ARTICLES

ARTICLES, HUMAN RESOURCES, RizeClub®

your value


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SalaryBar calculates yoir value, your personal, unbiased salary. For your company there is one very important ratio that determines how valuable you are at work.

CNBS’s Suzy Welch: This formula will reveal how valuable you are to your company

“I dubbed it ‘personal ROI,’ and it’s so simple, you can — and you should — calculate it for yourself right now,” she says.

CNBC Contributor Suzy Welch

Welch says you need to “divide your salary and benefits — basically, your cost to the company — into the revenues you generate.”

“The higher the number, the safer your job,” she says. “That’s it. Two is OK. Five is much better. Anything over 10 — you’re golden.”

click here for the full CNBC postyour value

ARTICLES, HUMAN RESOURCES, RizeClub®

Transparency is key


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The Motivating (and Demotivating) Effects of Learning Others’ Salaries

Zoë B. CullenRicardo Perez-Truglia

OCTOBER 25, 2018

To our surprise, finding out that their managers got paid more seemed to make employees work harder than those who did not find out the true salary. Our estimates suggest that discovering that the boss’s salary is 10% higher than originally thought causes employees to spend 1.5% more hours in the office, send 1.3% more emails, and sell 1.1% more. (The higher the surprise, the larger the effect — finding out the boss earned 50% more led to effects five times larger.)

The evidence suggests that these effects were driven by aspirations.

While employees seemed perfectly capable of handling this vertical inequality, they did not handle horizontal inequality nearly as well.

We saw that finding out peers get paid more does have a negative effect on the employee’s effort and performance. Finding out that peers earn on average 10% more than initially thought caused employees to spend 9.4% fewer hours in the office, send 4.3% fewer emails, and sell 7.3% less.

This evidence suggests that it might not be wise to motivate individual employees through raises alone. If you increase the pay of one employee, that employee may work harder but the rest of the peer group could work less hard. You can avoid this by motivating employees through the prospect of a higher salary attached to a promotion. In other words, keep salaries compressed among employees in the same position, but offer them large raises when they get promoted to a higher position.

Our research raises the question: should you increase pay transparency at your company? Though surveys reveal most employees wish their employers were more transparent about salaries, the majority of firms maintain pay secrecy policies. But there is little evidence on how transparency affects the outcomes that managers care about. It is possible that managers choose pay secrecy because they think it is in their best interest when in fact it is not.

Of course, we must remember that salary information is sensitive, and thus there can be such a thing as too much transparency. For example, the majority of employees participating in our study were in favor of increasing transparency in an anonymous fashion, by reporting average salaries by position.

 

 

 

 

ARTICLES, HUMAN RESOURCES, RizeClub®

black belt interviewing


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Interviewing for new hires is one of the most important activities for leadership. Taking into account if the new hire both fits into the existing culture, as well as brings a new outside-in flavor.

Setup for success

A great way to really test people is to put them into unexpected situations. Move the interview from the office to a coffee bar around the corner. As soon as people need to respond to unexpected context, such as people sitting next to them, waiters asking questions,… the chance of identifying a rehearsed “success story” increases.

Questions with a twist

How many gas stations are there in North America?

(answer March 2019: 160.000)

ARTICLES, RizeClub®

Build a home


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To achieve a high performance culture where employees feel at home, part of a family implement some of these principles of the Inc article; they will create stronger ties between your brand and its human talent.

1. Display your humanity

Becoming human-centric rather than profit-centric may involve a shift in thinking and priorities. However, it can transform the way employees and job candidates feel about working for you. Consider taking teams on research trips for shared experiences and team-building collaboration, encouraging more cross-pollination between traditionally siloed departments, or simply making it easier for employees to be their “weekend selves” at work.

2. Be present with and available for your team

Simply conducting more face-to-face meetings as opposed to relying on email or Slack can transform you from a remote executive to someone they want to work beside. For remote workers, make the effort to Google Hangout or FaceTime more regularly.

3. Make project ownership possible

It’s easy to give an employee a project and see what happens. It’s much harder to make sure the employee feels a sense of ownership about the assignment. Before handing out duties, sit down with employees and talk about the variables. Ask them what resources they require for success and how they plan to tackle any problems. Follow up with a post-project powwow to discuss stumbling blocks and accomplishments in an objective, non-judgmental way. Treat these meetings not as times to fault-find but to learn and reflect together. Ideally, you want to get to a point where employees come to you for feedback but retain ownership over their decisions.

