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  • Oliver Chaudhuri 9:00 am on October 24, 2013 Permalink | Reply
    Tags: , , people management, ,   

    “Boss, I need social media for my work”. How Employees Establish New Business Rules 

    Estimated reading time: 4 minutes

    In 2013, the main demand from an employee is no longer “Listen, Boss, I need more money”. But rather, it is converting into

    “Hey Boss, I need more social media for my work. It helps my work be more productive. And if the company doesn’t provide it for me, I will use my own.”

    The trends Bring Your Own Device foment employees to use personal technological resources to develop their tasks more easily and efficiently. Part of the technology that they use naturally in their personal life facilitates their work and helps them increase their productivity. According to a recent study by Microsoft about uses and perceptions of the social enterprise, employees demand management from their companies to incorporate and accelerate corporate access to these tools.

    – Two of every 5 people polled support the use of social tools at work and believe that these tools can significantly improve their productivity.

    – In all of Europe, 12% of those polled consider their still companies underestimate the importance of social tools and continue severely restricting their use.

    More than 37% consider the fact that in their company, sufficient support is not given to staff collaboration.

    (More …)

     
  • Jose Luis del Campo Villares 9:00 am on October 17, 2013 Permalink | Reply
    Tags: , , people management, , ,   

    Enterprise Social Networks as a Tool to Discover Hidden Talent in Organizations 

    Estimated reading time: 5 minutes

    The growth of knowledge is of vital importance for the future of organizations. In this stage, one of the great advantages organizations who work with Enterprise Social Networks have is the opportunity to share content.

    However, Enterprise Social Networks must be designed to facilitate this and not to employ it as a social communication medium between users. I am one who thinks that talent attracts talent. Someone with talent will feel excited to participate in a collaborative environment that is conducive.

    An environment in which perceives that intervention and contribution is valued and is taken into account, where it is seen that those who participate with others brings talent. And verification of who controls and directs this environment is a talented person who can also bring out the best in each contribution for the growth of the group and individual members of the organization.

    An Enterprise Social Network to discover hidden talent in an organization

    The use of Enterprise Social Networks opens the possibility to discover new hidden talent that is in our organization. But, to serve this purpose, an Enterprise Social Network must implement responses to the following ideas:

    1.  It is implemented with the aim of sharing knowledge, and it is explained adequately to members who are going to participate and make sure they understand that it is a medium of growth for individual talent and group talent.

    2. That are managed or controlled by someone with skills, mainly to discover talent that the members possess and that is it hidden and to be able to motivate them to bring to light their talent. Putting someone to control the maximum performance of the company may not be the most appropriate thing to do. Place in command someone who possesses innate skills to find, manage, and maximize hidden talent.

    3. Make it mutual as the contribution of talent. It is as simple as who manages it, and who participates, all of whom must be motivated for it. The person who manages must be overturned in finding hidden talent. And the person who wants to contribute must see the correspondence between their contribution and the ‘award’ received.  Otherwise, more than discovering talent, what it will do is hide talent even more as members flee to participate because they do not report anything and they see it as a bigger workload.

    Enterprise Social Networks are the perfect tool to discover talent in our employees. At  Zyncro, we work to extend this form of collaboration to businesses. If you are convinced and want to implant a enterprise social network in your business, We can help you with this whitepaper to convince your boss. And if you still need more reasons to bet for a collaboration environment in your organization, dowload this other whitepaper where we give you 10 reasons. When you are convinced, try Zyncro for free and squeeze its profits.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.


     
  • Mertxe Pasamontes 9:00 am on July 30, 2013 Permalink | Reply
    Tags: , , people management, ,   

    What is and how to give good feedback? 

    Estimated reading time: 3 minutes

    Editor’s note: Today we’d like to share this post that Mertxe Pasamontes posted on her blog in which she highlights some of the points to remember when listening and collecting feedback from your employees.

