Millennials. You either love them, or are annoyed by their intense ambition, burning desire to succeed, and need for pats on the back. In America’s workplaces, 1 in 3 workers are Millennials making up the largest generation in the workforce today with a reported 53.5 million; surpassing Gen X’ers and Baby Boomers. Millennials were raised by Baby Boomers who constantly told them they can do anything they put their minds to - and they believe it wholeheartedly. With the right focus and opportunities to learn and develop their skill sets, there is no doubt they can and will climb to the top faster and smarter than the preceding generations. But it is not just the responsibility of the Millennials to “figure it out” when it comes to growing and succeeding in their careers - that responsibility also belongs to the employer. When placed in the right environment that allows them to continuously learn, expand their skill sets, and grow in experience, this group has the potential to be your strongest asset. Conversely, when not properly managed, this group can become your biggest liability. How employers choose to capitalize on this opportunity is their choice.
I remember some years ago when rope courses were all the rage in team building circles. Your entire company or work department would go to the ropes park, and under the guidance and safety assurance of the staff there, co-workers would talk one another through their fear of heights, tackle trust issues between one another, and get through to the other side of various terror-inspiring apparatuses.
How many companies employ a staffing strategy that includes acquiring the top talent in the industry? Probably every single one. The idea that if you acquire top talent your company will be a top performer has forever resonated through corporations, from the C-suite down to entry level HR admins.
What does “top talent” even mean? If all the customer service agents in the world were ranked from best to worst, are you really looking for the top 10% only? This way of thinking already runs afoul of using a rank based approach to performance rather than a ratings based approach.
The workplace environment is constantly evolving. Once comprised of strict hierarchy, corner offices for the C-Suite, and employees walking around in full business attire and closed toe shoes, the workplace has done a complete 180. Walk into 10 offices today and you may be surprised to find how teams are working, where they are working, and when they are working has drastically changed from what was once the norm. With the redesign of today’s companies, offices and teams, HR management is tasked with finding and implementing the most innovative/effective tools to build and maintain a highly connected and highly performing workforce.
There are a variety of gamification techniques that can be used to improve employee performance, and one of the most important among them is Goals.
Sales is a pretty easy department to run right? You go out and hire a group of fire breathing dragons who are YDR’s (young and desperate to be rich) and put them in a “boiler room” type of atmosphere and they will just sell, right? Wrong.
There are lots of ways to measure employee performance. When it comes down to it, all of these methods fall into one of four categories. These four categories are based on a matrix composed of two elements - how you gather the data used to measure and what form of measurement you use. Data can be subjective or objective and employee performance can be ranked or rated.