How To Empower Employees Without The Overwhelm

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How To Empower Employees Without The Overwhelm

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Semco Style Institute
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Key Performance Indicators (KPIs) are to organizations, what performance reviews are to employees: They acknowledge the status quo and help track progress. Important as indicators, KPIs provide insight into aspects of the company, like profit and loss or product development. While they are a valuable tool to benchmark how the business is doing, they have moved far away from their original intent. In many organizations, KPIs have become a very long and complicated list, that gets shared via email to many different stakeholders, often with little context.

Make Work Awesome With Heiko Fischer

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Make Work Awesome With Heiko Fischer

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Semco Style Institute
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‘Make Work Awesome’ is a monthly series of free webinars that aims to offer inspiration, tips and the latest innovations to help you make work more awesome. On this page you find a recording of the webinar with Heiko Fischer. Arko van Brakel and Heiko deep-dived into the success story behind Resourceful Humans while at the same time Heiko takes you on a journey through his awesome office where each item has a purpose.

When Sharing Is Empowering

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When Sharing Is Empowering

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Ian Borges
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Basic economics suggest that employees respond to financial incentives. However, not all financial incentives are created the same. Usually doled out on the basis of merit or hierarchy, incentives like bonuses or commissions can be deceptive in the ways they reward.Profit sharing, for all, when done right has the ability to empower all employees as it recognizes everyone’s contribution towards the company’s success - whether they’re an entry-level analyst or a C-suite executive.

Why You're Wrong About Self-Management

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Why You're Wrong About Self-Management

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Ian Borges
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Agile or self-steering teams are no longer restricted just to the realm of software or IT: Instead, it’s a new management mindset that’s finding more takers and believers every day. However, there’s a huge void between aspiring to become agile and actually being agile as an organization. A recent Deloitte survey of senior executives revealed that almost all respondents (94%) felt being agile and collaborative were among their top priorities to ensure organizational success. However, only a meager 6% of respondents could say that they were truly agile now. So, why the gap?

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