Every Friday, we prepare for you a short digest with news covering subjects related to employee engagement, collaboration, organizational culture, knowledge sharing, leadership and the future of work.
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Here’s this week’s brief:
“Digital Transformation: Human Capital, a new research…
…report by The Conference Board, breaks down the core business impacts of digital transformation and their direct implications for human capital. One of these impacts is “Collaboration and co-creation”. Organizations are now able to engage with partners across digital ecosystems, build their own internal platforms, and crowdsource solutions globally. These digital platforms require new approaches to encouraging, rewarding, and recognizing knowledge sharing and collaboration. Companies need to equip employees to be able to participate in and contribute to innovation. Organizations need to develop leaders and managers who foster that behavior. Transparency is another one: nology and connectedness transform employee communications, requiring an ongoing, two-way exchange in which employees have more information and bargaining power than ever before”. Read Culture, Structure, and Talent Practices Are the Next Tech Frontier on Yahoo Finance to get more from this report.
“Based on data collected from 119 CEOs and…
…337 top management team members in 119 organizations in the U.S. software and hardware industries, the researchers found CEOs who adopt a leadership style similar to that of the organization’s culture have a negative impact on firm performance. Instead, firms are most effective when CEO leadership style and organizational culture are different, a discovery that contradicts widely accepted beliefs. The findings are published in The Journal of Applied Psychology. “Leaders who are culture conformists are thus ineffective. CEOs who lead in a manner different from the culture benefit companies because they provide resources to the organization that the culture does not.” said Chad Hartnell, assistant professor in the J. Mack Robinson College of Business at Georgia State”. Read Differences in CEO leadership style, company culture improve firm performance, study finds to learn all about it.
“You need to have the right people, with the right tools…
…and technologies to be effective, and the right processes to be efficient and productive. Employee engagement comes with many benefits for companies. Research has consistently found that companies with higher levels of engagement have better operational, organizational, and financial outcomes. In its worldwide employee polling, for example, Gallup has found that companies with high employee engagement have 37% lower absenteeism. In addition, it’s found a 43% correlation between engagement levels and turnover. When engagement goes down, turnover goes up. If engagement goes up, turnover goes down. With so much on the line, how can businesses improve employee engagement?”. Read How to Enhance Employee Engagement by Blair Pleasant for NoJitter.
“Productivity is all about raising…
…the output or the speed in which new products or services are created or delivered. How do you get more value from your effort, using the the same or less input? Access to technology, better tools, more efficient processes, can help a lot here. Yet technology is not the whole answer. On both sides of the Atlantic, since the mid-2000s, productivity has stagnated. The full answer why is complicated (and beyond the scope of this article). However, two important factors begin to explain what has given many economists nightmares of a problem colloquially known as the “productivity paradox.”. Learn what these two factors are and more on the subject by reading The Digital Workplace: Your First Defense Against the Productivity Crisis by Martyn Perks for CMSWire.
“When your organization has science, engineering,…
…technical or math experts but they’re already spread too thin, what’s the best way to tap their knowledge to bring others in the organization up to their level? Recent APQC research unveiled several complementary approaches that enable novices and “nex’perts” (midcareer professionals who are the next generation of experts) to learn from experts and build their own competencies. Among them are several structural and knowledge transfer approaches that best-practice organizations are using to leverage their internal expertise as effectively as possible. In combination with structural solutions, knowledge-sharing tools and approaches can help address expert shortages and develop the competency of newcomers and midcareer professionals. Read Structural Solutions and Targeted Knowledge Transfer to Leverage STEM Experts and Accelerate Learning by Lauren Trees for ATD to get more on the story.
Happy Knowledge Sharing!
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