Optimize and Direct Human Energy at Work

Beyond diversity: Is it time to have ‘Chief Relational Officers’?

Wed, 14 Feb 2024 04:25:50 GMT

The language of diversity and inclusion is complicated and exclusionary argues Theresa Welbourne PhD. She says HR needs a new definition -one that embraces everyone and which is easier to understand:

Long before the rash of recent news showing companies were jettisoning their DEI leaders and departments, there was an ongoing identity crisis in the diversity office.

The names of the departments alone have gone from Diversity to Diversity and Inclusion to Diversity Equity and Inclusion, while other variations include Diversity and Inclusion with the term Belonging too.

Notwithstanding all of this, occasionally, you might see the term equality. For example, in numerous bold statements , Salesforce aggressively uses the word equality.

By why this word in particular? Salesforce, for example, has embraced the term equality while in other organizations this language often is intentionally deleted from references to any diversity work.

Researching diversity language

To understand this phenomenon, I recently did a survey asking business leaders and non-leader employees to tell us what they think all these words mean, and which terms they prefer.

The overall results were as follows:

Diversity – means that companies are trying to bring different kinds of people into the company.

Inclusion – the company is working on figuring out what to do with those different people

Equity – a nice idea, but no one was clear what the point really was and most found it problematic (including worries about favoritism).

Belonging – this was a mix; we saw some comments about people liking it, and others wondering who or what an employee is supposed to belong to.

Equality – there were far more emotional responses to this term. Employees wanted equal opportunity, but some employers were very fearful of the term. For instance, some cited the work they have done to create merit-based systems, which would then be harmed by any efforts to create equality at work.

In the meantime, we also find that use of any of these terms is raising concerns that organizations are favoring one group over another.

When diversity is discussed, for example, the majority have concerns about their own place within the organization, especially as things promise to change.

Additionally, companies, universities and communities are working to ban the use of diversity, inclusion and equity departments, personnel and more.

So…do we need to change our language about diversity?

Given that the goal of all these DEI/HR efforts is something other than favoritism, maybe it’s time to change the language to a term that is more over-arching and business focused.

It is important to note that I am not trying to suggest a lessening of the importance of diversity, but merely a change in language that really does denote fairness and equal opportunity for everyone. The goal is creating level playing field language.

The story of business capital

So what could this new language be?

Well, for starters there is an abundance of research focused on understanding various types of business capital and how to leverage this capital to create competitive advantage.

For example, most companies have financial capital, technology capital, and human resources capital. Additionally, every organization has relational capital, and although most never measure it (thus, they are not managing it), relational capital is perhaps the most important for strategy, long-term competitive advantage and for differentiating the business from their competition.

Maximization of relational capital means improving relationships internally and externally with ALL types of people.

So is this not what we are trying to do in all the diversity-related initiatives?

Leaders want to create an organizations that understand their diverse client base, employee base, potential client base, potential employee base and potential community partners.

One measure of optimized or maximized relational capital value is the types of groups in which an organization has relationships, and the second measure is the quality of those relationships. A third measurement exercise would involve assessing which relationships are strong and which are weak, and then develop strategies for fixing problems.

If this were the job of a department, the Chief Relational Officer would be responsible for more than just diversity.

This job would be focused on looking at relationships with different subsets of employees, examining resources provided to these people, and making sure relationships with everyone (majority and minority groups), are positive and helping the company grow.

They would also help employees learn how to sustain strong and positive relationships with each other, as well as with partners, vendors, suppliers, community members and customers.

Language used by the chief relational officer language would serve to put all people and employees on the same playing field.

It does tend to focus more on equality, but not in a way that alienates anyone, because the focus is on equal opportunity, equal access, and equal relational value.

Relational capital is powerful

Relational capita l is not a new concept.

I have done research looking at relational capital vis-à-vis other sources of capital in numerous studies, and the research continues to find that higher levels of relational capital have positive effects on organizational outcomes.

What is new, I believe, is that now is a time for making some radical changes in how we think about diversity.

The current model of creating various compilations of the same terms (and changing out which one comes first, second or third – least from the perspective of the employees and perhaps other stakeholders – will likely not herald in the type of new attitudes, behaviors, measurement systems and more that are needed.

I invite comments on making some bolder changes, starting with how we label the groups responsible for relational capital – beyond diversity.

