Such is the case with price sensitivity, a mainstay of most curricula and the forefront of concern among today’s business leaders.  Harvard Business School professor John Quelch recently published an HBS Working Knowledge piece entitled, “Seven Tips for Managing Price Increases” in which he offers advice to marketers on how to cope with inflation and sticker stock.  I think these same principles should be applied to how HR manages today’s highly diverse and fragmented employee population:

1. Understand Your Customers – Take the time to recognize that a disproportionate focus on one segment of your population may cause a demand spike in another.  Reward individuality over conformity and complacency.
2. Invest in Market Research – Get out of the office, walk the halls and talk to employees directly about their challenges and concerns.  Capture high level survey data but recognize that many are reluctant to honestly share for fear of retribution.
3. Redefine Value – Reverse engineer programs that are widely successful to identify the core elements which may be replicated through other HR deliverables.
4. Use Promotions – In this case, literally.  Clearly communicate the values and performance metrics which result in opportunities for leadership development via a well organized and transparent talent management strategy.
5. Unbundle – Recognize that no two employees are the same, and therefore be prepared to dynamically assemble those benefits and programs which meet the unique needs of the individual.
6. Monitor Trade Terms – Watch your population “inventory” closely and be prepared for large spikes and dips in talent acquisition.  Remain constantly educated on those in direct industry and geographic proximity.
7. Increase Relevance – This goes without saying…

If you pay close attention, you’ll find that all around us are lessons that can help the HR professional bring systemic improvement to their organization.

Let’s keep the conversation going.

Greetings readers!  As Mark has us dusting off alternative work schedule policies and considering what to do next, some recent findings on creativity and productivity from the Harvard Business School might be of interest.  (Actually, I was wondering why these AWS policies might need to be dusted off, as it was not THAT long ago when we all were wearing bell-bottoms—was it??)

Research by Professors Amabile, Tripsas and Khaire is described by Julia Hanna in the article, Getting Down to the Business of Creativity.  Whether considering a new venture, restructuring a current operation, engaging in M&A, or launching an entrepreneurial endeavor, creativity from your workforce is a core necessity.   This is especially true for any business effort that is beyond the capacity and resources presently available.

Dr. Amabile describes two myths about creativity and the workplace:

• Myth 1: Creativity is dependent on a genius, artist or charismatic leader.  
• Reality 1: Creativity depends more on the collective work of a group of people.  
• Myth 2: Creativity requires a trade-off in productivity.  
• Reality 2: Creativity and productivity are intertwined and interrelated.

What is most exciting about this research is the notion that creativity can be learned.  Hence, if managers understand how to create conditions for creativity, such as bringing importance to the everyday interactions and working conditions of employees, then creativity can be developed.  By supporting the progress of employees through role clarity and feedback while tending to interactions to encourage diversity of thought, the “inner work-life” of employees can be related to creativity and, in turn, brought to bear on performance. 

So, the merits of alternative work schedules are certainly nested in the merits of creativity.  It is a relief that some good ideas never do go away—because while I am not much of a dancer, I do love those bell-bottom jeans!

Let’s keep the conversation going.

Note that Shannon is a better dancer than she’s letting on.