Approximate reading time: 2 minutes

How do you make sense of the vast outpourings in recent years on talent management? One of the most salutary experiences of writing a book on talent management has been trying to make sense of the seemingly endless reports, surveys, white papers, blogs and interactive tools devoted to the ever expanding facets of talent management.

I thought I had it cracked, until just the other day some kind person drew my attention to a 2009 report by Booz & Co. How on earth could I have missed it? Up till then I was sure I had nailed down the main thought leaders’ contributions, only to find that the more I dug the deeper in the mire I sank.

Straight Talking From Andrew Leigh of Maynard Leigh Associates

It’s the dog days of summer. People are enjoying their last days of vacation. Here’s a bit of laughter for you on a Summer day.

Think your company is above average (or possibly below) when it comes employee engagement? How do you stack up against “The Office?” (US version of the show)

Click through to watch the video.

A bit more serious, but I like the attitude as well as the message. Listen in to why employee engagement is so important at Red Balloon, a member of our global Ex*change network of recognition experiences in Australia.

Click through to watch the video.

How does your organization demonstrate the importance of engagement?

Strategic Employee Recognition: by Derek Irvine

Just recently a strange e-mail invitation came my way. “Charisma is the secret of engagement” claimed the invite from Capita, to a forthcoming workshop on the subject of charisma.

Now apart from the fact that I have written a book on charisma which has been translated into 15 languages, I could see no obvious reason to attend this workshop. But I could see one major reason not to attend: charisma is NOT the secret of engagement!

Straight Talking From Andrew Leigh of Maynard Leigh Associates

 The recent article here on HRzone about rudeness at work sparked a big debate over at the Bad Behaviour LinkedIn group. We were drawn to a piece by Philip Broughton in last October's (2009) Management Today called "Manners Maketh Management", also drawing on Christine Pearson and Christine Porath's research, "The Cost of Bad Behaviour". Here are a few key findings. 

After a single incident of incivility, 48% said they reduced their effort at work; 80% spent time worrying about it; 78% said their commitment declined; 66% felt their performance declined; 38% intentionally reduced their effort and 12% quit because of uncivil treatment. 

Over 60% blame bad behaviour on an excessive workload. 4% say they do it because they like it. 

83% of customers who witness incivility tell a friend, 55% take a less favourable attitude and 50% were less willing to use the company's products or services.

What Goes Around...