As we move past the early reactive response period to the coronavirus pandemic, companies eager to shift into recovery mode first need to stop and ask one critical question: "What does this mean for our employees?"
Despite being on my current team for a year and a half, I’ve never felt closer to my colleagues until the last few months. Previously, I was the lone remote worker. Today, everyone is working remote due to COVID-19, which evens the playing field in terms of team building activities.
As COVID-19 continues to spread across the United States and across the globe, retail stores are closing, restaurants are either closing or limiting operations to take-out or curbside pick-up, and many companies are shifting to a remote workplace.
Topics: Employee Experience
With the bulk of survey season behind us, soon Maritz employees, managers and executives will be participating in the performance feedback sessions that will lay the road map for our next fiscal year.
This is an incredible learning and feedback opportunity for our organization. We have the chance to reflect on our successes and failures, our individual strengths and weaknesses, and lay the foundation for a better future. With that in mind, we’d like to impart some valuable insights that will help you make your feedback sessions more impactful.
The kernels of these suggestions come from Maritz Motivation and MHI Board Member John Schweig. In addition to serving on our board for eight years now, John led an organization of thousands as president of Grainger International and today chairs two other corporate boards.
We hope you keep the following recommendations in mind as you enter your performance review sessions in the coming weeks.
1. Performance and Potential
HR professionals today are more than familiar with the concept of corporate or organizational culture. You wouldn’t be reading this if you weren’t. Executives openly ask if they have the right culture in place to meet their goals. Merger and acquisition analysts spend countless hours looking at how a new purchase will affect the corporate culture. A Google search for “organizational culture” brings back 12 million hits. Type in “corporate culture” and you get 48 million.
We’ve been discussing the content from our latest ebook — “Go From Data to Direction: Defining an Employee Engagement Platform for the Modern Workforce” — over the past week. So far, we’ve covered the three challenges facing employee engagement today. Today, we’ll discuss what features you should expect from your employee engagement solution. Let’s jump in!
10 guaranteed, foolproof, effortless ways to take care of your employee engagement and company culture once and for all. Or not.
“If you want one thing too much, it’s likely to be a disappointment,” declares Augustus McRae in Larry McMurtry’s Pulitzer Prize-winning Lonesome Dove. “The healthy way is to learn to like the everyday things, like soft beds, and buttermilk…a sip of whisky of an evening…”
Many people in what we’ll call the employee industry believe that we’re shifting from the days of employee engagement to employee experience. We believe that ourselves, and what’s more, fully endorse it as a positive development. It’s a pertinent topic, but we can discuss the hows and whys another day.
Editor's Note: Today we welcome our guest, Mollie Lombardi. This is the first in a 3 part series about workplace culture under a microscope. Next, check out part 2, Your Culuture Under A Microscope: Align.
The word “culture” when it comes to workplace communities can have many different expectations and definitions. But while it’s a concept that’s hard to define, it’s very easy to feel. Whether or not we have the words to describe it, every society, group or workplace has a culture that deeply influences the behaviors and outcomes of everything that each entity tries to accomplish. So, what do we do to harness the power of culture, while we simultaneously struggle to define it?