The True Leader

As Christians of the world celebrate the birth of the saviour, this timely blog is dedicated to Jesus Christ.  Reflecting on what he shared with us on how we can lead in his ways.

 Jesus was announced to be a leader centuries prior to his birth when God spoke through the prophet Isaiah. Isaiah 9:6 “For to us a child is born, to us a son is given; and the government will be upon his shoulder, and his name will be called “Wonderful Counselor, Mighty God, Everlasting Father, Prince of Peace.””  Wonderful is translated from the Hebrew word pele meaning miracle.

In a short blog I would never be able to describe in detail on how so many characteristics and values of effective and successful leaders can be referenced to the True Leader.  We can however simply look at the first name, or quality from the announcement, how we can portrait Jesus Christ through behaving as wonderful counsellors.

The counsellor role is an important aspect of leaders.  Good counsellors are always compassionate and positive.  This is the fundamental ingredient of what can make us exceptional leaders.  To be supportive and inspirational is often words used from people describing their best leader they have ever had.  Although we may know this is a necessity in our role to impact, mentor and lead others, we may become less optimistic or cheerful at times.  Even our True Leader, although a flesh life filled with encouraging actions and words, he also had the moment in the temple where the situation might have got the best of him when he made a whip of cords and drove the traders out the temple. John 2:13-17

Is the stress, conflicts or challenges get the best of us at times?  In a world that is fast pace, competitive, action driven and goal oriented it is too often taking from us a true effort to remember to be portraying the optimistic person in charge.

This is where the quote from Warren Bennis who through his many books, highlighted so often that the ingredient of successful leaders include personal ethics.   “Managers are people who do things right, while leaders are people who do the right thing.” 

Just when He fed the many, faced with thousands of people being in a desolate place away from food and his disciples telling him of the worry of darkness soon upon them, the apostle Mark tells us that he had compassion for all.  Mark 6:34

May we as leaders learn the goodness from the teachings and examples of our True Leader.  Let us take the spirit of the season built from true Love and Compassion, and make it part of what we strive to become - stronger leaders. 

Merry Christmas.     

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

Parable of a Blacksmith and His Son

This week instead of writing I’m mostly sharing. Often I am asked about the different generations in the workplace which I help leaders understand the characteristics of the four types we most often face in our workplaces. I’m sharing a story, writer unknown but did find out it is posted on GodVine website.  I believe it speaks of these different generations, or is it different grounding, youth learning and development.  This week I dedicate this Blog to the employers who are patient, mentors, and coaches to the young generation of workers who are, for their first time, having to work. 

 

A young man went to seek an important position at a large printing company. He passed the initial interview and was going to meet the director for the final interview. The director saw his resume, it was excellent. And asked, '
- Have you received a scholarship for school?' The boy replied, " No '.
-' It was your father who paid for your studies? '
-' Yes.'- He replied.
-' Where does your father work? '
-' My father is a Blacksmith'
The Director asked the young to show him his hands.
The young man showed a pair of hands soft and perfect.
-' Have you ever helped your parents at their job? '
-' Never, my parents always wanted me to study and read more books. Besides, he can do the job better than me.
The director said:
-' I have got a request: When you go home today, go and wash the hands of your father and then come see me tomorrow morning.'

The young felt his chance to get the job was high.
When he returned to his house he asked his father if he would allow him to wash their hands.
His father felt strange, happy, but with mixed feelings and showed their hands to his son. The young washed his hands, little by little. It was the first time that he noticed his father's hands were wrinkled and they had so many scars. Some bruises were so painful that his skin shuddered when he touched them.

This was the first time that the young man recognized what it meant for this pair of hands to work every day to be able to pay for his study. The bruises on the hands were the price that he paid for their education, his school activities and his future.
After cleaning his father's hands the young man stood in silence and began to tidy and clean up the workshop. That night, father and son talked for a long time.

The next morning, the young man went to the office of the director.
The Director noticed the tears in the eyes of the young when He asked him: -' Can you tell me what you did and what you learned yesterday at your house?'
The boy replied: -' I washed my father's hands and when I finished I stayed and cleaned his workshop '
-' Now I know what it is to appreciate and recognize that without my parents , I would not be who I am today . By helping my father I now realize how difficult and hard it is to do something on my own. I have come to appreciate the importance and the value in helping the family.

