Here’s our weekly roundup series to help you stay connected to the often overwhelming landscape of employee engagement thought leadership. Start here to narrow down your search each week!
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From Maritz Employee Experience
What Henry Ford Can Teach Us About Corporate Culture — Henry Ford never heard of corporate culture, and probably wouldn’t have cared much if he had. His job was producing automobiles. Yet as it turns out, culture did indeed mean something to Henry Ford, and we can learn from how he shaped his.
What We’re Reading This Week:
Develop Your Culture to Thrive Within the Wider Business Ecosystem — Whether you know it or not, your organization is part of a larger ‘business ecosystem’ and its fate is interrelated with the health of every other organization within. Your culture, innovation, sustainability and focus on employee and customer experience will dictate whether your company thrives or dives.
Fostering an Impactful Corporate Culture — Having a sound corporate culture is very necessary because all parties will be well directed in the work place. But when leaders do not pay attention to its importance, the foundation of the organization’s existence will eventually be put to test.
Making a Business Case for People Analytics (with the Three A’s of Lean People Analytics) — What a company decides to do with people matters because very small changes to the employee experience can have large impact on other big things, like profits. For example, if employee costs are five times assets—not uncommon—then it takes only a 5% increase in employee productivity or a 5% reduction in employee costs to increase profits by 25% of assets. Also included is a methodology for estimating the ROI of people analytics – and how it looks a little like a poker game.
The Surprising Economics of a “People Business” — Did you know that, at an airline, employee costs are typically about one-and-a-half times the amount of capital costs, despite airlines’ giant equipment purchases? Even when a company isn’t people intensive overall, a people-based business embedded in the company often drives corporate performance. Because even slight changes in employee productivity have a significant impact on shareholder returns, “human resource management” is no longer a support function but a core process for line managers.