Social Media Tip: Customers Trust Your Employees' Posts More Than Your Brand's [1]

A formal employee advocacy program can help your business reach job hunters, break silos and boost overall morale through employees' social media posts, according to an article by Andrew Hutchinson in SocialMediaToday. Read article

3 Ways to Build Diversity on Your Leadership Bench [2]

A Gartner article states nearly 90% of HR leaders feel their organization has been ineffective or neutral at increasing diversity representation. To overcome that: Go beyond mentoring. Increase representation. Reframe talent processes. Read article

HR's Role: From Processes to People [3]

An article by McKinsey & Co. states that to build organizational resilience and generate value, HR leaders must do four things: Engage more directly and deeply with employees. Let employees bring their "whole person" to work. Spread decision-making across the organization. Expand their view of "talent" across the whole ecosystem. Read article

3 RULES TO PREVENT CONFLICT MISMANAGEMENT [4]

Marlene Chism writes in "SmartBrief" that three rules can prevent conflict mismanagement: No blindsides. Stop avoiding. Understand your culture. Read article

TED TALK: 3 WAYS TO SUPPORT GRIEVING EMPLOYEES [5]

When we experience loss, grief travels with us everywhere — even work. What can companies do to support grieving employees? (This video contains mature content.)

Clearly Defined Decision-Making Structure Boosts Performance [6]

Any organization can get decision rights right if its leaders will give the matter enough attention and focus, according to a Deloitte Insights article by Tiffany McDowell and David Mallon. Getting it right, according to the authors, depends largely on a small set of factors. Their research shows that organizations with high organization design maturity: Simplify and clarify decision rights across the organization. Establish strong, transparent accountability for decisions made. Align individuals in decision-making groups to a common mission. Encourage distributed authority. Prioritize the customer voice in decisions. Click for article

31 BAD BOSS BEHAVIORS THAT LAND YOU ON THE NAUGHTY LIST [7]

Want a sneak peek at the reasons employees place their bosses on the naughty list? Do you respond to employees' requests immediately, or do you blow them off and have to be reminded? Have you asked several workers to accomplish the same task ... because you forgot someone was already taking care of it? Do you expect your workers to pick up your slack when you're kicking up your heels? Do you overlook sharing critical information with the team ... or keep it from them on purpose? Click for article

Performance Reviews Decrease Performance in a Third of Workers [8]

Only 14% of employees strongly agree their performance reviews inspire them to improve, according to a Gallup article. Among Gallup findings, when managers provide weekly vs. annual feedback, team members are: 5.2 times more likely to strongly agree they receive meaningful feedback. 3.2 times more likely to strongly agree they are motivated to do outstanding work. 2.7 times more likely to be engaged at work. Click for article

MANUFACTURERS TO FELONS: YOU'RE HIRED [9]

Manufacturers are finding that "returning citizens" can be highly motivated workers, according to an article by Adrienne M. Selko for Material Handling & Logistics. The article details how Richard Palmer, CEO of Nehemiah Manufacturing in Cincinnati, talked to his friends at Procter & Gamble and took over manufacturing some of the brands they wanted to shed. Palmer hired a former felon who worked out so well that now 90% of Palmer's 130 employees are returning citizens from prison. The company brands itself as a second chance company, and it's mission is building brands, creating jobs and changing lives. Click for article

STUDY: WORK FLEXIBILITY BUILDS LOYAL EMPLOYEES [10]

A new McKinsey & Co. report says companies that want to keep their employees need to be more flexible. The company's recent study of more than 35,000 workers with spouses or live-in partners in various professional sectors found that 89 percent of women and 70 percent of men are part of a dual-career couple (DCC) — meaning both partners have jobs. The couples come from all racial and ethnic groups and span all income levels. "Companies can do more to base promotions and top-executive-hiring decisions on output rather than input to ensure equity for employees in DCCs," the report states. "Too many companies mistake quantity (as in the number of hours an employee spends on the job) for quality (reflected in the employee’s output)." The report explains that companies can help employees in DCCs succeed and feel fulfilled at home and work by ensuring these employees have access to professional development and career advancement, support for maintaining work–life balance, and sponsorship opportunities. Specifically, companies can take the following actions: Provide supportive managers and ensure equitable growth opportunities, especially for lower-level workers. Encourage ambition by making top positions seem feasible. Create a culture that encourages work–life balance. Ensure consistent access to sustainable sponsorship. Click for report

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