    Image of Mertxe Pasamontes

    One of the tools used most in coaching is feedback, that action we perform when we recognize something in someone else, be it their behavior, ability or identity.

    Feedback is not the same as criticism. Criticism is usually a poor instrument for making changes in another person’s behavior as the other person either blocks it or activates submissive, rebellious, angry or resentment behavior.

    What can we do then? Use the valuable tools of del feedback and questions. Questions automatically trigger a response in our brain (though we may not put it into words) and it helps us to seek options. It enables us to activate our resources for improvement. (More …)

     
  • Jose Luis del Campo Villares 9:00 am on July 9, 2013 Permalink | Reply
    Tags: , , , , people management,   

    Enterprise Social Networks and ‘presentialism’ in our organizations 

    Estimated reading time: 4 minutes

    One of the major criticisms of organizations, together with ‘degreeitis’, is ‘presentialitis’. Our bosses have always had greater esteem for employees who spend hours at work regardless of their productivity and have mistakenly associated it with their commitment to the company.

    Today I want to talk about Enterprise Social Networks and how they can achieve real commitment from employees.

    Efficient use of the Enterprise Social Network is based on a collaborative spirit among members, their desire to improve through conversation and contributions. And these elements are not determined by the clock.

    When a member hears something that benefits the company, they can communicate it through the Network at any moment (imagine multinational enterprises with offices in different time zones. Whether they spend 15 hours a day is not valued, rather that when they connect, they provide real value to their group and organization.

    (More …)

     
  • Manel Alcalde 9:00 am on July 2, 2013 Permalink | Reply
    Tags: , , people management, ,   

    Enterprise 2.0: from management to autonomy…With shades in between? 

    Estimated reading time: 4 minutes

    Since June, employees at Yahoo aren’t allowed to work from home. Marissa Mayer, CEO of the company, decided that the era of teleworking was over. The decision was seen as a contradiction, as a “return to a management” foreign to the style of a leading IT company.

    The idea of the social company is closely tied with self-management of employees. One of the major advantages of collaborative tools is they reduce the cost of group action and management, enabling companies to focus on their real mission and extending the profit margins. It has been demonstrated that knowledge workers don’t usually respond to traditional motivation systems, based fundamentally on economic compensation, rather that on its scale of motivational values which rewards issues such as autonomy, the desire for improvement in performance, and working with a clear, significant purpose.

    The social company has the tools necessary to drive collective action based on “scattered” work groups and in turn requires autonomy if it wants to promote the prized engagement with its mission among its employees.

    (More …)

     
  • Jose Miguel Bolívar 9:00 am on June 21, 2013 Permalink | Reply
    Tags: , , people management   

    What does “HR must help business” mean? 

    Editor’s note: HR departments are key for the proper development of companies. But how should that personnel management function in “helping business” be expressed? Today we’d like to share with you this post that José Miguel Bolívar published on his blog a few days ago.


    When it is unclear what “helping business” means, absurd situations can easily occur. HR could be helping the business without it being conscious of the fact or HR could end up just being an obstacle.

    These examples are somewhat common and one of the main factors in explaining HR’s disrepute and the frustration and demotivation among its professionals.

    Line professionals and executives, “helping business” is interpreted in a simplistic manner; from confusing HR with a personal assistant who deals with procedural aspects from the daily operation of personnel management, to understanding that the best way HR can help is to simply “not exist” and “let them work”. For HR professionals, “helping business” means “getting in someone’s face” until they comply with absurd calendars or with ridiculous regulations far-fetched from the reality of daily operations.

    The situation must cause concern when it has become generalized in the organization. When that happens, it’s a symptom of poor leadership by top management and requires immediate action because it is a situation that generates conflict, noise and frustration throughout the organization and prevents HR from doing their job.