Also, if anyone would like to engage in measuring relational capital and understanding organizational strengths and weaknesses in this area, you can join our ongoing research initiative by reaching out to me at theresa@eepulse.com .

Is hybrid entrepreneurship (side hustles) a training opportunity?

Tue, 13 Feb 2024 04:27:32 GMT

CHROs and managers instinctively like to discourage staff from having side hustles. But should this mindset shift to them seeing the benefits it brings to the business?

Whether its due to the rising cost of living; dissatisfaction staff have with their current job, or the desire to start something for themselves (or a combination of all three), it seems there is something of a boom in the numbers of people with ‘side hustles’.

Data suggests a staggering 34% of Americans now have a side-gig of some sort (rising to an even more staggering 70% amongst millennials) – and all told, the US side hustle market is valued at over $2.58 trillion.

The more grown up phrase we sometimes see for describing people with side hustles is the more exciting-sounding ‘hybrid entrepreneur’ – which is defined as someone who is trying to start a new business while still working full time and keeping their insurance, salary and relationships.

Some of the biggest business people we know started off as hybrid entrepreneurs – everyone from Steve Wozniak at Apple, Pierre Omidyar from EBay, and Jack Dorsey at Twitter to name but a few.

But whatever name we give to these people, CHROs and management more generally have always had a strained relationship with these people.

Business always says it craves innovation and entrepreneurship – but (understandably), they want it internally focused.

When it comes down to it, do business owners support or want their employees striking out on their own?

This was a question I wanted to find the answer to,

In a survey that I recently finished as part of Leadership Pulse™ (a project that started in 2003) we specifically explored this question. More than 300 managers answered the survey over the summer), and the results are interesting to say the least.

Do organizations support hybrid entrepreneurship?

The first question we asked was directly whether their organization’s management team supported hybrid entrepreneurship.

Using a 1 to 5 scale, where 1 is they fire people that they know are doing it, 3 is they tolerate it and 5 is they enthusiastically support it, the average score was 3.12.

The bar chart below shows the responses to each answer:

Do businesses know how many of their staff are hybrid entrepreneurs?

We next asked what percentage of the employee population they thought were practicing hybrid entrepreneurship, and the mean was 19.40; the chart below shows that distribution:

What impact do you think hybrid entrepreneurship has?

The last quantitative question we asked was “what impact on the day job performance do you see in practicing hybrid entrepreneurship?”

The mean for this question response, with 1 being very negative, 3 being neither positive nor negative and 5 being very positive is 3.22.

A total of 41% responded positive or very positive; 39% responded with neither positive nor negative, and 20% responded negative or very negative.

What do the numbers tell us?

This quick pulse survey seems to indicate that hybrid entrepreneurship is something managers are seeing in their workplace. It’s being done, and opinions are showing that only about 30% of companies are supporting it. In fact, 24% seem to have policies discouraging employees from doing it.

However, the big question is whether this type of experience brings value to an organization.

It certainly provides employees with valuable learning focused on creating value from a new idea. Given the high need of most organizations to innovate, one could make a case to encourage this type of experience.

The hybrid entrepreneur dilemma

The manager dilemma is obviously that they may worry employees spend less time on their day jobs, or that they will be successful and leave.

Also, is this the type of role model they want in their organizations?

We asked respondents to the survey to elaborate on their responses via open-ended comments, and below are a few notable pieces of feedback from these managers and senior leaders:

“Within my organization, working on your own is not discouraged. However, this is not generally viewed as something value added to the organization. This is unfortunate, however, just today I spoke to a colleague who does work outside of the organization. He mentioned that his motivation to do so was due to his feeling valued by the organization, however, this motivated him to be successful within his entrepreneurial career.”

“We are all entrepreneurs and we encourage members of the team to pursue outside as well as inside innovation.”

“Jobs have become bigger and more demanding. A side entrepreneurship is highly likely to have a detrimental impact on performance.”

“I think there are benefits to the organization but at the same time it can sometimes distract from company matters so on balance impact is neutral.”

“Productivity has increased as well as performance.”

“The leadership of my organization understands the benefits of hybrid entrepreneurship and fully embraces it.”

“People cannot concentrate on the job in hand if they are trying to build their own businesses. Also there may be a conflict of interest.”

“It encourages employees to perform better.”

What about the learning?

What was interesting about these responses, was the fact I reviewed more than 200 comments made by respondents, and only three addressed the topic of learning.

