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Talent Management Approaches
Q&A: Variations in Motivation According to Context
How do you deal with fundamental attribution error in motivation? Does the fact that people behave differently in context impact motivation needs in context?
John
Hi John—
I’m not sure I totally understand your question, but let me give it a try. If I’ve missed the mark, please come back with clarification.
I don’t find that the drivers of motivation vary with context. I do find that they vary by individual: different people are motivated by different things. Some work environments, some contexts, are closely aligned with some people’s drivers, but not with others. As a result, in any given context, people who are aligned with the characteristics of that environment are more likely to be motivated than others.
If leaders don’t have a good understanding of what matters to employees, they won’t understand why people are or are not motivated.
Does that help?
Sincerely,
Tammy
Filed under: Talent Management Approaches | Published: 01/15/11
Q&A: The Impact of “Mass Career Customization” on Gen X and Gen Y
Hi Tammy-
I am curious for your thoughts on how a program such as “mass career customization” might influence the loyalty of gen X and y associates to thier companies. There does not seem to be any long-term research to show its impacts, so would love to hear your initial views on this.
Thanks so much.
Laura
Hi Laura,
I’m a big fan of the Mass Career Customization approach and believe it will have a positive impact on the loyalty of Gen X and Gen Y associates to their companies. (For anyone who is not familiar with this, I recommend the book by this title, available on Amazon.) Both generations value choice and flexibility, which is what this approach provides.
All the best,
Tammy
Filed under: Talent Management Approaches | Published: 01/15/11
Q&A: The Importance of Positive Attitudes in the Workplace Today
I work as a manager for a rather large company. As the economy changes, the roles of our workers change, and the company program that worked before is no longer effective. As a result, the company is trying to change how it interacts with it’s associates. Unfortunately, much of the management staff is stuck in the “old way” of thinking, where associate engagement was not a big factor. I like to think that I’m in the new way of thinking. I’d like to know if you have any kind of specialized training on effective mentorship and associate engagement. I’ve read some of you work, and I believe that positive attitudes foster positive attitudes.
Joan
Hi Joan—
I completely agree that employee engagement is very important today. And, yes, I have done a lot of work in this area. The essence of my work is perhaps best summarized as “Meaning is the New Money”—in other words, it’s important for companies to create a values-based environment. I explore these ideas in an HBR article called “What It Means to Work Here,” available at Harvard Business Review’s website.
I love your positive attitude! Best wishes,
Tammy
Filed under: Talent Management Approaches | Published: 01/15/11
Q&A: Generations within Volunteer Organizations
Dear Tammy,
I have been quite interested in your work for a while based on my experiences as both a volunteer and someone who works with volunteers. I would argue that generational differences are even more stark in volunteer workforces and potentially more damaging, because if people aren’t getting paid they are more likely to leave an organization if they are frustrated with the work environment. On the plus side, if people are passionate about a cause they will stay, but sometimes their passion gets in the way of effective teamwork.
Do you have any insights on how volunteer coordinators could foster better communication and teamwork among the generations?
Thank you,
Andrea
Hi Andrea,
You raise a very important point—volunteer organizatons DO have to be better at talent management because people are even more likely to leave if they don’t like the work environment than they would from paid jobs.
The fundamental principles are the same, however. Leaders should legitimize the diversity of perspectives across the generations. (“I recognize that you each may have different views on this—each is valid.”) Then, leaders should establish or help the group establish some working norms. (“In this situation, for this reason, let’s follow this norm.”) The generational frustration comes in when the guidelines aren’t clearly established, people use their best judgment (but often come to different conclusions about what is best), and other people then misjudge their intentions. As a leader, your role is to head this vicious cycle off before it begins.
I hope that helps.
Best wishes,
Tammy
Filed under: Talent Management Approaches | Published: 01/15/11
Q&A: Presentation from the SHRM Staffing Management Conference 4-10
Can I please get a summary of your general session address at the Staffing Management Conference and Exposition at the Walt Disney World Swan and Dolphin Hotel at Orlando, Florida?
Joyce
Hi Joyce—
I spoke about employee engagement—and the importance of understanding the values your employees care deeply about. The session was based on work that is also described in an HBR article called “What It Means to Work Here”—you can find it at Harvard Business Review’s website.
All the best,
Tammy
Filed under: Talent Management Approaches | Published: 01/15/11
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Facing a career decision? Puzzled by a co-worker’s point of view? Struggling with a specific workplace dilemma? Looking for ways to improving engagement, collaboration, or innovation within your organization? Wanting to learn more about something I said in one of my books? I’ll do my best to offer some suggestions, if you “Ask Tammy.”
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