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Family and friends as 360 assessment raters?

ticksIf we’re basing all the responses on self-reports, which is the norm, rather than having somebody else giving them the feedback, then we may be handing people’s biased perceptions right back to them.

Prof. Connelly, University of Toronto

Research from University of Toronta’s Business School indicates that the best raters for personality assessments are actually family and friends.  The research also indicates that they are better raters than any self ratings of personality.  There are two key implications for this research: Read more ›

Posted in People performance and development Tagged with: ,

Engage for Success report published

The long awaited Engage for Success evidence report was published today.  Some of the key points of evidence about the importance of employee engagement to organisational performance (which have been gathered with leading research firms) include:

  • one third of UK workers say they are engaged – a figure which leaves the UK ranked ninth for engagement levels amongst the world’s twelfth largest economies as ranked by GDP (Kenexa 2009).
  • productivity deficit where output per hour in the UK is 15% below the average for the G7 industrialised nations in 2011 and output per worker is worse at 20% below the rest of the G7

Read more ›

Posted in People performance and development Tagged with:

Research on the business case for employee engagement

“Despite the difficulties and weaknesses it is hard to ignore the volume of studies which show, to varying degrees, with varying sophistication, a positive relationship between high performance/involvement work practices and outcome measures.”

John Purcell in Engaging for Success

A number of studies from academics, consultancies and organisations have modelled the impact of employee engagement on organisational outcomes. The nature of the research methods, measures used and purpose of the research varies.  To gain a accurate assessment of the impact of increasing employee engagement in an organisation, it is best to create a statistical model using the organisation’s specific performance measures. However, here are a few key findings from cross-industry research to help establish a business case for making an investment: Read more ›

Posted in People performance and development, Workforce diagnostics Tagged with: ,

Show me your money

In a groundbreaking experiment, Pimlico Plumbers asked all employees to share their salary details with others in the organisation. Like in most British companies, salary levels had been kept secret, so what is the impact on workers about sharing their pay. Is this a good idea to boost engagement levels or to address equal pay issues?

Read more ›

Posted in People performance and development Tagged with: ,

Linking employee and customer engagement

Employee research has often assumed that higher employee engagement drives higher customer engagement.  Sears employee-profit value chain is an oft cited example of this one-direction analysis. However, research recently published in the Journal of Marketing by Zablah et al. (2012) shows that this correlation is perhaps more two way than implied by these studies.  The research shows that employees can increase as they have more contact with customers and where they can focus on meeting the customer’s needs. The implications of this research are that managers should help frontline employees focus on meeting customer needs in order to increase the employee’s engagement with the organisation.  The research also found that where products or services were difficult to sell or did not meet customer needs then this would have a negative impact on engagement.

Posted in People performance and development, Workforce diagnostics Tagged with:

A change of heart

For International Women’s Day, Talent Glue has conducted it’s latest research of over 1,200 people exploring trends and differences in the relationship that women have with their workplace when compared with their male colleagues. Read more ›

Posted in Employer brand and attraction Tagged with:

Diagnosing employee problems with social network mapping

Recent research has again demonstrated the benefit of combining an employee survey with a social networking mapping tool to diagnose engagement issues in an organisation. This methodology offers insight into the interactions and collaboration within the workforce. Read more ›

Posted in Engaging teams Tagged with:

Data protection at Santa Ltd

(C) www.santaclausvillage.info

Prancer, the HR Director at Santa Ltd, was recently reviewing Data Protection policies at Santa Ltd using the ACAS Personnel data and Record Keeping report.  Prancer was thinking about conducting at employee survey at Santa Ltd during a quieter period next January.  Prancer wanted to understand the workforce better, for example whether:

  • there were different attitudes to work based on age and experience,
  • worklife balance practices had different impact on male and female employees
  • Santa Ltd was being a positive diverse employer.

However, Prancer was concerned about asking questions around gender, ethnic background, age and other personal demographics in the survey. Prancer approached Talent Glue to understand more about the employee survey design and what to do about these questions.  Talent Glue helped Prancer to design the employee survey to gather the information that Santa Ltd needed to explore these issues and develop its HR policies and practices.

 

Merry Christmas from Talent Glue!

 

Posted in People performance and development Tagged with: ,

How the recession has affected workplace engagement

In the ongoing economic uncertainty, attitudes have changed towards employers. Our latest research, n at the UK private sector, shows how these attitude changes differ between the generations in the workforce which partly reflect their experience of previous economic downturns. Employee engagement levels have actually increased since summer 2008. The highest increases in engagement were found in the energy, engineering and technology sectors. This increase in engagement reflects two changes: more discretionary effort and intention to stay with the current employer. Read more ›

Posted in Making change happen