As an educator, I was very surprised because hybrid entrepreneurship brings so much potential to an organization.

Hybrid entrepreneurship teaches employees how to not just innovate; they also learn what it takes to do something with their ideas and innovations.

The comments I did see in the data on this topic are below:

It takes away attention from our business, but the bigger picture is your employee learning skills, improving their happiness, and you will benefit from it that way.”

“They may learn new skills but other projects may be a distraction.”

“New skill sets can be learned and implemented across jobs to further development.”

How should we feel about this?

Hybrid entrepreneurship may be a new concept for many people; thus, it’s possible we are at a time where fear over conflicts and workers not doing their day jobs is overcoming the potential opportunities of these arrangements.

However, the benefits of learning innovation and from participating in actions that employees are passionate about should be considered.

I teach entrepreneurship at The University of Alabama, and students who really care about their ideas do a much better job on their business planning, research and presentations.

The same will happens when employees learn about innovation from their own work as a hybrid entrepreneur.

Having employees charged up about the topic of innovation can lead to much higher learning and retention, which they may use later with their current jobs or in other ways may benefit their current employer (e.g., referring customers to the company, partnering with your organization).

My call to action:

First, find a way to positively talk about hybrid entrepreneurship with your employees. Then engage in the conversation without punishing in any way the people who admit they are doing this type of work.

Second, think strategically about how embracing hybrid entrepreneurs can help benefit your organization and employees through learning and new skill development.

Third, merge your ideas about hybrid entrepreneurship with your goals about growth and innovation in your organization. Help managers and other leaders in your firm embrace the idea and focus on the positive outcomes to both your employees and to your organization.

There’s a saying that I think applies to this topic: “This train has left the station.”

With the onset of Covid-19, and so many people working at home, they have the skills to engage in more than one project or job at a time.

Employers can help and embrace these changes or potentially be left behind.

If nothing else, start a conversation with your management team about this topic and find out what they think and know about the level of hybrid entrepreneurship in your organization.

If you want to become part of the Leadership Pulse, you can sign up at: www.leadershippulse.com .

Side Hustles – the stats:

34% or one in three Americans have a side gig
Side hustlers who dedicate 12 hours per week to their business earn a median of $1,122 per month
Almost 50% of people with a side hustle do it because they want to, not because of financial constraints
At the same time, one-third run a side-hustle because they need to supplement their income
32% of side hustlers spend just 5-10 hours per week on it
50% of millennials have a side hustle
70% of Gen Zs have a side hustle
The U.S. side hustle market is valued at over $2.58 trillion
83% of Americans will perform gig work by 2027
Three-quarters of people love their side hustle

Take the Anti-Scrooge Pledge for 2023

Wed, 04 Jan 2023 20:03:00 GMT

Take the Anti-Scrooge Pledge for 2023

HR Strategy Tops Priority List for 2022

Mon, 25 Apr 2022 22:17:00 GMT

YOUR ORGANIZATION IS MADE UP OF MORE THAN ONE ASSET

Click to get the technical report

Organizations, whether small or large, global or local, old or new - are not simple. They are not made up of just one type of asset. For example, your organization is not made up of only financial assets; however, the way we study organizations lends itself to a simple measurement process. Leaders tend to focus on one asset at a time, maybe because the people who report to them manage individual groups of assets. One person leads finance, another focuses on human resources and yet one more individual manages customer relationships. This silo approach tends to help people focus, but when it comes to understanding a business, it can be dysfunctional or at the least misinform leaders.

The Business Drivers Pulse attempts to correct this problem. Rather than focus on just one business driver, we put together the core assets each company manages into one study. This work has been done by our team for numerous years and in many different settings. We have run the study in the Leadership Pulse, and we used this analysis in client organizations. Lastly, it has been a core piece of work in my work on initial public offerings, providing me with the ability to study how these assets combined predict short- and long-term business outcomes such as stock price growth, revenue growth and long-term firm survival.

Business Drivers: The business drivers study covers a range of organizational assets or areas of strength, from ability to manage profits and cash flow, to brand and pricing strategy, strategic planning process, employees, culture, leaders, internal technology and more. The business drivers uniquely focus on multiple assets vs. doing a deep dive on just one line of inquiry (e.g. study of just leadership issues).