4. Become a side-hustle cheerleader

The general philosophy among many leaders is they don’t care whether their employees pursue outside interests as long as those pursuits don’t affect their work performance. This hands-off, minimal acceptance–in contrast to whole-hearted encouragement–can create distance between the employer and employee. It can also lead a team member to become secretive if his or her side hustle starts to get bigger.

https://www.inc.com/rhett-power/how-to-inspire-your-employees-to-do-their-best-work.html

ARTICLES, RizeClub®

How does culture drive performance?


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Summary of the Inc. article (click here for the full article)

Why we work determines how well we work.

The six main reasons people work are: play, purpose, potential, emotional pressure, economic pressure, and inertia.

A high-performing culture maximizes the play, purpose, and potential felt by its people, and minimizes the emotional pressure, economic pressure, and inertia. This is known as creating total motivation (ToMo).

How a role is designed has a much bigger impact on motivation than e.g. leadership.

The next most sensitive element is the identity of an organization, which includes its mission and behavioral code.

The third most sensitive element is the career ladder in an organization.

A great culture is not easy to build — it’s why high performing cultures are such a powerful competitive advantage.

AMBITIONS, ARTICLES, INSPIRATION, RizeClub®

just words…?


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Being concise is a challenge, most professionals aim to write a half A4 page to describe themselves. In a FORTUNE magazine Melinda Gates is described as having great listening skills, “she acknowledges, she nods, she listens”. At RizeClub we believe that being able to describe yourself in a 20 concrete words, as well as listing 5 words that describe your ambition, your ideal next job is a true art. These 20+5 words will be much more impactful than 2 pages filled with positive yet general descriptions. Please respond to this post to add words that we have missed…

interests – robots, data, social media, retail, sustainability, relations, mobility, fashion, family, literature, globalization, food, high tech, drones, energy, people, mindfulness, travel, dance, jet-set, bottom pyramid,  automotive, culture, digital, internet,…

experience –  sales, engineering, talent development,  innovation, marketing, operations, logistics, purchasing, entrepreneur, HR, strategy, change management. supply chain, coach, consultant,…

context – start-up, upscaling, multinational, turn-around, B2B, B2C,…

skills – patience, focus, develop others, listening, presenting, communicating, analytics, optimism, forge partnerships, build relationships, asking questions, details, creative, connecting, dream big, courage, risk, learn, firing, hiring, ambition, fast, action, change, team building, continuous improvement, loyalty, decide, modesty, problem solving, energetic, coach, learning, pragmatic, 80-20, perfectionist,..

locations – USA, ASIA, EUROPE, Germany, Brazil, Shanghai, Tokyo, Barcelona… (add if relevant)

hobbies – kitesurfing, cooking, reading, travel,…


Click here for the 20 words that describe some of our RizeClub members.

 

 

ARTICLES, HUMAN RESOURCES, RizeClub®

boost innovation, introduce a Chief Incentives Officer


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Physicist and biotech entrepreneur Safi Bahcall argues in Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries that the secret to creativity as actually organizational structure versus anything else. To Bahcall, the goal is to create a structure where you get people motivated and incented to go for “loonshots,” crazy ideas that ultimately turn into big innovations.

Companies need to separate the “artists” who do primarily creative work from the “soldiers” who focus on operations and execution. 

 “The Innovation Equation,” which offers four parameters companies can use to tilt the balance in favor of innovation and away from politics. The parameters are:

  • Equity Fraction: the fraction of compensation tied to project outcomes vs. tied to rank
  • Fitness Ratio: the ratio of two measures–how well employee skills are matched to their projects, and how much politics matters to promotion decisions
  • Management Span: the number of direct reports that executives of the company have
  • Salary Growth: the increase in salary with promotion

Loonshots also advocates for a new executive position: The Chief Incentives Officer. 

click here for the full Inc. article

ARTICLES, RizeClub®

The Mueller and Oppenheimer Study – taking notes


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Students who took notes with the laptops slightly out-performed the students who wrote their notes longhand (with pen and paper) when it came to recalling specific facts. But when it came to conceptual understanding, the students who took notes by hand performed much better.

At the end of the day, it seems as though what’s most important is that however you take your notes, you phrase them in your own words, and take the time to really engage with and assess your understanding of the concepts as you’re writing them down, rather than simply transcribing everything you’re learning verbatim.

click here for the full article on dataquest.io