The director said, "This is what I look for in my people. I want to hire someone who can appreciate the help of others, a person who knows the hardship of others to do things, and a person who does not put money as his only goal in life". 'You are hired '.

A child that has been coddled, protected and usually given him what he wants, develops a mentality of " I have the right ' and will always put himself first, ignoring the efforts of their parents. If we are this type of protective parent are we really showing love or are we destroying our children?
You can give your child a big house, good food, computer classes, watch on a big screen TV. But when you're washing the floor or painting a wall, please let him experience that too.
After eating have them wash the dishes with their brothers and sisters. It is not because you have no money to hire someone to do this it's because you want to love them the right way. No matter how rich you are, you want them to understand. One day your hair will have gray hair, like the father of this young man.
The most important thing is that your child learns to appreciate the effort and to experience the difficulties and learn the ability to work with others to get things done. "

Author Unknown

If you would like to learn more about organizational effectiveness and how the solutions at Canadian People Management can improve your results visit us at www.cpeoplemi.com

 

Culture Types

     What type of culture are you working in or trying to create?

 

 To help you with the answer, we must first understand our organization and environment.

An organization is a social unit of people that is structured and managed to meet a need or to pursue collective goals. Adding the environment which consists of the surroundings of a living organism, including natural forces and other living things, which provide conditions for development and growth as well as of danger and damage.

Whatever you are experiencing, inventing, creating, or wishing, it involves people.  I would hope you agree that it is quite evident that people are the key factor in any culture and I believe that work culture is created by the leaders, or without guidance, naturally by its team of workers.

I’ve identified some common types of cultures that are common in workplaces, which some I have had the pleasure to work in, or must I say dreaded.  I believe that you cannot put a square peg in a round hole, or at least without some damage, says my 13 year old son. 

Customer Focus Culture – This is the workplace that promotes and emphasizes that the customer is always right, within reason.  This environment is one that has every worker asking “How does it impact our customers?” with most problem solving activity. I enjoy this culture because the purpose is clear for everyone - ensure the customer experience is a good one. Want to destroy this culture, have a narrow minded leader who only worries about how much they can squeeze from the customer. Great for their bonus and bottom-line, short term that is. 

Team Culture – Workers are the important factor in this one.  This can be easily identified by the lunch rooms, fitness rooms or social events.  Ensuring that everyone is happy and comfortable is the key focus. This culture typically respects and acknowledges the strengths of each individual. Who said Monday morning was not a good time?

Learning Culture – Development and growth of the workforce is of high importance.  These cultures thrive on skills and capabilities that are built on intense training.  My military experience did make me feel part of an elite group and quite the sense of  accomplishment.

Creativity Culture – This can be very successful culture that drives innovation, or it can be so risk taking that the outcome is not accepted by the norms of the world, leading to failure.  A balance of creativity is a necessity is it not?  Don't think Netflix had that in mind.

Fear Culture – This is a workplace where if you cannot meet the goals, get out.  Observed in many “sales driven” companies.  Accompanied with this type is often an authoritative element.  Strict - no deviation.  Just do what is asked.  Performance may be the benefit, but at what turnover cost?

Process Culture – If you choose to change the script, it just might cause you a job.  Can you say micro-manage?  This is a culture that is the opposite of change and creativity.  Stability and keeping a focus on standards is a necessity at times and some workplaces do need it.  Our education system, government and Tim Hortons comes to mind.  

This is not a complete list since many cultures have the multiple ingredients of the above.  As leaders we should create, communicate and preserve our cultures, and ensure we are surrounded with people who are well suited to it and enjoying it.

If you would like to learn more about organizational effectiveness and how the solutions at Canadian People Management can improve your results visit us at www.cpeoplemi.com

Destructive Set Ways

By Paul Bertrand

December 1, 2014

 Is your management caught in their set ways? All too often leaders of an organization continue to do things that are not practical and nobody ever questions it. Sacred cows are what we call them when I'm doing process improvement. The industry can be full of businesses not willing to change since the decisions are made, or lack of, because of obsolete knowledge or traditions.

I recently discovered an example from Freek Vermeulen from the London Business School in England. He shares a great example of a company, or industry with organizational dysfunction, which he refers as collective inertia.