Diversity, Equity, and Inclusion (DEI): This year we added something new to the study. We included DEI as an additional asset category. Given the changes happening in the DEI area, we thought it was worth studying as a unique and separate asset area. Thus, in this research we asked leaders to tell us how important all these different assets are to their company’s performance. This allows us to study DEI not as a single piece of research, but instead, as one of a bucket of assets and allow leaders to think about DEI compared to things like cash, technology, leaders, people overall and more.

Why Study all Assets at the Same Time? You may wonder why take on this approach or why am I suggesting this methodology is better or at least different from how you would normally approach a study. The reason is because leaders are making decisions about which assets to pay attention to all the time – which asset classes get more money, which get more time, which get more people. Leaders compare one asset to another, so we think the more potentially useful approach to studying assets is to evaluate them together. That is what we do in this project. Over the years we have been able to show which assets lead to short vs. long-term gains and which assets are flashy but not necessarily helpful in driving many organizational outcomes. I welcome you to review this work, and if you are part of the study, you will receive your own personal reports to review how you responded compared to the benchmark data. If you did not participate and are interested in learning more, please contact me or the eePulse team.

Strategic HR May Win the Culture vs. Strategy War in 2022: Over the years we’ve seen the business drivers data support the culture eats strategy notion, but then in subsequent studies the data suggested that strategy was more important or “eats” culture. This year is an interesting mix. When we ran the analysis plotting the business drivers against firm performance, we found that strategy again won, but it was strategic HRM. The data suggest that focusing on strategic HR as a priority may have the biggest impact on improving firm performance in 2022. We also uncovered that diversity, the newest entry to the study, is showing high potential to also impact firm performance as well as individual employee energy, which is a measure of employee productivity and wellness.

YOUR ORGANIZATION IS MADE UP OF MORE THAN ONE ASSET

Theresa M. Welbourne

Risk Management Strategy as Part of the Employee Energy and Engagement Work

Sun, 04 Jul 2021 17:33:00 GMT

2021 may become known as the the year of the employee.

2021 is characterized by more employees having more choices about where they will work. This has led to a barrage of help wanted signs and ads along with the offering of sign-on bonuses in unlikely places. It also leads to firms focusing more on retention strategies to avoid unwanted turnover.

In addition, leaders in many firms have had to think differently about how their employees work as they have been held up at home, not immediately available to managers or open to on-demand meetings or one-on-one sessions. Dynamics have changed, and using the learning from the last year to continuously improve will be important.

The lessons learned from the team at eePulse have important implications for ways to change traditional management practices to meet the challenges of 2021 and beyond. We continued to use our pulsing processes to drive change and help both individuals and businesses. Some lessons learned include:

1) Using pulse surveys to ask smaller versions of an annual survey is a very simple use case of what's possible. Instead, we find that implementing pulse surveys in a strategic manner can reduce risk, energize individual employees and engage the workforce so they focus on the right behaviors and work.

2) When we created weekly pulse surveys over 20 years ago, we developed a very different approach to pulsing. We learned how to create metrics strategies that supported business strategies; we learned how to implement horizontal metrics strategies (stretching out the questions over the year vs. sending out piles of questions infrequently, or using a vertical question strategy).

3) We also learned that the individual employees have to be an active player in any ongoing pulse strategy. Employees need to own their own data, and be part of the action taking strategy. In fact, our experience is that employees being more involved is a key risk management tool and energizing process.

4) We developed not only technology but an implementation process and an ambassador program, training teams to support the data- dialogue -action - results methodology.

We changed how pulse surveys are done by changing the roles of the manager and the employee. This work has led to benefits beyond traditional annual or pulse surveys.

Our process shows that the role of the employee in any sort of survey, data-driven or pulsing strategy can be changed. Give employees their own data so they can own their own actions. Give employees the ability to review group data and innovate actions that they then help implement. Change the managers role to being a coach vs. managers perceiving that the data is just one more performance assessment tool.

Last summer we did an experiment rolling out a daily energy pulsing process. We learned a lot, and we are taking that learning and providing clients with a 3-week daily energy workout process. Our research shows that it takes 3 weeks to personally learn what's affecting your energy at various levels. The 3-week daily pulse builds on the work we have done since inventing the pulse survey many years ago.

If you are interested in testing out this unique offering, contact the team at eePulse: info@eepulse.com or call +1-734-429-4400.

