Is there a downside to everyone being happy at work? Is conflict good or bad? Does hiring for cultural fit produce group think? A great summary over at HBR of what to consider if your goal is to foster a critically engaged team.
I love this list of 22 typical change management mistakes to avoid. There are several in this list which I think can be addressed with a human centred design approach such as:
The first Australian CXPA meet-up in Sydney (16/4/2013) was a breakfast session at Atlassian HQ with Cyrus Allen of Strativity as the MC. The special guest via a Google Hangout was CXPA and Temkin Group founder Bruce Temkin. He is also the creator of Forrester’s Customer Experience Index and Voice of Customer Award.
Bank of America sent a letter to each of its 270,000 employees with the simple message to “Be Nice”. This is after woeful customer satisfaction ratings. Is a letter enough? No, according to Customer Experience consultant Colin Shaw of Beyond Philosophy who stresses the need in the story for matching incentives and guidelines for how much time managers spend with customers and in branches. Apparently a more comprehensive plan to address customer satisfaction performance is to follow.
I had the privilege to work on a succession of projects relating to the staff experience at my time at Different. My colleague Christian LaFrance presented some of the learnings from these projects and a few others undertaken by the team at the recent Service Design Network Global Conference in Paris (28-30 October, 2012) and he has shared his presentation on Slideshare. Many of these projects involved a participatory design approach to achieve change that took employee needs into account and that was employee led.
Provide meaning to motivate (purpose), provide feedback, provide opportunities, be fair … you know the score and it all sounds like common sense but many organisations miss the mark. A tidy list to refresh your management sensibilities from fastcompany.com.
About 10% of new recruits to call centres take Zappos up on the incentive to leave after completing the intensive induction program.
In 2007, the luxury automaker set up an experimental assembly line with older employees to see whether they could keep pace. The production line in Dingolfing, 80km northeast of BMW’s Munich base, features hoists to spare ageing backs, adjustable-height work benches, and wooden floors instead of rubber to help hips swivel during repetitive tasks.
Gienda Kwek of smh.com.au reports that workplace loyalty is diminishing due to less commitment on the part of employers to their employees with increased use of contractors and casuals. Dr Rafferty of the University of Sydney’s Workplace Research Centre notes that the risk of employment security once shared between workers and employers is now being shifted onto employees. Job security is now a top concern of employees and HR departments are responding in turn to keep talent.