His personal example begins with him having worked for a newspaper prior to becoming a professor doing research on strategy and entrepreneurship. He like many of us, experienced the less favourable reading pleasure in tight quarters of a subway or outside with any wind, the broadsheet format of a newspaper can cause. He assumed that the large format of newspapers were probably because of cost efficiencies. When he questioned his employer at the time on the format and the pain experienced by readers, customers, they told him that it is the norm for a reputable newspaper to be in this format and change would cause loss of sales.

He since discovered a couple of points. First, the newspapers that made the decision to change to a smaller tabloid format did not experience loss of revenue, some would even argue a positive impact on the revenue. Second, he discovered that the reason for the larger format had been obsolete for over 150 years. His research discovered that in the 18th century a tax had been implemented in England based on the number of pages a newspaper would print. Hence the larger format to avoid tax. In 1855, this method of taxing was eliminated.

I was also reminded this week about the work of Gordon Stephenson and his monkeys and how it relates to organizations set in their ways. Please note in the 1950’s the ethic committees were not as prominent as they are today with animal studies.

Stephenson put four monkeys in his lab, with a ladder below a hanging banana. Whenever a monkey touched the ladder to climb for the banana, the monkey and the others get sprayed with cold water. I’m sure there were a few attempts for the banana with some cold, wet and pissed-off monkeys before none were making the attempt. Then added is replacing one of the four monkeys with a newcomer. When the new monkey saw that banana, he did what most would do, go for it. Interesting is the other three pounced, attacked and fought the new monkey when he attempted to go on the ladder for the banana. Just imagine what he was thinking of those three.

Eventually one by one the original monkeys who had experienced the cold water treatment were replaced, but yet none were ever allowed or trying for the ladder. Have you ever questioned the bad practices that are causing some monkeys in your organizations?

If you would like to learn more about organizational effectiveness and how the solutions at Canadian People Management can improve your results, visit us at www.cpeoplemi.com

 

 

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

 

Wake Up True Capitalism!

By Paul Bertrand

November 25, 2014

A Special Report was released this week by TD Bank’s Senior Economist Craig Alexander stating that Canada is seeing a significant rise in inequality, and it’s getting worse.   Last two decades has not created the middle income earners higher compensation, compared to an increase at the very top earners.  We’re not talking about out of sync numbers, but enough to state that we may be heading towards the same level as down south.

It states the forces of globalization, technological advancement and policy shifts served to boost incomes of the wealthiest and well-educated.

 

The report has American Democrat Robert Reich, ex-Clinton Cabinet Secretary, warning us Canadians are heading towards the U.S. inequality path.  Socialist will have a hay day with this one. The report states that inequality can have a negative impact on economic growth stating that a 1% increase in inequality can decrease GDP growth by up to 1.1%.

It also suggests that government control, through tax system reform, may be the answer, which I find concerning as a solution. 

Is this causing us to question the capitalist economic model?  It gets me reflecting on what I was told as a child from my grade 4 teacher and never forgot.   She told the class of young boys and girls that people living in a communist country line up for their black winter boots and black winter coats, and everyone receives the same.

Much different than what my ancestors had in mind when they arrived in this beautiful, hardy country in 1643.  Individual hard work, innovation, motivation and a vision is what builds prosperity.  Is it not? 

The report states the following, “Unfortunately the core problem in Canada is that productivity growth has been very slow, which in turn constrained the income to be distributed across workers.”

Increasing productivity is a key factor is what I heard Mr. Alexander state in an interview with the CTV this morning. 

The need to boost productivity in an organization should be of top concern for business leaders, not government.  If not alone, the need to compete globally is ensuring that your workplace is effective, since those who figure it out will gain significantly. 
I truly believe that the senior executives and heads of HR that invest in improving management and workforce effectiveness will increase business growth and success. 

Are you aware that research done by Effective Managers™ and the Telfer School of Management at the University of Ottawa last year identified key findings that found a link between the effectiveness of an organization and the workers, correlating to productivity. 

The research found dimensions of accountability being critical to success and also found that a series of other measures have significant correlation to organizational effectiveness, hence increased productivity.

What is also interesting, is that the research and survey developed from Effective Managers™ helps an organization determine on how their workforce have clarity of their accountability, and the felt accountability, which I believe is getting closer to the root cause of not only productivity, but engagement. 

