Appropriate Flexibility:

New Twist on an Old Conundrum

Offices are increasingly social places where connections and relationships are established and tended. Is flexibility in work environments that big a deal? What is flexibility anyway, and do we all need the same kind? How much does it cost and how much do we use? This conversation with STUDIOS Architecture reveals some interesting answers. One in particular deals with the idea of "appropriate flexibility." By balancing the realities of the building with the needs of those who work in it and those who own it, it is possible to reach a level of flexibility that is real and workable now. And that increases the chances of handling the unknowns of the future.
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Managing Change:

Demystifying Corporate Culture

Many companies looking for a competitive edge have turned their attention to corporate culture. While there is no recipe for a performance-improving corporate culture, there are some cultural traits that successful companies share. Managing culture to achieve better results is difficult but--with time and an understanding of leverage points within the organization--possible.
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Hang on Loosely:

The Common Sense of Retention

While the Human Resources Department has a role in retention--setting context for it through people policies and practices--retention is also the responsibility of individual managers. In a diverse work force, the factors that motivate employees vary widely, but determining what they are is critical to retention because motivation leads to engagement, and an employee immersed in satisfying work is not going to feel the need to look elsewhere. The best way to find out what keeps an employee engaged and motivated is to ask him or her, and ask on a regular basis since not only do different people want different things, but also what each wants may change over time. Whatever approach an organization uses it must meet two sets of needs--the company's needs for a certain type of individual and set of skills and the individual's needs to contribute in a meaningful way and feel connected to something bigger than himself as he earns a paycheck.
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Innovation and Creativity:

Something New or Just a Rearrangement?

This research summary considers a subject that nearly every organization is eager to understand--and foster. With experts saying "an enterprise that fails to replace 10 percent of its revenue stream annually is likely to be out of business in five years," it is no surprise 80 percent of CEOs claim "becoming innovative" as one of their top three strategic goals. While it is difficult to pin down innovation, there are some things we can say: it relies on networks of people, not solo performers; it thrives in environments that mix thinking, economy, and energy; it usually results from the slant view, the off-center perspective, the second glance. As one observer wryly notes, "Have you noticed that it's the brain that sleeps while it's the mind that dreams?"
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Mutual Attraction:

How to Get the Attention of Top Performers Who Fit

In the coming years, it's going to be tough to find enough workers to fill all the jobs vacated by retiring baby boomers and tougher still to attract the right "top performers" that make an organization great. Companies are taking action, positioning themselves as desirable places to work by building their employer brand. A strong corporate culture and consistent communication about that culture are prerequisites to success.
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