Optimization, Trending and Reflective Learning for Better Employee Analytics

Sat, 09 Feb 2019 17:46:00 GMT

Continuous Leadership Learning

Thu, 12 Apr 2018 14:00:00 GMT

Employee-Centric Engagement for 2018

Sat, 13 Jan 2018 18:43:00 GMT

Learn about Employee-Centric Engagement for 2018 here at eePulse, Inc.

Innovate, Disrupt and Improve Your Survey and Engagement Tools

Wed, 08 Feb 2017 16:31:00 GMT

It's time to Innovate, Disrupt and Improve Your Survey and Engagement Tools with eePulse, Inc.

Lessons for any Growth Firm

Wed, 08 Jun 2016 16:54:00 GMT

Learn about Robert Felton's Road Show Diary and how it helped overcome challenges of growth.

What are ERGs?

Wed, 17 Feb 2016 00:28:00 GMT

Learn about Robert Felton's Road Show Diary and how it helped overcome challenges of growth.

Leadership Confidence: Measure it, get it and improve it for a great 2016.

Sat, 21 Nov 2015 22:07:00 GMT

on LinkedIn Share on Facebook Share on Twitter It's getting to be that time -- when you take stock of what 2015 has brought and work on plans to make 2016 an even better year for you, your team and your business. If you have been involved in the Leadership Pulse over the years, you know that we provide leaders with real-time data on key business indicators; the kind of metrics that can make your 2016 better. Participants can use the data to help develop their teams and improve their businesses. The Leadership Confidence Pulse opened on Friday, and I am inviting you to take part by spending between 3 and 5 minutes of your time to share your insights on a few key business topics including confidence (key leading indicators we have trended since 2003). CLICK HERE TO START Participating gets you access to on-line bench marking reports, webinars and technical reports as well as articles and case studies. You also can add up to 100 members of your team for confidential team reports, all at no costs. The Leadership Pulse has been and continues to be an important real-time learning process. We share the results with everyone who helps us learn. The Leadership Pulse is a partnership between the Center for Effective Organizations, Marshall School of Business, University of Southern California and eePulse, Inc. Confidence Building Employee Engagement Leadership

Employee Resource Group Leaders Summit 2016

Mon, 26 Oct 2015 19:23:00 GMT

You can find more information here

Click here to learn more.

Leading with Energy and Focus for High Performance, Growth and Innovation

Fri, 03 Oct 2014 00:42:00 GMT

Learn how to Lead with Energy and Focus for High Performance, Growth and Innovation with these insights from eePulse, Inc.

Sat, 13 Sep 2014 16:45:00 GMT

HR LEADERS NEED HELP WITH THEIR WORKING AND OPTIMAL ENERGY LEVELS Yesterday (September 12, 2014) I presented to a great group of HR professionals at the annual Nebraska State SHRM conference (Omaha, NE). I talked about energy at work, and I asked the group to rate their current working energy and the degree to which they were at, above or below their optimal energy level. ALL BUT TWO PEOPLE WERE BELOW THEIR OPTIMAL ENERGY AT WORK. Employers - this is a problem!!!! When working energy is below optimal energy, you are losing productivity. Learning how to manage and direct energy is a skill set that employers, managers and all employees need to learn - well, that is IF the organization wants to grow and innovate.

Employee Resource Groups (ERGS) are Good for Business and Great for Employee Engagement

Mon, 18 Aug 2014 01:00:00 GMT

Improve performance management

Sun, 26 Jan 2014 18:44:00 GMT

How do you improve performance management? Find out at eePulse, Inc.!

Tue, 16 Jul 2013 15:01:00 GMT

Beyond the Fairy Tale of Employee Engagement.

The Culture Crutch

Sat, 15 Jun 2013 17:56:00 GMT

Company Culture It's one of those words that conjures up all sorts of images. I used to think it was a very cool word. I'd picture the cultures in many of the start-up companies I worked with, and then I remembered the high energy, the people learning, and the ability to move or pivot, as they now say, very quickly. Culture was the thing that allowed us to get things done. Today, after working with many larger and mid-size companies, I find the culture word something that makes me want to throw up. Culture is fun in small companies, and it's used to get work done. But more and more I find that culture in both mid-size and large firms is the thing that everyone uses to STOP CHANGE. Why? Because culture is the excuse used to describe why new things won't work, why things can't get done, or why the company is stuck. Here's the line I run into ALL THE TIME: "That would never work here because of our culture." Then I ask what the culture is, and I don't get much of an answer. That's because culture is sacred, culture is the thing that everyone understands but can't describe, and what I really think is happening is that: CULTURE IS A CRUTCH Culture has become an excuse. So let's quit using the word. As often as possible, and as quickly as feasible, move the dialogue to one about HABITS. Let's talk about the way people work, their habits or their behaviors and then dig into which habits will get in the way of the 'new thing' being successful. When we talk about habits, we start down a path of success. Most people know that habits can be changed. They think of pets, children, breaking their own bad habits (e.g. smoking). There are ways to change habits, and once the conversation moves in this direction, success is not too far away. CULTURE IS A CRUTCH HABITS CAN BE CHANGED NEW HABITS CAN BE LEARNED

