Goalsharing works. It is not the “Program of the Month.” It is a way of being – a proven process for helping organizations to not only survive but also to thrive in a rapidly changing environment.
Goalsharing is a means of working smart that engages and rewards employees for continuous improvement. Over time, it transitions employees to “business partners.”
Goalsharing recognizes that:
Employees have unique abilities- Employees prefer to understand/be involved in the business
- Employees want to make a difference
Goalsharing creates * Synergy * Financial and non-financial goal compatibility and alignment *when done right.
Early Goalsharing pioneers realized that for employees to make their contribution, they need to understand the business and have appropriate “line of sight” – to actually see how their efforts impact organizational results.
Their organizations address this challenge by finding simple ways to communicate the goals of the business. Then they help staff members to see where they can make the most difference and teach them to craft simple goals that are specific, measurable and realistic.
For tips on getting the MOST from Goalsharing, click: http://ltcperformance.com/GSWorks.html
Companies do it across America every single day. We repeatedly spend large sums of money to advertise, identify, recruit, select, and hire the talent that is needed to staff jobs in positions at all levels. Then, we not-so-ceremoniously bring the new individuals in, welcome them to the organization, and invite them to figure it out for themselves. Sure, we have them fill out the forms, and even give them a cursory overview of the basics, and a tour guide to point out the restrooms and such. Essentially, though, many companies are utilizing the “sink or swim” approach to employee orientation, or as it is now known, “On-boarding”. The very name itself reflects a mechanized process, something that probably only marginally involves human beings, after all. And whatever you call it, the vast majority of organizations that we have come across, simply don’t do it justice. Isn’t this slip-shod approach to welcoming and assimilating new team members just another reason why employee loyalty is going the way of the dinosaur?
Some months from now, when the economy has recovered and life resumes its normal pace, the dialogue will once again return to “talent wars” and the “race to replace” the boomers in corporate America. Staffing will be on the upswing again, and unless we suddenly “get religion”, newly hired team members will land on the doorsteps of America’s companies, hungry for the opportunity to gain a foundation for understanding what they are about to enter.
In the meantime, perhaps the current economic conditions will offer all of us an opportunity… to stop and reflect on what can be done now to change the manner in which we welcome and educate new team members. The old “sink or swim” approach too often results in drowning, and that is an expensive proposition. And keep in mind that the hard costs are not the only ones to be factored into the equation. The impact on human lives should at least be given equal consideration, shouldn’t it?
