Employee turnover is a natural part of doing business, but the hectic and demanding nature of agency work can cause higher levels of churn than in other industries. While that may seem like it’s just part of the game, the financial toll associated with turnover is sobering. As detailed by the Society for Human Resource Management (SHRM), the cost to replace an employee is between six to nine months of that position’s salary.
Implementing new project management software can be challenging and exciting. This tool can not only help increase data and tracking in your projects but can also maximize efficiency, resources, and margins.
To reap the benefits of your new project management software, your team first needs to have full buy-in and commitment to its use. This makes the initial introduction of the software to your team integral to your project management software success.
Albert Einstein is quoted as saying that "The significant problems we have cannot be solved at the same level of thinking with which we created them." This quote sums up many volumes of research and understanding on the subject of creating successful transformations. It recognizes the primary force that is present against all change – the status quo. Change management expert Kurt Lewin has created a Force Field Analysis Change Model, which has become a staple for change agents, managers and...
Julie Kantor of the Huffington Post asks the question: “What increases employees education and learning; saves company high turnover costs; develops leadership and management skills; and saves people time and money to focus on the big priorities?” Her answer is mentoring—more specifically, mentoring in the workplace. In this blog we’ll review some key aspects of mentoring and why it’s become so popular. We’ll also explore why mentoring for people that do not know what their career goals...
A new study by PwC on the mindset of CEO’s indicates a very high level of Optimism. And optimism requires a level of trust. Trust by clients and trust in one’s own abilities to deliver. We’ll look at both.
How do leaders inject a higher purpose into their organization—something that will propel the team to its greatest version of itself with motivation and a common sense of destiny? What can I do to get them more interested in their work? These questions were tackled in this month’s Harvard Business Review. In their article “Creating a Purpose-Driven Organization,” authors Robert Quinn and Anjan Thakor provide some keen insights indicating that it might be the approach and not your people:
The following are highlights from the 2018 State of the Service Economy UK Edition, the only report that specifically looks at what is happening in services industry.
I’ve had a chance to observe Millennials at close range in their natural environments. My work places me smack in the middle of a sea of young people, all striving for success. I can see how important relationships are to them, and I understand that what they see as important—like how the companies they work for and the brands that they consume should positively impact the world and society—is often out of sync with where they are today. Many just seem out of sync period.
In the professional services world, it’s all about your people. Your clients pay for their knowledge, experience and wisdom. Your people are definitely not a commodity. They are the defining forces of your brand, and each individual adds to the collective image of your firm. To keep your team engaged means having a thriving culture that supports who they are and allows them to grow and succeed. Yet, even if the culture is considered “great” people still leave. In this article we’ll explore...
As a student and advocate for positive change, I’ve reviewed a great deal of research that points to the fallout and heavy toll that change can bring. The one word that most often gets blamed for the negative impact is stress. More specifically, work related stress. Eastern Kentucky University (EKU) has compiled an article that can attest to the widespread challenges that stress creates in the workplace. From their website they quote the CDC:
This is the third installment of our series on managing change in today’s networked economy. We started with a focus on professional services and the transformation taking place in that sector as markets and competition all seem to be moving faster than ever before, indicating the need to keep up with the speed of change. The cost of not keeping up with these changes or not initiating the right new system to manage change can cripple a company. This is especially true and obvious for...
There is nothing more predictable than change. It is, as they say, the one constant in the universe. However, the volumes of analysis and research on the subject of change only provide a peek at how change may impact our individual business. In other words, there is no magic wand solution for managing change that works predictably for everybody. Where would the fun in that be?
What elements create the effective leadership skills that are critical to managing digital disruption? Research from IMD suggests that certain leaders are equipped to thrive amidst today’s digital transformations. They possess certain skill sets and sensitivity to their team's and customers' needs and exhibit behaviors that exemplify the nature of Agile leadership: From IMD: “The research revealed that leadership effectiveness in disruptive environments shared many of the same...
Service organizations have a problem. A big problem. The business environment around them is rapidly changing and the complexity of managing their businesses is accelerating.
