Over the weekend, my Facebook feed was full of posts and pictures from proud friends and family attending graduations. These events are not only full of pomp and circumstance, but also full of hope and...Read more
Workforce Institute board members Bob Clements and William Tincup joined me for a conversation about the current state of workforce management in the cloud. Among the clients we work with at Kronos, this conversation has...Read more
Do you celebrate National Boss's Day on October 16th? Did you even know there was a day celebrating bosses? This event has been around since 1958, though Hallmark didn't offer a card until 1979. I...Read more
As I mentioned in a recent post on the difficulty I had staying out of Outlook while on vacation, unplugging from the digital world is increasingly difficult for a lot of people. We're constantly connected...Read more
I'm happy to announce the availability of the new Workforce Institute ebook. In it, we've collected our board members’ points-of-view on the concept of Workforce Innovation That Works™; their thoughts on the most noteworthy human capital...Read more
Recently, I spoke with Joel Chevalier, Director of Employee Experience at Whistler Blackcomb, the top rated ski resort in North America. As a premium hospitality venue, Whistler Blackcomb relies on their employees to deliver superb customer service at every possible touchpoint. Many customers view Whistler as a trip of a lifetime. Their reviews on sites like TripAdvisor are overwhelming positive, with the majority describing a 5 star experience. Of course their setting is beautiful, but delivering the experience they call a “memorable mountain adventure” happens one employee at a time.
I spoke to Joel about how Whistler does it. What he described to me was a strategy for employee attraction, retention and motivation – on steroids. During the peak ski period, they employ over 3800 people – about a third of whom are new each year. Of their total workforce of 3800, about 3000 are seasonal. Joel is responsible for making sure that the organization has enough of the right kind of people who can make that customer experience extraordinary. You can listen in on our conversation below where we discuss the following:
How do they find candidates to fill this seasonal spike?
How do they keep their employees motivated – especially those with the less glamorous and visible jobs?
The season is short – how do they develop the skills their new employees need to be successful?
A lot of their employees are young, in fact many may be living away from home for the first time. What types of supports do they provide to help their less experienced workers adjust to the world of work?
Today was the deadline to complete our self reviews – one of the initial steps of our annual performance management process. As a leader, I always ask my team members to do their own self reviews before I do mine – so that I can verify our collective accomplishments for the year. Which, of course, means that most of what I accomplished as a leader is due to the hard work and continuous excellent results produced by my team. In this recent post on Forbes, Meghan Biro writes about what it takes to be a good leader. She cites a few different criteria, but one that stood out for me was to “focus on people, not numbers”.
We’re very metrics driven at Kronos, including our annual employee engagement survey. I’m proud to say that my team rated among the highest in the company – and in a company where engagement scores are already well beyond the best practice threshold. As I rate my own performance and that of my team members, I’m still going to inspect what I expect because measurable results matter. Our team had a great year this year and I’d like to think my leadership had something to do with that. But I don’t take those results for granted, so I’ll continue to work to earn the trust and loyalty of this great group of people every day.
Have a great weekend, everybody. You’ve earned it!
Articles of note this week:
Taking the Skills Crisis Into Our Own Hands ow.ly/BeWCt via @HuffPostBiz
Reconsidering Millennials: They’re Not That Different From You ow.ly/BeXcm via @Forbes @MeghanMBiro
Want to shift power dynamics? Stop saying ‘I’ so much ow.ly/Bl0b2 via @SteveBoese
Carnival of HR: The “What Wins Championships” Edition ow.ly/BkZhe via @RobinSchooling
Kronites are writing about:
New Time Well Spent #Cartoon: ow.ly/Be46R #FantasyFootball #analytics
A Fan-girl’s guide to Workforce Mobile ow.ly/Bqjyj via @SmarterCafe
Kronos Cloud Continues to Grow Exponentially: ow.ly/BeUHH #KronosCloud #Cloud
Interested in working for @KronosInc? Check out our profile on @Glassdoor. Kronos Incorporated Reviews | Glassdoor ow.ly/BfCua
Join the biggest and best #KronosWorks yet! Register now and save $100. ow.ly/Bnvb0
Kronos Launches Workforce Forecasting Solution for Predictive Scheduling in Healthcare ow.ly/BkXCF #Kronos4HC
Today’s guest post is courtesy of Nicole Neves, a former Kronos intern who has joined our HR department as an employee. In her post below, Nicole reflects on the impact her internship had on her decision to join Kronos and how her new position will allow her to make an impact on the workforce of the future – who, according to this article from the New York Times, need all the help they can get.
Will Smith said in an interview several years ago, “If you’re not making someone else’s life better, then you are wasting your time. Your life will become better by making other people’s lives better.” That quote instantly came to my mind after viewing the “1 in One Hundred Million” video. In the workforce there are millions of people contributing to making someone else’s life better. Whether you are a developer, a salesman, a firefighter, a chef, an engineer or a recruiter, you are giving back to the organization you work for making their lives and their customers lives better.
This quote made me appreciate my job and the technology Kronos has to offer. We cater to the needs of nearly any industry to make managing their employees easier. At Kronos I was recently hired in the College Relations department. During the interview I was asked what interested me in the job. I told the interviewer that I wanted to help mold the lives and careers of students entering the workforce by giving them an unbelievable experience in the Kronos Internship Program. At that moment it dawned on me that the program can truly impact the future workforce and that’s a remarkable feeling. Take a second to reflect on the organization you work for and how you contribute, you’d be amazed how much more rewarding your projects and everyday tasks at work will become. And don’t forget to appreciate the work done by others because together we are all making a difference.
This is a practical and thought-provoking compilation of experiences focused on what drives and sustains successful organizations. Its contributing authors, all well-respected individuals from academia and industry, go beyond theory showing the reader wisdom — and a roadmap for growing and sustaining any organization.
-- John Boudreau, PhD, Professor and Research Director, USC's Marshall School of Business and Center for Effective Organizations