“Having spent more than 20 years in the telecom space overseeing various facets of the business — from segment and product line P&L to corporate strategy and customer service — I have come to believe, as author Simon Sinek has said, that customers will never love a company until the employees love it first.”
Via Fortune Magazine
“Recent complaints about the HR function have touched a nerve in a large, sympathetic audience, particularly in the United States. The most vocal critics say that HR managers focus too much on “administrivia” and lack vision and strategic insight.”
via Harvard Business Review
“CEOs know that they depend on their company’s human resources to achieve success. Businesses don’t create value; people do. But if you peel back the layers at the vast majority of companies, you find CEOs who are distanced from and often dissatisfied with their chief human resources officers (CHROs) and the HR function in general. Research by McKinsey and the Conference Board consistently finds that CEOs worldwide see human capital as a top challenge, and they rank HR as only the eighth or ninth most important function in a company. That has to change.”
(via Harvard Business Review)
“Ditching annual performance reviews has paid unexpected dividends.
If there’s one thing almost everyone in corporate America can agree on, it’s that traditional once-a-year evaluations are a waste of time. Managers and employees dread the discussions, and plenty of evidence shows they don’t produce anything but a pile of extra paperwork.”
via Fortune Magazine
What makes it Huawei so successful? As the saying goes, “Success has many fathers.” But as with many great companies, David de Cremer and Tian Tao find part of the solution to this puzzle by looking at the specific values that define the culture of Huawei. Having interviewed people working for Huawei, reading articles, letters and keynotes by the founder Ren Zhengfei, and finally interviewing Ren Zhengfei allowed them to understand the foundation of Huawei’s value-driven culture.
via Harvard Business Review
One of the core values of Zappos is to “Embrace and Drive Change.” The company’s switch to becoming a manager-free, “self-managed” enterprise may test a lot of employees’ willingness to do that if it doesn’t get its pay practices right.
via CNN Money
DB Schenker Rail with entities across Europe redesigned its strategy that involved major changes, for instance regarding its governance, decision making and business processes, for all of these entities. The company knew from the beginning that without their combined effort of their 30,000 people they wouldn’t succeed. One of the key tasks to implementing the strategy therefore was to creating engagement and alignment across the European workforce. In order to accomplish this they needed a strategy communication that is fast, easy to understand, consistent, and that changes mindsets and behaviors. Aligning employees with the organization’s strategic goals and engage them has become increasingly important as organizations need to promote employee attraction and retention, ensure consistency, and struggle with speed of strategy implementation and quality of strategy execution. Indeed, ensuring that employees are knowledgeable of and behaving in alignment with the organization’s strategic direction and that they are engaged is arguably of utmost importance, as organizations need to rely more and more on employees to contribute to the strategic goals. Strategy communication needs to provide the bigger picture. It needs to connect the dots for everyone within the organization. Everyone needs a line of sight – from the marketplace changes to the strategic direction of the firm and its value proposition, to the business processes and to required skills, mindsets and behaviors to deliver. The article (in German) outlines the approach the company had chosen to accomplish this.