Heck yes. The “two weeks’ notice” approach needs some serious scrutiny. I applaud Robert Glazer and his team for identifying an antiquated process that does nothing to proactively prevent top talent (and the institutional knowledge they possess) from walking out the door after two weeks of disengaged work (or, let’s be honest, no work at all).
In the first two articles in our Feedback Series, we chatted through two important aspects of effective feedback loops Montani encourages all of our clients to consider: a shift in mindset from failure to “failer” for team members who receive tough but necessary criticism, and the willingness and ability for supervisors to enter into hard conversations using Radical Candor to clearly but caringly communicate feedback.
In the first part of our Feedback Series, we discussed the important shift in mindset from feeling like a failure to being an ever-improving failer. This is how your team members should think about constructive criticism so they are most receptive to it – and even appreciative of it.
Constructive feedback is so important for the growth and betterment of a company. But it’s something that can’t simply be passed from the top down. Employees need to be given the opportunity expectation to share direct, consistent, and thoughtful feedback about their peers and leadership. Ideally, this is given directly but it can also be facilitated through a tech platform and/or an HR professional they trust.
Right now, even the greatest minds in HR can’t predict with full accuracy what team members will need from employers in a matter of months. Welcome to the COVID reality. But what we do know, however, is employee voices should be the compass for building an effective people operations plan – both in the short term and for the long haul.
For most conversations around HR, I inevitably compare the topic-at-hand to parenting (of which I have no experience) or dating (of which I have some good and some not-so-good experiences to pull from). Well, this article is no exception… you’ve been warned!
Growing up, my entire family went to Dr. Kelly. From 1979 until around 2014, he was the one family doctor we knew and trusted. I had no clue most kids went to a pediatrician. But, like with so many other things in life, I’ve come to realize my family did things differently. (Other kids were allowed to have soda in the house?!) This whole-family medical care was possible because Dr. Kelly was a doctor of osteopathic medicine (D.O.).
1. What is people operations? 2. How is people operations any different from human resources?