Comments on: Don’t Hype Your Employee Branding…Make It Real http://www.baileyworkplay.com/2009/01/dont-hype-your-employee-brandingmake-it-real/ Rethinking Customer Experience & Marketing Tue, 07 Feb 2012 12:56:05 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Chris Bailey http://www.baileyworkplay.com/2009/01/dont-hype-your-employee-brandingmake-it-real/comment-page-1/#comment-929 Chris Bailey Mon, 02 Mar 2009 18:21:46 +0000 http://www.baileyworkplay.com/?p=713#comment-929 @Robert, that would be great! I think the time is ripe for these ideas to finally cross the tipping point. If the materials need a mailing address, send me an email at chris@baileyworkplay.com and I'll forward you my local. Thanks. @Robert, that would be great! I think the time is ripe for these ideas to finally cross the tipping point. If the materials need a mailing address, send me an email at chris@baileyworkplay.com and I’ll forward you my local. Thanks.

]]> By: Robert Richman http://www.baileyworkplay.com/2009/01/dont-hype-your-employee-brandingmake-it-real/comment-page-1/#comment-928 Robert Richman Wed, 25 Feb 2009 22:26:38 +0000 http://www.baileyworkplay.com/?p=713#comment-928 I agree! I've been working with the authors of a new book that I think will be leading the charge for that.. It's called the <a href="http://www.threelaws.com" rel="nofollow">Three Laws of Performance</a>. I can get you some blogger-only materials if you're interested in the concept. I agree! I’ve been working with the authors of a new book that I think will be leading the charge for that.. It’s called the Three Laws of Performance. I can get you some blogger-only materials if you’re interested in the concept.

]]> By: Chris Bailey http://www.baileyworkplay.com/2009/01/dont-hype-your-employee-brandingmake-it-real/comment-page-1/#comment-927 Chris Bailey Wed, 25 Feb 2009 21:47:21 +0000 http://www.baileyworkplay.com/?p=713#comment-927 @Robert: thanks for reading and leaving your thoughts. I think that we've engineered "feeling" and humanness out of the organizational workplace. But I'm a diehard idealist and believe we'll finally bring them into work and management soon. Cheers! @Robert: thanks for reading and leaving your thoughts. I think that we’ve engineered “feeling” and humanness out of the organizational workplace. But I’m a diehard idealist and believe we’ll finally bring them into work and management soon. Cheers!

]]> By: Robert Richman http://www.baileyworkplay.com/2009/01/dont-hype-your-employee-brandingmake-it-real/comment-page-1/#comment-924 Robert Richman Mon, 23 Feb 2009 23:55:30 +0000 http://www.baileyworkplay.com/?p=713#comment-924 Wow, I had no idea. This is really interesting to read. I love the line you mentioned about how important is to *feel* successful and valued. It makes me think back to huge projects I worked on and didn't feel good about because I didn't feel its success, and there were small ones I did fantastically well with and felt hugely rewarded by it. Thanks for bringing up that distinction. Wow, I had no idea. This is really interesting to read. I love the line you mentioned about how important is to *feel* successful and valued. It makes me think back to huge projects I worked on and didn’t feel good about because I didn’t feel its success, and there were small ones I did fantastically well with and felt hugely rewarded by it. Thanks for bringing up that distinction.

]]> By: Chris Bailey http://www.baileyworkplay.com/2009/01/dont-hype-your-employee-brandingmake-it-real/comment-page-1/#comment-919 Chris Bailey Tue, 27 Jan 2009 14:14:22 +0000 http://www.baileyworkplay.com/?p=713#comment-919 Hi Michelle, I really appreciate your input that there's a deeper structural issue here, particularly where management is involved. I would say similar issues affect the employer brand at a deeper level, too. It's a juicy idea that could warrant some research. Perhaps its something that I'll explore on my business anthropology side. Hi Michelle, I really appreciate your input that there’s a deeper structural issue here, particularly where management is involved. I would say similar issues affect the employer brand at a deeper level, too. It’s a juicy idea that could warrant some research. Perhaps its something that I’ll explore on my business anthropology side.

]]> By: Michelle Malay Carter http://www.baileyworkplay.com/2009/01/dont-hype-your-employee-brandingmake-it-real/comment-page-1/#comment-917 Michelle Malay Carter Sat, 24 Jan 2009 14:14:49 +0000 http://www.baileyworkplay.com/?p=713#comment-917 Hi Chris, Nice post. There is a macro issue here and a micro issue here. It's been said that people don't leave companies, they leave managers. According to First, Break All the Rules, the number one determinant of an employee's length of tenure is their relationship with their immediate manager. Using a requisite model, one can define the minimum criteria for an effective leader/direct report relationship as the leader being able to add value to the thinking of the employee. In work levels terminology that means the leader has cognitive capacity one level above the direct report. Our research (with over 5,000 data points) shows that about 39% of the time, this criteria is not met. It does not mean the manager is a problem. It does not mean the employee is a problem. It means that there is a structural problem that needs to be addressed. If a wooden bridge collapsed under the weight of truck, you wouldn't blame the wood or the truck, you would blame the engineer. Who is engineering our organizations and what science based principles are the basing their designs upon? I'm OK. You're OK. Let's fix the system. Regards, Michelle Malay Carter Hi Chris,

Nice post. There is a macro issue here and a micro issue here. It’s been said that people don’t leave companies, they leave managers. According to First, Break All the Rules, the number one determinant of an employee’s length of tenure is their relationship with their immediate manager.

Using a requisite model, one can define the minimum criteria for an effective leader/direct report relationship as the leader being able to add value to the thinking of the employee. In work levels terminology that means the leader has cognitive capacity one level above the direct report.

Our research (with over 5,000 data points) shows that about 39% of the time, this criteria is not met. It does not mean the manager is a problem. It does not mean the employee is a problem. It means that there is a structural problem that needs to be addressed.

If a wooden bridge collapsed under the weight of truck, you wouldn’t blame the wood or the truck, you would blame the engineer. Who is engineering our organizations and what science based principles are the basing their designs upon? I’m OK. You’re OK. Let’s fix the system.

Regards,

Michelle Malay Carter

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