Waking up in the middle of the night because of the tough day ahead, feeling overwhelmed as so much is going on, or concerned about changes that are happening in the business? More than likely your staff have experienced, or are experiencing, such stresses in the workplace, subsequently placing significant strain on your organisation.
For some years many commentators have sounded the death knell of such surveys. Indeed, research three years ago showed that nearly a third of employees found them pointless with 80% believing that their manager would not act upon what came up in the survey.Moreover, nearly half felt that it did not provide an accurate assessment.
The fans’ chant is “He’s one of our own”. They’re singing about Harry Kane, Premier League and England football star. A rarity in today’s football mad world where players and managers frequently change teams, Kane is home-grown, and his employer is thriving on it.
And it’s something that UK plc is going to have to consider more with deglobalisation in the wake of Brexit and Trump’s trade protectionism stance, which many commentators predict will lead to intense competition for native talent.
If you've ever played Candy Crush, you will know how many hours you can spend going through the motions. Game after game, moving pieces with little regard and either being tempted to spend money on special powers or asking for more lives.
Or you can focus brilliantly on every option, slow down every move and see the maze.
Today's the day that Article 50 is invoked. Addressing the skills gap has already been much talked about and will arguably be the major challenge for the business community.
So, the big question is: do we start thinking now about the capability sets within our organisations or do we wait for a clearer picture to emerge with regards to the movement of EU labour when the Brexit process begins? While it feels a bit like a game of stick or twist, business leaders cannot afford to ignore the risk posed by not taking any action now.
Do your employees have the right skills to deliver your current and future strategic ambitions? Are your managers good enough to manage? And do you really know who the talent is within your organisation or are you just promoting those that do well in their current position?
“Why on earth would you put a 2.0L engine in a Vauxhall Corsa?!” I had nothing against Corsa’s (other than not being a teenager) but my 18 year old nephew’s insistence on replacing the 1.2 litre engine with this ‘Super Engine’ was confusing. But he worked day and night for weeks on that car and the day came when he took me for a test drive. And it was frightening. The G-force inducing acceleration and sheer power had transformed that car. It was more than a Corsa now, it was a super monster, speed machine!
The talent within a business is likely not happy. Those with the potential to develop and grow the organisations they work for are already thinking of where they might go next. A Forbes survey found that more than 30% of employees believe they will be working somewhere else inside 12 months. The people who particularly display skills and abilities to grow and develop a company are eyeing up the exit, the talent is leaving and it begs the questions, why?
My nephew was learning to ride his bike. I took him back to his Dad who asked, “Was it a success?” It was a tricky question. What was classed as success? He crashed into a hedge, nearly ran over a dog and fallen off multiple times. But he was faster than he had been and his brakes were now being used. He was quicker but more dangerous to dogs, he was braking but less stable on corners. Sometimes, it can be pretty hard to figure out the answer when you don’t know what is not obviously discernible or tangible.
Twenty years ago, the business landscape was a very different place. Simply put, the company was king and the customer often felt the force of that disregard. Customers would come and go, they were disposable to businesses. The business centric viewpoint represented a core belief that the customer needed them.
Pobi’s unique software equips individuals to understand their skills or experience against tangible, objective and consistent standards. It helps them identify capability gaps against roles within a business and provides options to support their development. The clarity of expectation for each role enables individuals to develop towards the standards for alternative roles.
Supporting individuals in growing through the business and identifying alternative (perhaps sideways) roles that will help make them better and stronger to progress through the business.
The certainty of uncertainty seems to cloud the UK business outlook currently. With the unknown consequences of Brexit, the markets riding a nausea inducing rollercoaster and a skills shortage across Britain, business leaders could be excused for wondering where the firm ground is for their feet?
UK businesses have a problem. A problem of productivity, skills shortages and a lack of employee engagement are well documented and continue to have significant impact on individuals, businesses and the economy.