There is a large contingent of travel enthusiasts (not all of them ex-hippies) who’ve enjoyed a long-standing romance with the iconic VW bus. Some of them have owned a model of the van for decades; even a former neighbor of mine, now in his retirement years, still fondly reminisces about driving across country in his youth “to find himself” and reluctantly back home again.
I once knew a family that was so obsessed with their Volkswagen bus that they did everything possible to keep it running. Some 20 years into the relationship, however, the bus gave up and announced that the romance was over by catching fire while the owners were driving it across a bridge on a busy city street. The divorce papers were served and the family sadly accepted that there was no chance for reconciliation.
With the recent crisis of integrity, culture and leadership at Volkswagen, fans of the brand like the family I knew might be left with only distant memories of their favorite VW model. (read more…)
Volatile equities markets, rising interest rates, international turmoil and instability, unstable monetary exchanges, shrinking resources, changing employee values — all of these factors seem to be creating the “perfect storm” threatening markets and the free enterprise system.
If ever there was a time for government and organizations to be resilient, its now. But how can organizations enhance resilience? Let’s look at the most current recommendations from the finest minds.
Residing within the National Academies in Washington, D.C., is the Institute of Medicine. IOM is a nongovernmental think tank that brings together the finest minds in the country to offer collective opinions on the pressing issues facing the country and the world. Recently, IOM was asked to provide guidance on how organizations can best weather the storms of adversity, economic downturn, and shrinking resources. According to the IOM report, organizations should prepare for adversity by developing an organizational culture of resilience.
An organizational culture of resilience may be thought of as a climate or general atmosphere within a group, organization, or community which fosters resilience in the wake of adversity. (read more…)
While the millennial generation continues to enter the workforce in ever growing numbers, employers are confronted with another workforce challenge from the other end of the employee spectrum: the “silver tsunami” — that wave of maturing associates either preparing to exit the workforce or making the decision to extend their careers.
This development is creating challenges for employers and employees alike. Employers are faced with helping employees retire without losing valuable institutional knowledge, as well as supporting and accommodating workers who choose to remain in the workforce. Employees who chose to extend their careers may want to continue to expand their skills or find ways to share their knowledge with younger colleagues.
According to the Bureau of Labor Statistics, by 2022, more than 25% of U.S. workers will be 55 years old or older, up from 14% in 2002. And according to AARP, nearly 10,000 baby boomers reach retirement age every day. (read more…)
This post is adapted from “High-Impact Human Capital Strategy: Addressing the 12 Major Challenges Today’s Organizations Face,” (AMACOM, August 2015) by Jack Phillips and Patti Phillips of the ROI Institute.
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It is one thing to sell products and services to a global market base when the need is there and the consumers want the product, but it is another thing entirely to employ a foreign workforce to make that happen in each country. From the very first time that a company has employees in another country, it faces many issues. There are 10 very important challenges that are faced by most multinational companies:
- Compliance with labor laws. Every company finds a challenge in working with laws, regulations, and rules in another country. These vary dramatically from one country to another, and companies often need the help of good advisers to unravel and comply with the different rules and policies.
What do your leaders celebrate in your workplace? Take a moment and write down the five to 10 things that leaders measure, praise, encourage, recognize, or reward on a regular basis.
Don’t look at service awards or other annual recognition that are given out. Note down the day-to-day messages that team members hear.
Next, categorize these messages, rewards, and praisings. Note which rewards are about results, performance and money, and which rewards are about cooperative interaction, citizenship and kindness.
I’ll wager you’ll have a majority of those messages categorized as performance-related. I wouldn’t be surprised if you had 80% or more of the rewards in your workplace focused on performance and results.
Don’t get me wrong — I love results! Performance, results, and profits are definitely important. They help your enterprise survive.
However, what makes your enterprise thrive is the quality of your work environment. A healthy workplace means that everyone in the organization — and even customers — are treated with trust, dignity, and respect in every interaction. (read more…)