Business leaders now have a tool to determine their current state compared to benchmarks on key organizational effectiveness measures. So Canada, let us not get to the same level of inequality as others.  

Interesting to note that when retired President and CEO of TD Bank Group was questioned a couple of months ago if rich compensation packages for bank CEOs contribute to inequality, he was stated as saying: “I say that I should do the right thing with [the money] and give it to people who need it more than me ….”
Ed Clark as head of TD, demonstrated leadership towards philanthropy with funding to homeless shelters that support lesbian, gays, bisexual, transgender youth and a Toronto program called Homeward Bound to help single women and their children move from shelters to economic self-sufficiency.  Well done Mr. Clark, a true example of the strengths of capitalism.

Contact Canadian People Management to learn more on how you can be leading your industry, your organization, your team, to greater results. 

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams. www.cpeoplemi.com

What Is Employee Engagement?

 

By Paul Bertrand

November 17, 2014

I’m confused.  I find myself reading blogs and articles on writers, experts, making me think employee engagement is defined by the performance of the worker or worse, improved engagement can be gained by a free pizza lunch.  I read recently that engagement can be added through hiring practices.  

 In an attempt to get the true definition, I first looked at the work of Erving Goffman who might of helped us have a traditional understanding of the term ‘engagement’. According to Goffman (1961) he defines engagement as “spontaneous involvement in a role” and “visible investment of attention and muscular effort”. Was this based on a sociological perspective or can it be related to an employee life. 

William Khan provided us with the first formal definition as “the harnessing of organization members selves to their work roles” (Kahn, 1990)
It was obvious through more research that the definition is still problematic.  

I turned my research to Gallup, the organization who reports to us that the bulk of workers, 63% are not engaged at work.  I would think that anyone who has dedicated so much in the last decades on the topic should be a good resource.

In an interview Jim Clifton, Chairman and CEO of Gallup, did last December with Fast Company magazine he was quoted as saying: “the idea of trying to make people happy at work is terrible,”. 

He made it clear that engagement is not as simple as making an employee happy. “What companies will inevitable find is that the only way to make a person happy is to give them a job that matches well to their strengths, a boss who cares about their development, and a mission that gives them feelings of purpose.” is what Clifton said.

So I concluded that spontaneous involvement which harnesses ourselves towards the work roles is achieved when we are doing something that is well suited to our strengths, supported and nurtured by our leaders, and has purpose to the company goals or plans. 

 

To help us get a sense of what true engagement might be, think of that first job.  Not the job you were forced in, but the one you wanted and were proud of.  Your employer hired you because of your strengths, your supervisor chose you, the ultimate sign of support, and the orientation and training clarified the purpose of how your role is critical and fits in the big picture.  Because of key elements present, the productivity and focus of the job is at its peak.  So why is engagement not sustained?

So what if I told you that I have a solution based on research to get to the cause.  Enough of the measuring of symptoms, leaders need to get to the cause.  Many companies make mistakes along the way and the employee engagement lowers.  It lowers to a point that when surveyed, these employees state they are not involved and committed to their employer.  The pizza lunch is not the answer to increasing productivity, innovation, customer service and profits.  Getting to the known areas that are a proven correlation to higher employee engagement, is what is needed.     

 Contact Canadian People Management to learn more on how you can be leading your industry, your organization, your team, to greater results. 

  Paul Bertrand is the Founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.
www.cpeoplemi.com

 

What's The Plan?

By Paul Bertrand

November 10, 2014

 If I told you that the ship is taking in water, or the vehicle’s tire is losing air, or worse, the plane is heading towards a storm, there would be some immediate actions taking place.

Someone takes charge, the captain, driver or pilot and makes the best decisions to avoid a catastrophe, and ensures safe passage to the planned destinations.

From a leadership standpoint, ongoing research is telling us that we have some serious symptoms and they are stopping or impacting many organizations to be reaching their desired destination.  If you are a leader such as the examples above, you may want to continue reading, since the odds are not in your favour.  These alarming facts are being shared with us from many surveys and research.  In case this is news for you, I’m glad that my blogs are helping with that.

Recently I referred to Gallup’s State of the Global Workplace Report from October 2013, where they shared that fully engaged workers in Canada are at a shocking 16%.

