Tag Archive: company culture

Why Does Employee Engagement Matter?

April 25th, 2017
employee engagement

A disengaged workforce can cost you in productivity, profitability and lost customers. Engaging employees can be as simple as listening, giving feedback and removing obstacles to success

Employee engagement was a hot topic during the “Company Culture as a Competitive Advantage” panel at the Drucker Supply Chain Forum. Did you know that one of the most recent Gallup studies found that 67% of people are not engaged in the workplace? How horrifying is that?

Worse yet, what makes up the 67%? 51% are not engaged but 16% are actively disengaged. What? Can you imagine the obstacles to overcome to be successful in an environment where 16% of your team is working against you?

What can we do about employee engagement?

  1. Involvement– Involve your people in their work. It sounds obvious but rarely occurs. Can your employees have an impact on their work? Are they asked to participate in brainstorming sessions or kaizen events? Please, if you ask your team to participate, do not dictate the solution. You’ll create active non-involvement!
  2. Leadership– Ok, leadership can sound like motherhood and apple pie; however, have you thought about just one fact — employees do not leave companies; they leave leaders. Who is leaving your company?
  3. Performance management– Talk about a topic few leaders excel at doing, it is performance management. I was fortunate to have an OD/HR mentor who taught me almost everything I know about this topic. It is actually quite simple. Be upfront with your people. Provide immediate positive and constructive feedback. Address poor performers. This single action will achieve wonders with your stars. Don’t wait for once a year. Make time to meet one-on-one at least once a quarter.


Did you like this article? Continue reading on how to Profit Through People:

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Deloitte Survey Says Talent Gap Jeopardizes Success

February 22nd, 2017

According to the 2017 Deloitte Global CPO Survey, 85% of those surveyed felt that talent was the largest factor in driving procurement performance yet 60% think they have a skills gap to deliver on their procurement objectives. My clients are experiencing this same phenomenon, no matter the role within manufacturing and supply chain. What are you doing to find, retain and develop your talent?

What Should We Consider and/or What Impacts Could Arise?

We are in a volatile business environment – global trade is evolving, risks abound, regulations are changing, supply chains are complex and significant change has become the norm. Instead of complaining or burying our head in the sand, we must find a way to get ahead of the curve. This starts with TALENT.

I am constantly asked to help clients, trade association contacts and alliance colleagues find, retain and train talent. No matter the technical topic, it will not succeed without talent. Thus, we better pay attention. Due to this continual feedback, I have dusted off my Skills Gap research from late 2013 and am refreshing it. I’d appreciate your feedback and insights for my research. I’ll keep you in the loop on the results.

In the interim, start thinking about the skills gap. What will you need a year down-the-line? Are you positioned to not only succeed short-term but to leverage opportunities as they arise over the next 12-24 months? If not, you have a skills gap. Put off spending cash in other areas but do not skimp on your talent.

Think about your objectives and back into your plan. Should you hire employees or fill expertise gaps with consultants? Will top talent WANT to work with you and in your company culture? Don’t assume the answer is yes — think about it and find out. What should you do to attract and retain top talent? That might also lead you to the third option which you should pursue regardless — developing talent. What training, education and mentoring programs do you offer?


What Is Your Company Culture?

March 1st, 2016
company culture

Being able to define your culture in your workplace is the starting point to being able to make positive changes to the beliefs that govern behavior.

There is quite a bit of talk on culture in organizations; however, if you were asked to define your culture, could you? I think this question would give many executives pause to think.

In today’s work environment, all potential employees will discover what your culture is like when evaluating whether to work at your company. Since information is readily available on social media and in the news, there is no doubt if someone wants to understand your culture, he/she will. What will he/she find out? Is it what you’d expect?

I prefer my consulting mentor’s definition of culture — that set of beliefs that governs behavior. Ponder on this definition, and it becomes quite clear. Rah, rah speeches meant to influence culture are pointless. What really matters with this definition are those beliefs that influence what happens.

For example, I worked with a client who wanted to change from a culture focused on dollars to one focused on the customer. That was a tall order because dollars was ingrained in every person’s mindset. The planning group focused on orders of high dollar value. The production group would produce based on projected dollars shipped for the month. Of course, shipping would backorder customers based on getting the higher dollars out the door regardless of due date. Certainly, dollars were behind the beliefs held by all team members.

In order to successfully change to a customer-focused culture, the leader had to change these underlying beliefs. He started by revising the metrics. He no longer held people accountable for dollars. In fact, he didn’t provide dollars on any reports as they were not important; instead, he provided customer due dates. This really stressed out the masses for the first several weeks! However, by changing the focus to due dates, the culture started to shift.

This leader also held his ground with resistance — from employees, peers and with corporate. No one thought he’d be successful in the beginning since much of this culture was dictated by corporate; however, as he stuck to his guns and supported the culture with daily decisions, the culture soon started to turn. He also had to make an example out of people defying this new culture. One example went a long way as people took notice. The customer was #1.

In this case, the interesting result was that although we expected and experienced a slight decline in sales in the first month since we no longer were going to ship based on dollars as the #1 priority, we increased sales for the quarter. We were so concerned about the quarterly impact that we ran around in circles for years (which is NOT uncommon) when it had zero negative impact for the quarter.

Change the set of beliefs that govern behavior and you’ll change the culture!

Did you like this article? Continue reading on how to strengthen your Eagle Eye:

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