want<\/em> to build long-term careers in a single company anymore (or may just not be motivated at all).<\/p>\nClearly, there is a major employer-employee breakdown occurring: employers are not focused on investing in the right talent strategies, and their talent isn’t that focused on investing their careers in them either. The result is management being pissed off with the value their staff are delivering, and their staff being pissed off with the value they get from their organization – it’s a recipe for failure and poor enterprise performance. \u00a0And if internal labor investments are fast becoming a negative commodity for many firms, they will naturally look elsewhere to achieve its goals – such as improving automation and leveraging third party services relationships, where the talent can quickly plug the gaps.<\/p>\n
The old ‘nine-to-five job mentality’ must quickly evolve into a value-based work culture for organizations with\u00a0emerging Digital Cultures<\/span><\/strong><\/span><\/p>\nSimply put, most effective<\/em> workers today do not start work at nine and clock-off at five. \u00a0As peoples’ personal lives become digitally-entwined with their professional responsibilities, most want to spend time during the day on their electronically-driven social activities, which means they frequently need to compensate for this during their evenings and weekends. \u00a0Moreover, the working styles of management and staff need to evolve to become most outcome-focus and less task-focused.<\/p>\nManagers need to think less about “what do Jane or Peter actually do<\/em> between nine and five” and more about “what business outcomes<\/em> have Jane and Peter produced for the firm this week – and how are they adding value<\/em> to the organization.” \u00a0This means that enterprises need to ensure they have forward-thinking managers who understand the shifting mindsets and lifestyles of their staff in order to get the best out of them.<\/p>\nWorkers who cannot motivate themselves to add value beyond ‘just enough not to get fired’ will see their career potential rapidly decline<\/span><\/strong><\/span><\/p>\nIt is also the responsibility of employees to adapt to being judged more on outcomes than “time served”. \u00a0There are far too many staff today who still “work the nine to five mentality” but barely spend 2-3 hours today actually working <\/em>(we all know many, I am sure!). \u00a0These people need to understand they will be quickly replaced if they cannot adapt their working styles and motivate<\/em> themselves to add value. \u00a0From my experience, staff become motivated when they are encouraged to use their creative energies and are judged on the quality of their outcomes<\/em> – when they are simply checking the boxes and doing just enough not to get fired<\/em>, is when the employment model falls apart. \u00a0I would bet a champagne lunch on the fact that most of the 62% of frustrated staff only do barely enough for their employer to avoid the sack.<\/p>\nThe Bottom-line: \u00a0The working cultures and attitudes of management and their staff both need to evolve to be effective in the Digital Enterprise<\/strong><\/span><\/p>\nThe current employment model is broken. \u00a0There is a sense of entitlement among too many workers that all they need to do is show up<\/em> to warrant their paycheck and all the accompanying benefits. \u00a0At the same time, there is too much legacy management<\/em> going on, where enterprise leaderships persist in judging their staff on effort-based inputs, as opposed to value-based outputs. \u00a0Yes, the old “time sheet” for knowledge workers is probably the worst invention for the enterprise since on-premise ERP software…<\/p>\nI recall when I graduated in ’94 during the pit of an economy and you couldn’t find a job anywhere – you had no choice but to hustle and adapt to whatever job you could get not only to build your career, but also to earn a living. \u00a0My first job was answering the phone is a burglar alarm firm – you turned up, you worked hard and you kept at it until something better came along. \u00a0Sadly, that “hustle mentality” is clearly shot in today’s workforce – I find people either want<\/em> to work, or they don’t<\/em> – and smart employers are figuring that out in today’s much looser, more complex, work environment. \u00a0You basically need to hire people who want to work and manage them by their outcomes – it’s really that simple.<\/p>\nSo there needs to be a significant mindset change from both employers and their staff if we want to re-humanize the enterprise, otherwise we might as well give it all up to the robots…<\/p>\n","protected":false},"excerpt":{"rendered":"
Our new research reveals the majority of enterprises are failing to develop the talent they need to be effective in…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[57,78,80,838,90,91,831,93,832,830,97],"tags":[303],"ppma_author":[19],"yoast_head":"\n
How can we re-humanize the enterprise with two-thirds of staff becoming irrelevant, a similar number sick of their employers - Horses for Sources | No Boundaries<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n