Human Capital Management
Jabian’s Human Capital expertise spans across change management, leadership development, organization design, and engagement. The articles included here highlight our perspectives across those topics.
Vintage Change Management Strategies
How pairing a “best-fit” change management approach can be a little like choosing the right wine with your dinner.
The Habit Loop: Managing Change from the Bottom Up
The key to changing your habits is changing your perspective.
Change Management that Sticks
The number one reason change projects fail is a lack of adoption. How can we make change management more effective and ensure new processes and technologies "stick"?
Change Management: The Importance of Aligning Culture With Change
The studies are clear: without aligning the organization’s culture with a change initiative, it will fail.
Maintaining Authenticity When You’re Told You Must Change
Changing behavior based on feedback or self-assessments may benefit you, your team, and the business—as long as you’re transparent and don’t compromise your values.
Consider the Human Element Before Racing Your Next Initiative to the Finish Line
Enhance productivity, communication, and adoption of any major business initiative by incorporating human capital management techniques into the expertise that already exists within your team.
Does Your Company Culture Measure Up to Your People’s Needs?
A focus on work-life balance, employee recognition, compensation, and a people-first environment can create a strong corporate culture. What are the strategies for making it happen?
Silence in the Workplace Speaks Loud and Clear
What happens when dissatisfied employees don’t feel free to speak out? We surveyed hundreds of professionals to explore this phenomenon. The results are astounding.
How to Create a Culture of Accountability
It’s not enough to simply demand accountability. Instead, focus the corporate culture growth and accomplishment.
Problem-Free Is Not Good Enough
Dramatically improve employee performance by adding two new ways of thinking into your strategy.
Employee Feedback and Engagement Maturity Model
Identifying the successful habits of employee engaged companies.
Support Employees in Times of Personal Crisis
Having a plan to recognize and respond to a team member’s difficult times can drive long-term employee engagement — and it’s the right thing to do.
Diversity & Inclusion
The Economics of Inclusion: Inclusion in Sports
What businesses can learn from the successes and failures of sports inclusion.
How to center diversity and inclusion within the employee experience.
The Economics of Inclusion: The Bottom Line Is Built on Inclusive Technology
Investing in the right tools and technologies will open the door for more customers.
The Economics of Inclusion: A Broader Customer Base Is the Bottom Line
A truly inclusive customer experience isn’t just the right thing to implement, it’s a smart business decision.
The Value of Diversity and Inclusion
The true value of Diversity and Inclusion initiatives comes from greater employee engagement and a better chance for financial success.
Everybody Wins When Organizations Make Diversity Intentional
Companies must be intentional in modeling diversity across their organization in order to truly promote a culture of inclusion and provide an atmosphere where everyone feels it is a great place to work and build a career.
Start With Alignment
In this seventh article in a nine-part series, we look at the next section of the Jabian Engagement Framework: How alignment can be used as a lever to influence engagement.
Health, Pace, Fun, and Joy: The Role of Well-Being in Engagement
In this sixth piece of a nine-part series, we look at the next section of the Jabian Engagement Framework: How well-being is a critical component to employee engagement.
Exploring the Dynamics of Employee Engagement
How to be a better leader, or a happier person, or both.
Energy and Capability
Over the years, our research has identified several concepts, tools, and techniques that can raise the energy and capability of individuals and organizations to drive productivity, engagement, and fulfillment.
Engagement and Change: Taking the Pulse of Your Stakeholders
How do you increase the likelihood your stakeholders will adopt a change? Find the true drivers behind their motivation to change and their motivation to resist, and you are well on your way. Leaders of change programs often struggle to thoroughly diagnose the positive and negative drivers motivating stakeholders during times of change. Measuring the reaction to a change, either positive or negative, is complex. Unexpected resistance can slow or stop the adoption of a change. Failing to leverage engagement drivers that could motivate change and generate enthusiasm for it can cause unnecessary frustration and cost.
Driving Employee Engagement through Growth
In this first of a nine-part series, we look at one piece of the Jabian Engagement Framework: how growth is a powerful motivator for employees.