This week I discovered another alarming survey, data from 200,000 anonymous employees, putting even more light on the matter.  Nothing alarming other than The 2014 TINYpulse Employee Engagement and Organizational Culture Report tells us that:

• Only 36% believe they have a strong work culture.
• Many supervisor and employee relationships are in a poor state with 49% stating they are not satisfied with their direct supervisor. 
• 66% do not see any growth opportunity in their role
• Over a quarter do not believe they have the right tools

No need for more.  The picture is painted.  I personally don’t need more data. Now I ask, what is your plan?  It is time for action.

Leaders who realize and take action, will be advancing their organizations to reach their ultimate destinations. A chance to differentiate themselves by stronger culture, tools, and relationships.  

If your company, organization, or business is interested in taking action, it should begin with a good understanding of its strengths and weaknesses that correlate to organizational effectiveness.  Research done by Effective Managers™ and the Telfer School of Management at the University of Ottawa identified key findings that are Canadian specific and, most importantly, finds a link between the effectiveness of an organization and the workers.

Through a survey taken by managers, not employees, your organization can benchmark your effectiveness and receive a detailed report to help your leaders take action.

Contact Canadian People Management to learn more on how you can be leading your industry, your organization, your team, to greater results. 

Paul Bertrand is the Founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

Being a Best Employer

 

By Paul Bertrand

November 3, 2014

What makes an organization, or company a best employer?

Is it the people, culture, infrastructure, systems, capabilities, resources, physical workplace, relationships or leadership?

When looking at the different Canadian “Best Employer” awards given to companies, I came across these examples.

The AON Hewitt program – Best Employer in Canada - consists of benchmarking a company through completed surveys rating the following:

• Senior leadership
• People manager effectiveness
• Enabling employee productivity
• Valuing and appreciating employee

For more than 15 years this program has been naming national winners out of participating companies.

Another award given is the “Canada’s Top 100 Employers”.  This is where employers are asked to complete an extensive application process which reviews their operations and HR practices.  The Globe and Mail editors review eight key areas, which these criteria have not changed since the inception in 2000. 

• Physical Workplace
• Work Atmosphere & Social
• Health, Financial & Family Benefits
• Vacation & Time Off
• Employee Communications
• Performance Management
• Training & Skills Development
• Community Involvement

 Many companies display their award and statement of being a Top Employer proudly.

 How about the “50 Most Engaged Workplaces” awarded by Achievers.  It recognizes employers that demonstrate leadership and innovation in creating an engaging workplace. Judged on key areas of:

·       Employee engagement

·       Communication

·       Leadership

·       Culture

·       Rewards & Recognition

·       Professional & Personal Growth

·       Accountability & Performance

·       Vision & Values

·       Corporate Social Responsibility

Organizations may take part in these different programs for more of the recognition, pride, marketing or advertising reasons.  I know for a fact, based on my experience, organizations take part to promote themselves.  Let’s face it, this is great PR and communication to investors.

What if the number one reason for wanting to be a top employer was truly to make our workplaces better?  Is that not leadership?

I believe the secret of knowing if you are, or on your way of becoming a top employer, is to first gain insight on your own unique leadership effectiveness from the CEO to the strategic plan delivered from each management level.   

The great news is that recent findings done by Effective Managers™ and the Telfer School of Management at the University of Ottawa, gets us closer to the root cause.  Through a survey taken by managers, not employees, your organization can benchmark your strengths and weaknesses and receive a detailed report to help your leaders become a top, most importantly, an effective employer?

Contact Canadian People Management Inc. to learn more on how you can be leading your industry, your organization, your team, to greater results. 

Paul Bertrand is the Founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

The True Facts from Exit Interviews

By Paul Bertrand

October 27, 2014

I was speaking to an executive recently who shared with me their biggest concern being   excessive turnover.  Not a good one.  As we know the costs out of the issue are so detrimental to profitability. When asked what might be causing it, compensation was given as the factor. 

Based on my presentation and further discussions of key important factors of the organization, we may have concluded something different at the end of our meeting.

What the research1 tell us is that 70% of the time someone leaves, or worse planning to leave (disengaged), is due to reasons directly controllable by their managers. 