    To avoid it, it is essential that HR and managers understand that both parties are on the same side and are not enemies, rather natural allies that need each other. Although they do it from different directions and with complementary perspectives, they all work for the same client, the future of the organization, and their mutual obligation is to collaborate beyond particular opinions and interests, together, to be able to “help business”.

    Jose Miguel Bolivar (@jmbolivar) is Artisan Consultant, ICF coach, lecturer, researcher, speaker and author of the blog Óptima Infinito, in which he has been writing about Innovation in Productivity and GTD methodology since 2008. With a degree in Social Psychology and Political Analysis from the UCM, a master’s in HR from the Centro de Estudios Garrigues, José Miguel has extensive experience as an executive in highly competitive environments such as HP or Life Technologies. Currently, as Artisan Consultant and Coach, he works to increase competitiveness in organizations, improving individual and collective productivity of its employees.

     


     
  • Sonia R Muriel 9:00 am on June 20, 2013 Permalink | Reply
    Tags: , , , people management,   

    Types of toxic bosses (II) 

    Today I’ll continue presenting the types of toxic boss, following on from the first lot I gave yesterday.

    Peter Pan boss: they live in a fantasy world. In the company, full warfare could be going on, but if you ask them how things are going, they’ll say ‘great’.

    Mate boss: Obsessed with getting on well with everyone and inable to make criticism. If they have to evaluate their team, they suffer.

    Reconciling boss: They can’t stand conflicts. They won’t speak poorly of anyone, they just want to live and work in peace and harmony.

    Dr. Jekyll and Mr. Hyde boss: They can seem like the most pleasant boss in the world, worried about the personal life of their employees, and the next, a perverse person who leaves victims along the way, knocked out by the fear of how to talk to them the next time.

    Rambo boss: An expert in guerrilla warfare. They believe that their mission in the company is to win a war and are willing to break their back in the process.

    Couldn’t-care-less boss: They never change, no problem is big enough to not play it down. They’re only worried about their paycheck at the end of the month.

    Hermit boss: They don’t usually leave their office and if there’s no other choice, they look uncomfortable and want to return to their haven.

    Scrooge McDuck boss: only worried about one thing in the company: money.

    Roman emperor boss: exudes arrogance whereever they go and they are the happiest person you’ve ever met.

    Celebrity boss: What they like most in the world is to attend a party. Their main concerns is that their name can be read on the sign, in the caption and in the press release.

    Manic boss: They make employees feel uneasy in the same way as Dr. Jekyll or Mr. Hyde, but the difference is they don’t switch between being a good-natured person or a perverse being, rather between being the happiest on Earth or the most unlucky and negative person ever in the history of the organization.

    Sonia Rodríguez Muriel (@sonia_rmuriel) is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development IDEA.

     

     
  • Sonia R Muriel 9:00 am on June 19, 2013 Permalink | Reply
    Tags: , , , people management,   

    Types of toxic bosses (I) 

    A strong leader manages and guides their team and manages to develop the natural talent of their subordinates. They seek conversation and value professional polycromy. On the other hand, a boss orders and commands their employees and what is expected is discipline and obedience.

    The perfect leader doesn’t exist because the leader is a human being. In today’s post, with much love and respect, and a degree of humor, I’ll describe some of the types of toxic boss that we all have suffered under, to a greater or lesser degree, during a professional lives.

    Some types of toxic bosses

    Weathercock boss: One who changes decisions depending on the context, the person or the topic in question. It is almost impossible for them to think the same thing if you ask them several times about an issue and they don’t remember what they said in all security.

    Father-figure boss: They treat subordinates like his kids. They have a protective attitude with his team. They are usually well-loved butthey don’t help professional development.

    Fan boss: They have a special, innate skill to disperse responsibilities, problems, and especially, poor resultsto those who surround them. They are an expert in finding a scapegoat when they put their foot in it.

