Make Your Employees Feel Powerful

Make Your Employees Feel Powerful

Research has shown that helping employees feel more powerful can improve productivity, performance, and job satisfaction. Delegate important tasks, communicate frequently, and encourage them to share their views on important issues. You don't have to elevate every staff member to a leadership position, but you can offer choices that lead to greater autonomy. Giving them some choice, in the way they do their work or the projects they work on, can make a big difference — no title required. People crave a sense of control over their situation. Giving it to them will help you develop your direct reports into independent thinkers who are invested in moving the organization forward.

Adapted from " Make Your Team Feel Powerful" by Harrison Monarth. 

Don’t Make These Common Negotiating Mistakes

Don’t Make These Common Negotiating Mistakes

Even the best negotiators can make mistakes. Make sure all of your careful preparation isn’t wasted at the table by avoiding these common traps:

• Failing to listen. Spending hours or days preparing your argument will naturally make you want to share your interests, lay out options, and so forth. But when you get into the room, focus on listening and asking questions as much as (if not more than) presenting your case.
• Sacrificing your interests to preserve the relationship. Deal with you and your counterpart's relationship separately. Any trust issues should be resolved before you move on to the substance of the negotiation.
• Focusing on positions, not interests. It's easy to establish what you both want and then move quickly into the specifics of the agreement. But the two of you need to take time to understand the drivers behind your positions — or you won't be able to reach an agreement that satisfies both of you.

Adapted from HBR’s Guide to Negotiating by Jeff Weiss.

 

Use Workforce Analytics to Transform HR

Use Workforce Analytics to Transform HR

Research shows that many companies aren’t using objective talent data to make workforce decisions – even though it can help reduce costs, identify revenue streams, mitigate risks, and execute effective business strategies. Improve your HR functions by making your analytics:

• Relevant. HR analysts need to apply data to the business issue (a top-down approach), instead using up resources on bottom-up data mining.
• Valid. The quality of data is important, as is the way leaders are educated about the credibility of talent metrics.
• Compelling. HR can’t present raw numbers and expect the right message to come through. Analysts must understand the audience, tell a story, and deliver conclusions that tie together the principal facts.
• Transformative. Talent data should help a leader make better, faster decisions.

Adapted from “ Change Your Company With Better HR Analytics” by Mick Collins. 

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