Increasing Employee Engagement Through Relationships
In this second piece of a nine-part series, we look at the next section of the Jabian Engagement Framework: How positive, plentiful relationships increase employees’ engagement.
Autonomy and Engagement
In this third piece of a nine-part series, we look at the next section of the Jabian Engagement Framework: How autonomy increases employees’ engagement.
The Cost of Uncertainty
In this fourth piece in a nine-part series, we look at the next section of the Jabian Engagement Framework: How security is essential to employee engagement.
Keep It Fair or Beware
In this fifth segment in a nine-part series, we look at the next section of the Jabian Engagement Framework: How fairness counts as table stakes for employee engagement.
Engagement with Distributed Teams
Whether your teams are distributed, co-located, or a mix of both, the tenets of engagement are the same. Only the execution is modified.
Alignment: Five Things You Need to Get Right Before You Start (Anything)
When not properly aligned, your business is like your back — painful.
How to tie your everyday work to a greater cause, increasing employee engagement, satisfaction, and happiness.
The New HR Management System: Delivering Value for All
The most effective and valuable HR systems address all users’ needs within an organization.
Maximizing the Value of Your Contingent Workforce
Contingent labor can be a differentiator in times of uncertainty or volatility.
The Five Leadership Positions
What if we considered the term "leadership position" literally? As in the physical and mental position that you take compared to those you are leading?
The Five Leadership Positions
Revisiting an article on leadership from our very first Jabian Journal with lessons that still ring true today.
Inspiring Leaders through Mentoring
Great mentors can be the secret weapon in the success of both employees and the organization. Apply five best practices to get the most out of your mentoring relationships.
The Manager as Leader, Coach, and Enabler
The best managers provide a sense of why their team’s work is important. By enabling and supporting their work, managers ensure team members can more fully contribute.
Leadership Lessons: Five Characteristics of Great Coaches
Some of the greatest leaders in sports history have demonstrated all the characteristics businesses leaders need to succeed.
Lessons from Baseball: Becoming a Stronger Business Leader
Anyone who has ever watched a college football game on TV has likely seen the NCAA commercial noting how few college athletes take their sport to a professional level. While the odds of becoming a professional athlete are extremely low, just being a fan can be rewarding: cheering yourself hoarse with 60,000 other people; experiencing the dramatic comeback of the underdog as the last seconds tick off the game clock; and ultimately celebrating a game — or a season — well-played.
Implementing Strengths-Based Team Management: The Leap from Well-Rounded Individuals to Uniquely Strong Teams
The feature article in the Fall 2013 Jabian Journal made the case for a strengths-based approach to team management, citing empirical and theoretical evidence for a concentrated team focus on individual strengths and an outright rejection of proclivities toward diminishing weaknesses.
Can Assessments Change Behavior?
Utilize a Johari window to align behavior with perception
The Case for Strengths-Based Team Management
Insight into how success and fulfillment can be predicated on our strengths rather than our weaknesses.
Coaching New Managers to Success
Coaching can help a new manager learn to let go of the past, gain confidence in new skills, and move forward with the role that lies ahead.
Creating Superheroes in Your Organization
Understand the ways so-called “stretch assignments” can reveal leaders and benefit the organization, but remember: You can only pull “Stretch Armstrong” so far before he breaks.
A Model for Mastery: Learning and Development in the Digital Age
Today’s combination of knowledge content and the learning mediums available to access that content offers tremendous flexibility to learning professionals and their constituents. At the same time, that flexibility can overwhelm professionals trying to build and manage learning and development programs. Organizations that are able to harness this flexibility and deploy it to their workforce, however, can increase learning and improve employee engagement.
Reimagining Work: How Will You Organize?
Generational and technological changes demand that organizations rethink how they structure their teams to accommodate collaboration, communication, productivity, and lifestyles.
The Missing Dimension: Work Type and Role Alignment
Is a team member more interested in process, projects, strategy, or data? Misaligning team members and their ‘work type’ can result in stress, burnout, and low engagement.
To Review or Not to Review
Should we rid ourselves of annual performance reviews? Are we even asking ourselves the right question? The trend to eliminate annual performance reviews is part of a growing effort to innovate performance management practices.