Passionate employees are an organisation’s greatest asset as they drive performance, productivity and profitability. This article looks at Ken Blanchard’s research into employee passion, examines the benefits that a passionate workforce can bring to your organisation and outlines the strategies that can be used to develop and maximise passion in all your employees.
As a key driver of business performance, employee engagement is a particularly hot area of leadership and management focus. In the race to connect with employees, many organisations fail to realise the potential of the workplace in improving engagement and boosting performance. This article outlines the latest research linking workplace design to employee engagement, and highlights the advantages of a well designed workplace.
An introduction to the concept of human capital, suggesting that in the knowledge economy, this capital form offers the primary source of competitive advantage.
A summary of the model by Helen Gidlow and Rob Urquhart, which looks at human capital measurement’s role as a strategic tool in the organisation.
Human Capital Management seeks to systematically analyse, measure and evaluate how your people policies and practices are creating value for your organisation. This article outlines some suggestions made by the Accounting for People Task Force of the common components most likely to be appropriate within a report.
Employee engagement is an increasingly important approach to employee relations. This article takes a look at what it means.
A review of Jeffrey Pfeffer’s model of seven components that help to create an environment where employees are committed to improving organisational performance.
A look at the work of Grahame Dowling. An experienced thinker in corporate reputations, we review his book ‘Creating Corporate Reputations’ from the perspective of employee engagement.
An analysis of the potentially productive relationship between the organisational development philosophy of appreciative inquiry and truly people-focused HR strategy.
According to Edward Lawler, by involving employees and empowering them to influence the way that their organisation is run, they develop commitment to its success. This article looks at Lawler’s findings on what creates high involvement.
By combining complementary HR practices, involving employees and winning commitment from them, organisations can achieve high performance and, consequently, greater productivity and profitability.
A study by the University of Bath reveals the importance of a combination of ability, motivation and opportunity, which the research team believe lies at the heart of strategic HR management.
A summary of the theory underlying this philosophy of organisational development, covering the major concepts and their relation to the strategic management of HR.
This brief article outlines the potential problems to measuring your organisation’s human capital. These will have to be overcome if your organisation is going to adopt a structured approach to measuring human capital.
This brief article outlines 10 of the most common measures identified by research conducted by the Task Force on Human Capital Management.
This document offers a range of formulas that will help you measure the effect of you organisation’s human capital on financial performance.
This handout gives tips on how to engender high performance working in your organisation.
New research shows that good workplace design has a positive impact on employee health, wellbeing, levels of stress and engagement. Whether your organisation is about to overhaul the design of its workplace, or wants to make some positive changes to its existing environment, this article offers some practical advice on creating an engaging space, regardless of your organisation’s size or industry sector.
The level of employee engagement has a significant influence on an organisation’s productivity. These top tips will help you to ensure your employees are engaged, guarding against the significant financial implications of a disengaged workforce.
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