There are some intriguing concepts and insights that Sean Covey (and the other authors) had in the book, 4 Disciplines of Execution. He has a very extensive background as a business executive and has had his program utilized by some very large, multi-national (and even international) companies.
The fundamental problem they define is this: Many executives and employees know their general strategy; they simply fail in the execution phase of their goals. Execution fails for 3 reasons:
Ambassador Search Group serves our clients best by focusing on introducing the best people we can find to our clients and advising them on interviewing, assessing, hiring, and managing them. Note though, we are only in charge of the introduction process. We don’t make the hiring decision and we don’t manage employees. As Gallup astutely points out, performance is a management problem.
I was just asked "How should we digitize tracking employee engagement to reduce the management burden?"
There is a dangerously flawed assumption in this question that engagement can be digitized.
Companies are ultimately reflections of their owners. You should consider what it is about your core values which influence your culture which influences your operations which influences the daily workflow, which influences how people are treated, and consequently, how they feel about working there. People want to be proud of their work and company.
The term "It's just business" is confusing.
Should business relationships and personal relationships stay separate?
Is it okay then to behave in a different manner than one would towards their personal relationships?
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Yesterday I spoke with a senior construction executive with a reasonable and serious frustration about being contacted by recruiters, sending his resume and information, and never hearing from those recruiters again. Of course, we all know he is not alone. Recruiters are notorious for ghosting people and complaining when candidates or client’s do the same.
The beginning of any employment is inherently an evaluation period and some companies embrace this with a probationary time, trial period, or some such language. The intent being to communicate the extra scrutiny the employee will experience to establish trust, learn the company, and contribute acceptably. By making the period explicit it reinforces the need for the person to be on their best behavior which theoretically enhances retention.
Employees; Career growth is built on trust, not job hopping.
Don't think that job changes are the only way to address pay and responsibility stagnation in your role.
Build the trust of your leaders and then ask for more responsibility and pay. Laziness expressed as job hopping is a shortcut to nowhere.