Building Start-up People for New Jobs and Economic Growth

Wed, 20 Mar 2013 18:18:00 GMT

Check out some or our students blog posts

or join our LinkedIn group

click here to and learn more about our work

Stop benchmarking employee survey data

Fri, 18 Jan 2013 21:40:00 GMT

I am doing some reading on the blue-ocean strategy work, and as I go through the various articles and books I continue to see references to the negative effect of benchmarking on corporate strategies and growth. The authors of the book "Blue Ocean Strategy," W. Chan Kim and Renee Mauborgne, note that companies that benchmark are basically letting the competition dictate their strategy for them. They are working to be like everyone else rather than jumping ahead and creating competitive advantage. In the world of employee surveys, HR is doing the same thing. By taking the results of your survey data from today, using in most cases, the same questions that everyone else is using, you are just pulling down your HR strategy to be like everyone else. How is that helping an organization get ahead? Also, is being better at all questions really the best strategy? The exercise is like taking your stock price from today and comparing it to the stock price of your competition from last year. It's an ok thing to do, but what actions would anyone take?

New venture creation is non linear

Wed, 09 Jan 2013 16:30:00 GMT

Discover why new venture creation is not linear in this blog from eePulse, Inc.

The CEO of eePulse on her newest award.

Thu, 15 Nov 2012 21:42:00 GMT

Learn her thoughts on being the first women recognized for this prestigious award.

Once again why benchmarking does not help with employee survey work

Sat, 10 Nov 2012 21:05:00 GMT

Mark Effron's short video on benchmarking

A smart piece with tips for boosting employee morale

Fri, 09 Nov 2012 21:39:00 GMT

http://www.the-hr-blog.com/2012/10/employee-morale.html So which tip do you think is the most effective?

Optimize and Direct Human Energy at Work

Beyond diversity: Is it time to have ‘Chief Relational Officers’?

The language of diversity and inclusion is complicated and exclusionary argues Theresa Welbourne PhD. She says HR needs a new definition -one that embraces everyone and which is easier to understand:

Researching diversity language ﻿

So…do we need to change our language about diversity?

The story of business capital

Relational capital is powerful

Is hybrid entrepreneurship (side hustles) a training opportunity?

CHROs and managers instinctively like to discourage staff from having side hustles. But should this mindset shift to them seeing the benefits it brings to the business?

Do organizations support hybrid entrepreneurship?

Do businesses know how many of their staff are hybrid entrepreneurs?

What impact do you think hybrid entrepreneurship has?

What do the numbers tell us?

The hybrid entrepreneur dilemma

What about the learning?

How should we feel about this?

My call to action:

Side Hustles – the stats:

Take the Anti-Scrooge Pledge for 2023

HR Strategy Tops Priority List for 2022

Risk Management Strategy as Part of the Employee Energy and Engagement Work

Optimization, Trending and Reflective Learning for Better Employee Analytics

Continuous Leadership Learning

Employee-Centric Engagement for 2018

Innovate, Disrupt and Improve Your Survey and Engagement Tools

Lessons for any Growth Firm

What are ERGs?

Leadership Confidence: Measure it, get it and improve it for a great 2016.

Employee Resource Group Leaders Summit 2016

Leading with Energy and Focus for High Performance, Growth and Innovation

Employee Resource Groups (ERGS) are Good for Business and Great for Employee Engagement

Improve performance management

The Culture Crutch

Building Start-up People for New Jobs and Economic Growth

Stop benchmarking employee survey data

New venture creation is non linear

The CEO of eePulse on her newest award.

Once again why benchmarking does not help with employee survey work

A smart piece with tips for boosting employee morale

Researching diversity language