Customized leadership

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This topic contains 1 reply, has 1 voice, and was last updated by  Gary Berg-Cross 8 years, 5 months ago.

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  • #105161

    Henry Brown

    ALMOST want to say DUH!

    From HR Magazine:

    The recent downturn changed the face of work for many people who are still employed. Ironically, many employee programs that were introduced during this past recession to cut costs have proven to be quite beneficial to employees and organizations alike, pushing organizations toward offering employees a more customized, personalized–and ultimately, more satisfying– work experience. And because these initiatives have often proven to result in improved engagement, productivity, and performance at work – and ultimately, bottom line business results – they are here to stay.

    Take rewards, for example. Everyone knows a more motivated worker is a more productive worker. But as companies struggled during the throws of the downturn, they were forced to consider alternatives to motivating employees with the standard one-size-fits-all cash reward. Instead, many introduced more personally meaningful, but often less expensive, non-cash rewards.

    Research from our new book Workforce of One: Revolutionizing Talent Management through Customization (Harvard Business Press, 2010) suggests that such customized rewards pay off; 73 percent of the 557 employees we surveyed felt that their performance would improve if rewards were tailored to what motivates them best, and 83 percent felt that they would be more likely to be attracted to and remain at an organization with highly personalized rewards.

    New approaches to customizing learning have also taken off during the downturn. Instead of having a centralized training department create and roll out a costly but generic course, many organizations have turned to a less expensive alternative: enabling employees themselves to create learning content and dynamically pull and push it to one another on an as-needed, highly customized, and collaborative basis. Microsoft, for example, gives many of its employees the tools to create, capture, and share their own learning content with one another using blogs, wikis, online bulletin boards, SharePoint, and YouTube- and Facebook-like applications. Such peer-to-peer learning has tremendous advantages: since it is created closer to the frontline needs of the workforce, it is both more relevant and timely; employees are no longer force-fed information they already know; and information can easily be custom-condensed or expanded to the level of detail a peer may need.

    As the economy recovers, many companies will find that to attract and retain top talent, they will need to continue to offer such opportunities to employees. Forced up against the wall to creatively experiment with new ways of managing talent during the recession, many organizations have finally realized that such customization opportunities can be beneficial to the bottom line, and even at times an economic necessity both in terms of cost and in terms of productivity gains that can ensue when workers have jobs, rewards, learning, and more that are customized uniquely for them.

  • #105163

    Gary Berg-Cross


    Thanks for the posting on alternative ways of motivating workers to be productive when company money is scarce.

    One thing that I noticed is that the connection mentioned between such motivation and peformance was pretty indirect and based on a survey of employees and not actual performance measurement. There may have been such measurments mentioned in the book.

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