With core skills expected to change dramatically by 2027, organizational leaders face the challenge of guiding their teams through a business landscape that is rapidly evolving, writes Paola Cecchi-Dimeglio of Harvard University. Cecchi-Dimeglio outlines several tactics leaders can apply in their workplaces, including creating a learning culture, boosting employee engagement and embracing technology to improve efficiency.
HR leaders have a better chance of gaining executive support when they use data to show the effects of their initiatives, writes 15Five chief evangelist Adam Weber, who points out data can identify concerns before they hurt retention and help measure employee growth. "You can't expect executives to simply leap with you without building a case for why they should leap, using compelling data," Weber writes.
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Pizza chain Sbarro uses the DailyPay platform, which allows the 1,800 hourly employees to access their pay as they earn it. About half the employees use the feature, which improves the turnover rate and helps them understand their earnings.
Help ensure artificial intelligence systems are supporting diversity, equity and inclusion by using DEI data and a diverse team to create the system and building DEI into AI training programs, writes EY's Andy Baldwin. "When used ethically and responsibly, AI systems can create new opportunities to boost DEI because they can identify patterns that may negatively impact certain groups," Baldwin writes.
Tyson Foods Chief People Officer Johanna Soderstrom, who started her job three years ago as the company was struggling with the pandemic, says she's overseen multiple efforts to support employees and strengthen the company, including a COVID-19 vaccine mandate, employee engagement surveys, a car-pooling program, no-fee health care clinics for employees and wider use of automated technology. "We have examples of team members on the packing line who have retrained themselves to do other tasks, as automation technicians, and walk home with two or three times the pay," Soderstrom says.
Alexander Hamilton, who was killed in a duel with Aaron Burr, was born on this day in 1755. What US Cabinet office did George Washington appoint him to?
How do you feel about your staff going around to your manager to discuss an issue?
I’m fine with it. I learned early in my management career that I don’t have all the answers to questions my team posed to me and sent them to my boss to get an explanation. I wasn’t passing the buck; I was trying to be efficient. And many times, I would go to my boss myself if the person’s question was one I thought I would face again.
I also learned that sometimes, I need to be checked. Giving my team permission to go above me helps ensure that they’re being heard and that I am held accountable for my actions and decisions. My managers are terrific. I trust them to let me know if I’m wrong about something and to work with me to make it right.
Marlene Chism explores this question in our Leadership & Development story from SmartBrief. She outlines a strategy for building a system of accountability that is transparent and forthright. She tackles the question about how employees can work with their network of managers to get a solution. The system is balanced and simple.
What do you think? Would this work at your site? Are you okay with folks going above you if they feel they are not being heard? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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