and goals will need to be adapted to manage and truly take advantage of the reduction in your workforce. The reorganisation can only be successful, if you have a strategy in place before the process is started. This involves evaluating the essential processes, workload and manpower before laying people off.
The strategy cannot be reactive, it must be visionary.
Workplace stress isn’t easy to define, but we all know what it feels like when it happens.
Fatigue, anxiety, lack of focus and feelings of hopelessness and despair are all common when suffering from work-related stress.
Not to mention the migraines, stomach problems and physical symptoms which often accompany stress and increased levels of tension at work.
Not only are these effects extremely unpleasant for the individual, but they also have grave consequences for an organisation.
High stress levels amongst a team or workforce can have a direct and negative knock-on effect on how your employees interact with clients, how well they can achieve their goals and the way that they cooperate with their co-workers.
Alongside that, stress is directly associated with higher sickness rates, poor workforce health levels and lower productivity.
Make no mistake; stress seriously damages your workforce, on an individual and organisational level. The truth is, a stressed employee is seldom a productive employee, which is why managing stress is such a key-task for managers and leaders today.
Stress as a by-product of 21st century business culture
If you’re a manager or business owner, then you can be sure that most of your employees have experienced work-related stress or anxiety at some point in their career. Indeed many of us will openly admit to stress and pressure being an accepted part of our daily work.
With increased job uncertainty and lack of financial stability for businesses and companies across the globe, and a constant trend of change in the present business culture, it’s no wonder that job-strain and pressure are a part of the average workplace.
People are working longer hours, giving themselves less leisure time and micromanagement is still rife in many organisations.
A sure-fire recipe for stress!
The subjectivity of job strain
There’s no doubt that external stress factors play a huge role in levels of workplace anxiety and job strain.
Nonetheless, the real challenge in understanding the causes of individual workplace stress lies in the highly subjective and individual nature of the problem. Stress and tension both take very different guises in each one of your employees.
This means that combating stress involves understanding what the “stress buttons” are for each of your people, helping them to foresee possible stressful situations and to manage those situations better, collaboratively.
Some employees become stressed from having insufficient information or clear guidance from their manager. Others get hot under the collar and start to feel the pressure when given little or no opportunity to be creative and try new things at work.
These things may initially seem trivial to you, because you have your own subjective “stress buttons