Your people are influencing your strategy; through their competence and their behaviour. If these are out of line with business then you are at risk of failing to deliver what you intend and plan.
I was surprised to read the David Tang’s reply to a question on the British Airways’ debacle of complete shutdown of its computers a couple of weeks ago (FT 10th June 2017). David Tang is my favourite FT Weekend columnists and it is the first column that I go to every Saturday for these last ten years.
Employee engagement is all about the emotional connection an employee feels towards their job and their workplace. You can easily differentiate an emotionally charged culture from an unemotionally charged one.
Whenever we think of ‘reward’ in employment terms, we often think of the salary we are giving to our people. The salary is what is referred to as the transactional (financial) reward.
Some statistics from the United States of America – courtesy of Bloomberg Business Week: 64 per cent of directors on the Standard & Poor’s 500-stock index have served ten to fifteen years on a board of directors.
Values are the core of the company’s culture. They are guidelines which people need to ingrain and follow. Needless to say, they are of little value if they are not understood or considered as important by the leaders of the company.
“New year, new me!” We hear that phrase countless times at the start of the year. And many of us are already enthusiastically embracing our new year resolutions.
