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Help Workers Get What They Need By John Crossan So many times in problem solving, the really smart, expert people come up with an analysis that everyone truly believes is the right answer—and really wants to work. But when it’s time to implement the solution, they run into "You know, it just didn't work” or "It just didn't last" or "Nobody would buy into it."  Most people tend to get hung up on what they want rather than what they need. They fall in love with their elegant solutions and want them to work. (For example, engineers usually focus on the technical solution: “We’ve found the perfect solution, so let's not waste any time getting it in place. Forget all of that soft-skills stuff—just make people do it now.”) For others, their primary frustration lies in the time spent h...

Beyond Donation Matching: 8 New Ways to Give Back By Claire Hastwell Great workplaces know that giving back to the community boosts employee morale and fosters pride within the company. Employees value corporate social responsibility because it gives their jobs special meaning: when employees can connect their work to what is happening outside in the broader community, they feel an increased sense of purpose at work. Generous community giving has consistently ranked as one of the biggest drivers of better employee experience.   Many companies contribute to their communities by giving employees generous allotments of paid time off for volunteering, matching their employees’ charitable donations, and building a philosophy of corporate social responsibility into the very fabrics of...

Employee Disengagement and Safety Goals By Kevin Burns When it comes to safety, managers sometimes wrongly assume that employees are slipping into complacency when what those employees are actually experiencing is disengagement. In 2020, Gallup polling showed that 62 percent of U.S. workers were not engaged in their work—an improvement of only 12 points since 2000. Clearly, disengagement is a problem. For some reason, though, companies expect their employees to be actively engaged in safety while doing work that they are not actively engaged in.  Employees are disengaged from company goals.  Research by a team at Franklin Covey revealed the stunning extent of employee disengagement: 15 percent of the employee respondents in one international survey “could name even one of...