Leaders often believe that success means working themselves to the bone and wear busy-ness almost as a badge of honour. Yet all the evidence contradicts this way of thinking. As a Stanford University study showed: ‘Output falls sharply after a 50-hour work-week, and falls off a cliff after 55 hours – so much so that someone who puts in 70 hours produces nothing more with those extra 15 hours’. [Read more…]
In honour of International Women’s Day 2016, I’m reposting this article I wrote for Smart Company last year on strategies to stop the female brain drain:
In my early thirties, I was forced to quit the best job I had ever had. As a senior executive of a global public company, I had a diverse challenging role and travelled regularly overseas. [Read more…]
When experts talk about strategies to achieve business success, team size is not a subject that often comes up in the conversation. Giant call-centres, large head office squads and vast employee units are generally the unchallenged norm. Yet this simple factor can play a significant role in an organization’s success. [Read more…]
If a professional sports coach saw his elite athletes only once or twice a year and then told them everything they were doing wrong, it’s unlikely they would ever achieve any success. Yet when it comes to managing the performance of people in organisations, this kind of approach is standard practice. [Read more…]
Apple CEO Steve Jobs once said, ‘All we are is our ideas or our people. That’s what keeps us going to work in the morning, to hang out with these great bright people’. Yet if people are such a crucial piston in the corporate engine, why is it that when PricewaterhouseCoopers asked 1300 global CEOs about their operational priorities, people strategies didn’t make the top five. It appears that many executives simply aren’t interested in creating great workplaces. For some its because they don’t recognise the true impact of people as core profit drivers. Others just throw out perks like lollies to children, hoping to magically reduce their staggeringly high staff turnover rates. The rest? They simply don’t know where to start. [Read more…]
There is a magic amount of time that should elapse when it comes to making job offers, says the woman credited with creating Flight Centre’s hiring machine.
Mandy Johnson struggled to hire people when she moved from Australia to London to set up Flight Centre’s UK business.
The British hadn’t heard of the company and even after Johnson shelled out more for better job ads, she was still failing to snare enough recruits.
In her latest book, Winning The War For Talent: How To Attract & Keep The People Who Make Your Business Profitable, she writes that she finally realised she “didn’t need to attract hundreds of suitable applicants”.
When I was working for Flight Centre, the company’s property area decided to analyse the top 200 most profitable stores worldwide to see what was the key factor in their success. Was it expensive shop rentals? High customer walk past? Attractive store-front displays? The conclusions were surprising. [Read more…]
The Australian Financial Review: If you can’t find the people to hire, you are not really looking!
If you can’t fill job vacancies, it is probably not the case that there aren’t enough good people around. It may be that you lack imagination. Consultant and author Mandy Johnson, who is credited with creating the Flight Centre “hiring machine”, says organisations are often way too narrow in their recruiting. Read more….