The other day, I came across an interesting graph a client of mine had copied from a BusinessWeek article. I’ve been trying to find it online, to no avail. I found reference to it here, on another blog, NumericLife.
Everyone has a boss to deal with
When employees were polled to pick New Year’s resolution for their managers,
- 18% say ‘deal with workplace conflicts faster’.
- 14% say ‘be less of a micromanager’.
- 12% say ‘recognize work well done’.-
- 0% say ‘plan events for building office morale’.
Source: Businessweek, Jan 3rd, 2007.
I also found an online version of the survey here, at Badbossology.
At first it would seem just another funny piece of trivia: a source of amusement as we think of the HR professional rounding up people for the monthly group birthday cake.
But as HR professionals ourselves, we realize it goes deeper than that. This is a living lesson in what has come to be known as Employee Engagement. While I’m no big fan of morale building events, when people ask me what I miss most as a result of leaving a large consulting company environment to start a consulting firm of my own, I have to say that I miss most the sense of belonging that comes with being part of something bigger.
Clearly, it wasn’t enough to keep me engaged, just as it isn’t something indicated in these survey results as something people are looking for.
But foretold is forewarned: Employee morale and sense of belonging is a critical piece of employee engagement. Address morale issues quickly and effectively: just not with a “moral boosting event.”
Next week I’ll talk about what I believe to be some of the specific things you can do to impact morale for the better.
About the author – Donald Glade is President and Founder of Sourcing Analytics, Inc., an independent consulting firm specializing in helping companies optimize their HR / benefits / payroll service partnerships through relationship management, financial analysis, and process improvement.
Tuesday, January 30, 2007
Tuesday, January 16, 2007
Where are the HRO Successes?
Because much of my practice focuses on helping companies and HRO providers improve the outsourcing relationship for cost, quality and service levels, in my job I see many broken HRO relationships. It’s the nature of the business. So it comes as no surprise to see the article published online at Workforce.com yesterday: ACS, Delta Change Terms of $120 Million HRO Agreement.
In addition to eliminating recruiting, absence management and employee travel call center support, ACS will have to make two separate cash payment to Delta totaling $7.7 million “in settlement of certain disputes regarding Affiliated’s performance of the services.”
Invariably, many of the service related problems experienced by the top tier providers track back to problems with initial setup, implementation, governance structure, misalignment of expectations or ambiguity of responsibility in the retained organization. I’ve seen the problems and helped fix them.
Today, I’d like to put the call out to hear from practitioners out there who have seen it done right from the beginning. Either e-mail me your experience, or post it here.
We see so much advice provided on Blogs and in industry publications on how to implement correctly, it begs the questions “is it ever done just right”, and “out of all the advice given, is there one or a set common success factors observable in real life experience.”
I’d love to highlight true success in this space. The fact is it’s much easier to talk about the HRO failures being experienced. Yes, we learn from failure, but let’s learn from success also.
I hope to hear from you!
About the author – Donald Glade is President and Founder of Sourcing Analytics, Inc., an independent consulting firm specializing in helping companies optimize their HR / benefits / payroll service partnerships through relationship management, financial analysis, and process improvement.
In addition to eliminating recruiting, absence management and employee travel call center support, ACS will have to make two separate cash payment to Delta totaling $7.7 million “in settlement of certain disputes regarding Affiliated’s performance of the services.”
Invariably, many of the service related problems experienced by the top tier providers track back to problems with initial setup, implementation, governance structure, misalignment of expectations or ambiguity of responsibility in the retained organization. I’ve seen the problems and helped fix them.
Today, I’d like to put the call out to hear from practitioners out there who have seen it done right from the beginning. Either e-mail me your experience, or post it here.
We see so much advice provided on Blogs and in industry publications on how to implement correctly, it begs the questions “is it ever done just right”, and “out of all the advice given, is there one or a set common success factors observable in real life experience.”
I’d love to highlight true success in this space. The fact is it’s much easier to talk about the HRO failures being experienced. Yes, we learn from failure, but let’s learn from success also.
I hope to hear from you!
About the author – Donald Glade is President and Founder of Sourcing Analytics, Inc., an independent consulting firm specializing in helping companies optimize their HR / benefits / payroll service partnerships through relationship management, financial analysis, and process improvement.
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