Organisations and their leaders have long considered engagement as the key mechanism to trigger greater employee contribution to business performance. Over the past decade there has certainly been strong evidence to support the case that when employees are more engaged business performance goes up. But is employee engagement alone enough to foster and support consistent and durable business performance? Recent research is saying that it is not, and that the key variable in the engagement equation is employee wellbeing.
This growing body of research indicates that without wellbeing, simply described as an employee’s positive emotional state and sense of fulfilment, engagement is often short-lived or unsustainable.more info
Research has shown that culture is one of the most pervasive and elusive organisational drivers, but when we get it right, it can facilitate sustained high performance. It is therefore well worth leaders’ time to actively work on their culture and ensure it is aligned to the overall purpose of the organisation. So, the question is: “What do leaders need to do if cultural shift is desired?”
We are often asked to work with organisations, particularly leaders, to help them get their culture ‘right’. The assumption that can often sit behind this request is that culture is something that is tangible – that it can be easily diagnosed and influenced with the right tool and intervention. However, in our experience, it is more accurate to say that culture is the outcome of tangible things, much like the ingredients of a cake. Without flour, sugar, butter and eggs, the cake can’t exist. The art for organisations is knowing the right ingredients that will produce their ideal culture ‘cake’.more info
We’re told that employee engagement is the ‘holy grail’; the key to organisational success. In workplaces all over the world, leaders are looking for ways to get more of it. Plenty of research has shown the relationship between increased levels of engagement and superior financial and business performance. However, there is evidence to suggest that engagement by itself is not enough. Compelling research now suggests that organisations should be aiming for sustainable engagement. Towers Watson’s research has shown that organisations with high scores on sustainable engagement achieve an average of 18% higher earnings growth compared to organisations that have high engagement alone.more info
70:20:10 is a ratio that most L&D professionals would be very familiar with. It’s a guideline formula that many organisations apply to the design of learning programs. The trouble is it’s not often used as intended or to its full potential.
70:20:10 comes out of the research that suggests, for optimal learning outcomes, 70% of the learning should take place on the job, 20% through so called social learning such as coaching and mentoring and 10% via formal classroom learning.... more info
Leaders have the potential to influence their employees to go well beyond their own expectations and achieve success. When such influence is experienced positively by employees the results are measurably beneficial to a business or organisation. Measures of employee engagement, resilience and mental health, commitment, innovation, and performance all increase, and subsequently have a healthy impact on the bottom line. Sounds simple doesn’t it! Positive influence by leaders equals a wealth of good results.
So why is this story so infrequently told across corporate Australia? Workplace disengagement is high and rising, as are measures of stress and bullying claims. Change fatigue has become overbearing for many, employee satisfaction is declining, and increasing pressure and difficulties in balancing work and life demands are commonplace. So what’s going wrong?... more info
If you are an experienced executive, you will probably have your fair share of stories, good and bad, about organisational change. You will probably know about Kotter's burning platform and be able to describe the essential elements of successful change programs. The problem is research tells us (as does our own experience) that many attempts to transform an organisation either fail or are fraught with delays, disruption and reduced performance.
So we have tried to look at and understand some of the key reasons why so many organisations struggle with the transformation process and end up with an unscheduled trip into Death Valley. Whilst we know organisations want to get from Point A to Point B in good organisational health, here are the 7 things you should do if you’d rather take the road into the valley of death!... more info
Ask yourself: When you begin your work day, do you focus on what you are there to achieve (your purpose) or the things to have to do (your tasks)?
Research tells us that a significant proportion of the Australian workforce is not fully engaged. Recent studies by BlessingWhite and the Gallup Organisation put the figure at around 60% non-engagement in Australia & New Zealand. This is important to recognise because engagement is a proven metric of organisational performance – directly relatable to factors such as customer ratings, profitability, productivity, turnover and absenteeism. At FBG we see that a significant contributor to these high non-engagement scores is the disconnect employees feel from the vision and purpose of their organisation. Often they have a limited sense of their impact and how their work connects to its wider aims and goals. As such we can’t possibly expect optimal performance when very few employees have the requisite knowledge to make good choices that align with purpose.... more info
There is a lot of talk about wellbeing at work, mental health in the workplace, positive psychology and the cost of psychological injury. The ‘talk’ includes articles on the growing problem, conferences on the impact on organisations and individuals and information sessions for employees and managers.
We decided to take a different tack on employee wellbeing —to help organisations take effective action.... more info