The Newest Case For Human Capital
The Newest Case For Human Capital
What does it take for engagement? It takes conversation. Not too ago, the mantra was "stop talking and get to work." May I suggest that the new rallying cry is, "Start talking and get to work." As technology distances us from each other, we need to find ways to have extended, meaningful interactions which allow people to voice concerns, feelings, opinion, ideas, and questions. Relationship first has risen to challenge the old task orientation. Employees want to share attitudes, beliefs, as well as workspace. Conversations begin with employee orientation and progress through a variety of programs, forums, and focused retreats. Conversations center around contribution, concerns, outcomes, and yes, fun.
Let me give you some examples. Greet Street, a maker of greeting cards over the web hands, a new employee their "desk in a box". You set up your own phone, computer and then literally start wandering the halls to talk with people. You can sit in on any meetings, make connections and finally, you create your own job title to reflect what you will bring to the company. John Chambers, CEO of Cisco, a $6 billion networking giant, hosts a monthly birthday breakfast. The purpose is not only to celebrate, but to have employees voice opinions, ask tough questions, and for Chambers to find out what's not working. Along these same lines, Richard Block, president of AGI, a printing firm, holds "Stump the President" sessions. Any question is fair game and the employee who asks the most difficult question (as determined by a panel of employees), receives a reward (usually dinner and tickets to a Chicago Bulls game).
While these are some concrete ideas, true engagement is a process of continuously learning how to create a community of diverse talents joined by a shared vision. This comes only with time and clear intention. Lastly, the heart of meaningful conversation and engagement is also a willingness to suspend judgment, to listen without ego, to challenge without malice, and to have a fanatic devotion to maintaining trust. Consider this a lifetime journey. And there are many of us who offer our services as "traveler's aid".
[1] Workplace Visions, Jan./Feb 1998. SCHRM
© Eileen McDargh, McDargh Communications. All rights reserved. You may reprint this article so long as it remains intact with the byline and if all links are made live.
The Newest Case For Human Capital - To learn more about this author, visit Eileen McDargh's Website.
Like this article? Share it with your friends
The United Kingdom-based Institute of Personnel and Development recently released a study showing that investing in people rather than technology makes a far greater contribution to an organization's bottom line. The seven-year study of more than 100 medium-sized companies found that the way people are managed and developed accounts for 19 percent of the variation in profitability between companies and 18 percent of the productivity difference. R&D accounted for only 8% percent of the variation in profitability between companies and 6 percent of the difference in productivity while new technology, quality and competitive strategies each accounted for 1 percent difference. In short, meaningful results don't come in a plug-and-play box. Rather, engaging the contribution and talents of employees is the true, sustainable key to long-term success.
What does it take for engagement? It takes conversation. Not too ago, the mantra was "stop talking and get to work." May I suggest that the new rallying cry is, "Start talking and get to work." As technology distances us from each other, we need to find ways to have extended, meaningful interactions which allow people to voice concerns, feelings, opinion, ideas, and questions. Relationship first has risen to challenge the old task orientation. Employees want to share attitudes, beliefs, as well as workspace. Conversations begin with employee orientation and progress through a variety of programs, forums, and focused retreats. Conversations center around contribution, concerns, outcomes, and yes, fun.
Let me give you some examples. Greet Street, a maker of greeting cards over the web hands, a new employee their "desk in a box". You set up your own phone, computer and then literally start wandering the halls to talk with people. You can sit in on any meetings, make connections and finally, you create your own job title to reflect what you will bring to the company. John Chambers, CEO of Cisco, a $6 billion networking giant, hosts a monthly birthday breakfast. The purpose is not only to celebrate, but to have employees voice opinions, ask tough questions, and for Chambers to find out what's not working. Along these same lines, Richard Block, president of AGI, a printing firm, holds "Stump the President" sessions. Any question is fair game and the employee who asks the most difficult question (as determined by a panel of employees), receives a reward (usually dinner and tickets to a Chicago Bulls game).
While these are some concrete ideas, true engagement is a process of continuously learning how to create a community of diverse talents joined by a shared vision. This comes only with time and clear intention. Lastly, the heart of meaningful conversation and engagement is also a willingness to suspend judgment, to listen without ego, to challenge without malice, and to have a fanatic devotion to maintaining trust. Consider this a lifetime journey. And there are many of us who offer our services as "traveler's aid".
[1] Workplace Visions, Jan./Feb 1998. SCHRM
© Eileen McDargh, McDargh Communications. All rights reserved. You may reprint this article so long as it remains intact with the byline and if all links are made live.
The Newest Case For Human Capital - To learn more about this author, visit Eileen McDargh's Website.
Like this article? Share it with your friends
 | |
 |
No article feedback found. |
| |
Leave Your Feedback |
 | |
| |||
John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
|||
George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Eileen's articles
 | |
|
|  |
 |
|
Eileen McDargh Video - Watch Eileen McDargh's speaking demo to see how she helps organizations develop great leaders who will propel vision and productivity, create organizational and personal life balance practices that enhance work-life engagement, and key in on change management strategies that will create resilience during challenging times.
|
|
|
 | |||||||
|
 | ||
 |
||
 |
||
 |
||
|
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
"Learn straight from Evan how you can Make a Full Time Income (And More) from a Website"
Click Here To Learn More |
|
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Intentional Leadership Integrity Accessing Capital Become a Better Closer! Tax Splitting Example Non Disclosure Agreement |
|
 | ||
 |
Top 50 Raising Capital Blogs
Top Blogs To Watch In 2008 | |
 |
More PR Resources
Press Release Builder | |
| ||
 | ||||
| ||||
|
| ||||
| ||||
|
|
|
|
|
||||||||||||
|
Email us your ideas on how to make our website more valuable! Thank you Sharon from Toronto Salsa Lessons / Classes for your suggestions to make the newsletter look like the website and profile younger entrepreneurs like Jennifer Lopez and Sean Combs!
|
|
|
| ||||||||||
|
| ||||||||||
|
|
||||||||||