Your exit interviews from your departing employees tell you compensation is the cause.  “Leaving for more money” they tell you.  Is this correct?  Be aware that the pay reason is an easy way out of getting into any specifics.  Nobody wants to burn the bridge behind them.

Data from a study found that 89 percent of managers believe that most turnover is caused by better pay. Yet, 88 percent of voluntary turnovers, something besides money is the root cause. This astounding disconnect between belief and reality allows managers to deny responsibility for correcting and preventing the root causes of employee disengagement.

The great news is that recent findings done by Effective Managers™ and the Telfer School of Management at the University of Ottawa gets us closer to the root cause through grounded research.  Through benchmarks, highlighting strengths and weaknesses, leaders can now have a clearer picture of what is the root cause by surveying their management, not employees.  No guessing.  Facts that can help you determine causes. 

Contact Canadian People Management to learn more about this new solution and how you can be leading your industry, your organization, your team, to greater results. 

1.      Leigh Branham, The 7 Hidden Reasons Employees Leave- The Saratoga Institute had a database of 19,700 exit and current employee surveys

 

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

 

 

Diagnosing Organization Effectiveness

October 21, 2014
by Paul Bertrand

So you read the many articles on engagement, leadership, retention, or even strategic planning, which only leaves you guessing on what area you should start focusing on. You’ve probably, like many, seen the data through different surveys telling us of the odds of your organization failing if changes are not done.

What if I told you it’s no longer a guessing game.  Through recent research and findings, senior management and heads of HR can evaluate their organizations utilizing a new tool.  It begins with surveying the key to the puzzle, your management.  That's right, not the employees, who most often want to do well, surrounded by weak infrastructure, lack of understanding of accountability, feeble plans, and unfortunately to often the sacrificed lamb to the problem.

The above blueprint from Queens University, shared with me by Brenda Parker 10 years ago, is something that I have always kept in my briefcase.  It has helped me share the visual of the key elements.  It has recently become even more important recently in my consulting, due to the findings done by Effective Managers™ and the Telfer School of Management at the University of Ottawa. 

We now have a solution that helps measure the components of your organization.  Through benchmarks, highlighting strengths and weaknesses, you can have a clearer picture of what is the root cause.  No guessing.  Facts that can help you determine if you should be alarmed by those articles highlighting areas such as disengagement, turnover or ineffectiveness.

Is that not your goal?  To improve the effectiveness of your organization above those of the  competition and improving the bottom-line? If so, contact Canadian People Management to learn more on how you can be leading your industry, your organization, your team, to greater results. 

 

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

Competitive Advantage

I’m not certain if Senior Management or Board Members are paying much attention these days on the root cause of productivity.

With alarming data from Gallup telling us that a large number of workers worldwide are disengaged, would this not be enough to have organizations wanting to know more about their current state? 

In the State of the Global Workplace Report – October 2013, Gallup shared with us that fully engaged workers in Canada are at a shocking 16%. Sound the alarms!
Canadian workers are about half as likely as those in the United States to be fully engaged.

The need to boost productivity in an organization should be of top concern to senior management.  If not alone, the need to compete globally is ensuring that your workplace is effective, since those who figure it out will gain significantly. 
I truly believe that the organizations that invest in improving management and workforce effectiveness should have increased business growth and success. 

Here lies a big competitive advantage for those interested.
Research done by Effective Managers™ and the Telfer School of Management at the University of Ottawa identified key findings that are Canadian specific and, most importantly, finds a link between the effectiveness of an organization and the workers, being the Manager.  Hold on, before coming to a quick conclusion of firing management, the research discovered in most cases it's not their fault. 

The research found dimensions of accountability being critical to success and also found that a series of other measures have significant correlation to organizational effectiveness.

If we define employee engagement, we get a meaning of emotional commitment and actually caring about the work and the company.  Based on my experience, without a good knowledge and understanding how I may impact things, my commitment and passion for something is weakened.   

What I find interesting is that the research and survey developed from Effective Managers™ helps an organization determine on how their workforce have clarity of their accountability, and the felt accountability, which I believe is getting closer to the root cause of engagement. 

Senior Management and Heads of HR now have a tool to determine their current state compared to benchmarks on key organizational effectiveness measures, hence giving them a competitive advantage.

For more information on how your organization can tap into this new solution visit:
Canadian People Management Inc.