Improvements that last are built on stable employees’ layer

It keeps striking me: improvement programs are not built to last for a simple reason: those who impulse and carry them out won’t stay, while those who stay are barely empowered to take a leading part. Explanation: Consider any organization as a three stories (UK: 3 storeys) pyramid; top management on top, middle management in … Continue reading Improvements that last are built on stable employees’ layer

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How deep should a Goal Tree go?

When breaking down the Goal into Critical Success Factors (CSFs) and Necessary Conditions (NCs), the question soon arises: how deep should we dig to build the Goal Tree? There is no general answer to this question except: as deep as necessary to serve your purpose and as deep as necessary for you to feel comfortable … Continue reading How deep should a Goal Tree go?

Goal Tree: How to define Critical Success Factors?

The original name of Goal Tree is Intermediate Objectives Map, an adaptation of the Theory of Constraints' Thinking Processes' Prerequisite Tree (PRT). IO Map just as Goal Tree displays a logical tree-structured suite of Intermediate Objectives. >Read William Dettmer's paper about IO Map Critical Success Factors (CSF) are high-end objectives necessary to achieve in order … Continue reading Goal Tree: How to define Critical Success Factors?

Employee Engagement Model as self-assessment tool

In a previous post, I presented the Employee Engagement Model as guidelines for management. In this post I take the other side’s view (employee’s) and consider it as a self-assessment tool. Self-assessment Regardless to position and job, everyone can self-assess his/her satisfaction/contribution level on a more or less arbitrary High/low scale. Of course this self-assessment is … Continue reading Employee Engagement Model as self-assessment tool

Employee Engagement Model as guidelines for management

The Employee Engagement Model provides a framework for understanding employee’s behaviors and the balance between contribution and satisfaction as well as guidelines for management. For a manager, his team can be seen as a portfolio of resources who need differentiate care, depending on their engagement level. Engaged need to be kept in their state as … Continue reading Employee Engagement Model as guidelines for management

Disengaged? Really?

Before suspecting disengagement, it is wise to check if the employee’s behavior is not a low in motivation or fatigue than can be mistaken for disengagement. Everybody can have a period of low motivation, be discouraged, worried or just tired. It should not negatively influence the job, but humans are humans with their ups and … Continue reading Disengaged? Really?

Employee engagement – Disengaged

Disengaged employees are at the lowest level for both own satisfaction and contribution to the organization’s goal / performance. How and why employees slipped into this segment is probably a personal story, very different in each case. But as nobody would hire someone showing warning signs about near future disengagement, disengaged didn’t join with this … Continue reading Employee engagement – Disengaged

Fighting boredom at Ikea

What can a guy like me do to fight boredom at Ikea, with a smartphone but no carrier network? Photos! I realized that this place is full of patterns, shapes and colors. The self-imposed challenge was to take close-ups and find some interesting angles with available goods. Soon I found lots of pictures to shoot … Continue reading Fighting boredom at Ikea

Employee engagement – Engaged and Almost Engaged

Engaged employees are those having their personal interests aligned with their organization’s interest. “They contribute fully to the success of the organization and find great satisfaction in their work”. Engaged employees are committed and do not hesitate to pay additional effort, adapt to needs and stay highly flexible. Engaged employees are a pleasure to see, … Continue reading Employee engagement – Engaged and Almost Engaged