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Culture Change

By Stephanie Monge-Sherman If you’re expecting to pick a new hire after 1-2 interviews and have them stay for the rest of their career, you’re likely in for a disappointment: the days of guaranteed long-term hiring are over. Job hopping, or the act of moving between jobs every year or two, is on the rise as employees look for the right fit. Employers now have to not only attract talent, but also work to keep them if they want their business to grow and thrive. This makes earning employee loyalty crucial since it’s key to retaining talent. Employee loyalty is built on a

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By Kelly Cave and Madison Hanscom Training is an effective way for companies to facilitate knowledge and skill development in their employees, which in turn, helps them remain competitive in their respective markets. The extent to which knowledge and skills learned in training are used on-the-job is commonly referred to as training transfer (1). Unfortunately, studies indicate that significant amounts of training content do not end up transferring to the job (2). This lack of transfer is a major concern, in large part because companies spend significant amounts of money on training. According to the Association for Talent Development, each year

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By Stephanie Monge-Sherman In more recent years, companies have been starting to realize just how important workplace culture is, and how fundamentally it is tied to the success of the business. Where companies were previously attracting top talent on salary and benefits alone, it now takes more than that and something exponentially harder to offer: potential employees want to know that they’ll be happy in the workplace and experience job satisfaction in their role—no easy feat. Workplace competition is a big part of the company culture, and it’s been the subject of debate for many industry experts as of late. For the

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By Martin Royal It's been well established change initiatives have high rates of failures. It is well documented that the costs of poorly managed change initiatives measure in the millions. Therefore, understanding the reactions of employees to planned organizational change is a significant concern for many organizations. Many organizations are confronted with swift environmental, industrial and technological changes that challenge them to continuously adapt their processes. Effective organizational changes rely on the cooperation and engagement of employees. Poorly managed changes may lead to a variety of unwanted outcomes. These may include decreased workplace satisfaction rates, reduction in both individual and overall

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By Kelly Hamilton, Madison Hanscom, & Josh Williams A key responsibility of leaders is creating an environment where people can do their best work. To do this well, leaders must be able to drive thinking and speaking—in other words, to foster a climate in which people feel they can speak up without fear of negative consequences, known as psychological safety. Leaders drive thinking and speaking by creating an environment of psychological safety, getting employee input for safety solutions, encouraging system thinking, and reinforcing teamwork and collaboration. Leaders who effectively create this environment increase employee engagement and decrease the likelihood of serious

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By Kelly Hamilton, Madison Hanscom, & Josh Williams, Ph.D. A common complaint of employees is that leadership doesn’t dedicate enough time to listen to and respond to their needs. Over time, this can lead workers to believe their leaders don’t care about them or their concerns, which can erode safety culture. Active Caring is a core leadership competency because it demonstrates organizational support and fosters a sense of support and trust among employees, leading to positive outcomes for employees, the team, and the entire organization. How can leaders demonstrate Active Caring? Leaders exhibit Active Caring in three primary ways: • Show personal concern and

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