Our bookmarks on this topic are also at pinboard.in/u:unison/t:employee-engagement/
From FastCompany: We know — you’re totally, utterly indispensable to your business. Right? Think again: Here are 10 reasons work is better off without you for awhile. Now skeedaddle.
From Tim Leberecht at Fast Company: As business leaders speak of the “Human Age” and claim that capitalism is being replaced by “talentism”–defined as access to talent as a key resource and differentiator–many companies have embarked on initiatives to “unleash their human potential.” Those are big words and noble ambitions, and naturally they seem worth striving for. But as one of the hosts of a hackathon in San Francisco this weekend, which invites developers, designers, and other creative minds to “reinvent business,” I have been wondering: What is a “human” business, anyway?
From Fast Company: The formula for a successful startup is simple: create a product that people need, and hire ridiculously talented, highly motivated people to build it. Finding ridiculously talented, highly motivated people is by far the more challenging side of this equation. Here’s how to do it.
From strategy+business: A more strategic approach to costs can help you prepare for the next round of expansion. Drawing on experience from Ikea, Aetna, Pitney-Bowes, and elsewhere, this step-by-step article shows the three actions that can make a company ready for growth.
From FastCompany: Sheryl Sandberg leaves work at 5:30. Barbara Corcoran shuts off her phone for half the day. And that rascal Tim Ferriss somehow gets away with only working four hours a week (allegedly). But they’re all superstars. Here’s what normal people can do to set healthy work boundaries.
From Ryan Tomayko: One of the things I’m most excited about working at GitHub is the opportunity to take our time and think through organization and process problems from first principle instead of blindly copying other companies or adopting status quo approaches developed in the last century. We’re beholden to no one except the good people that pay us for our products and that gives us the freedom to build a company optimized for delivering the best experience – whatever it takes.
Last year, as GitHub began to grow rapidly, I was promoted to Director of Engineering. That makes me a manager of sorts. Gross, right? Actually, it’s turned out not to be very horrible at all. Like most things at GitHub, I was given complete control and encouraged and expected to define the role in whatever way made most sense to me. I want to share some of what I’ve come up with.
From FastCompany: Even creative geniuses need incentives to dream up disruptive products for your company. Motivate them with an evaluation program that compensates them for innovation results.