    Parasite boss: They live like a leech on other people’s work. Their working day involves attending meetings mainly, and looking like they are actually working

    Peter Pan boss: They live in a fantasy world. Perhaps a true battle is being fought in the corridors, they don’t say a word, not even to say good morning to the people who work in their team, and sadness and demotivation reigns in the organization, but if you ask them how things are going, they will reply ‘great’.

    Sonia Rodríguez Muriel (@sonia_rmuriel) is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development IDEA.


     
  • Eduardo Sanz 9:00 am on June 17, 2013 Permalink | Reply
    Tags: , , , , people management,   

    The Coach Leader is the leader of the 2.0 world (II) 

    Estimated reading time: 6 minutes

    Last week we spoke about how a coach leader manages people. Today we will continue to discuss this type of leader as the defender of sustainable leadership: “that transcends people to be installed in organizations that lead, last over time, and are successful”.

    A coach leader believes that “we are all important, no one is indispensable”, they work to surround themselves with the best, prefer to manage people with potential, and develop them as a key part of their role, they are not afraid nor worried about their position, they put the“we” before “I” and their management directly impacts the balance sheet.

    Whoever applies this leadership model achieves major loyalty among the team; they manage to infuse anyone and everyone they meet in business with that spirit, no matter what department they come from; and create a true “company spirit”.

    The coach leader bases their leaderships on others and not on themselves.

    • Treat others like you want them to treat you
    • Build up a network of contacts and give added value to that network,get out and network.
    • Work on that “I” to build the “We”. Be yourself.
    • Give always without expecting anything in return.
    • Keep your mind open and clear.
    • Have a plan and execute it with passion. Not with enthusiasm, but passion.
    • Invest in yourself. You’ll soon see that if you need a leader, that it is only you.
    • Talent is there, success is built. Know yourself. Practise your skills (they’re there; you just have to discover them), find a coach to guide you on that learning and continuous growth.
    • Be flexible and creative. “Innovation distinguishes between a leader and a follower” said Steve Jobs.
    • Work as a team. Doing it alone is much more difficult than in company. When the work of a great leader finishes, people say: we did it!

    And use the 3 basic resources a great leader needs to have: common sense, critical thinking, and a sense of humor.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

     

     
  • Eduardo Sanz 9:00 am on June 14, 2013 Permalink | Reply
    Tags: , , , , people management,   

    The Coach Leader is the leader of the 2.0 world (I) 

    Estimated reading time: 4 minutes

    A coach leader is “the person who enables another individual or a group of people to achieve common goals based on their own effort and performance, which they wouldn’t achieve without their guidance”.

    In a competitive world, developing this leadership marks the difference between success and failure in a company.

    Our teams are the reflection of our leadership, so we need to bring them guidance, confidence, optimism and motivation.

    How do coach leaders manage people?

    1. They empower the team. They make the team feel front stage and know how to stay in the backdrop.
    2. They build responsibility and commitment, which enables the team to share the organization’s objectives.
    3. They network, staying in touch with the latest trends that emerge to conver them into powerful tools that can be applied to their work.
    4. They are coherent with what they think, say and do. They transmit that coherence so that any challenge can be assumed by the organization and the team without any doubts.
    5. They give access to information and resources to make the right decision. They give all the information necessary for their team and the resources needed for managing it.
    6. They work with them to choose the most suitable option to solve each problem, enabling them to make decisions quickly.
    7. They are able to exercise assertiveness in collective decision-making. As a conscious, congruent, clear, direct and balanced way of expression, whose purpose is to communicate ideas and defend their position without aiming to hurt or harm, acting from an inner state of self-confidence.
    8. They are always positive thinking and have ability to make changes in the team or in procedures so that they are accepted and taken on board easily.
    9. They master Verbal and Non-Verbal language and active listening, meaning they can take the right decisions that benefit the organization.
    10. They become involved in continuous personal growth and learning processes , which are usedto enhance their performance and that of their team.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

    And in your company, are you being led by someone with this profile or are you still with a pseudoleader?

     
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