snippets of wisdom


All the reasons why you should take note. They flag up the puzzle around why we’re falling short and how employers need to learn from their experiences to recover lost momentum. Done expertly, share-to-learn - ditto learn-to-share - is the consummate ant-disruption tool for the stop-start and cold-start workplace – and the unsurpassed new idea to come out of Human Resources (HR) for 40 years.

SHOCKING State of the Workplace in three big flexible labour economies of the UK, the US and Canada says

Can it be much worse? The State of the Workplace in the big flexible labour economies of the UK, US and Canada is that they’re nomadic, rootless, disloyal, amnesiac, insecure & needy, no place for productivity growth, which is the single biggest acknowledged problem facing the bigger industrialised economies.


REALLY simple illustration why flexible labour economies are automatically up to 30% less productive says

CONSIDER this arithmetical calculation around the flexible labour market. The average tenure of UK employees is now 66 months, less in the US. Reduce this by 12 for induction, a further 9 before departure and one months holiday allowance leaves their optimal productive period of their short tenure employment to under 70%. Is this any wonder that we’re having troubles with productivity growth?


An explanation why your Organisational Memory (OM) is so important. says

Most people would think employers daft if they threw away their most important intellectual asset. Yet most employing organisations do exactly this when their key decision-makers leave and take with them their employers’ important knowledge and experience. It leaves a leftover of evidence that has to be reinvented and re-applied if not captured.


THE underlying belief that stops many employers from learning from their own experiences says

BUT everything changes all the time, from products to circumstances, people and processes, so looking back is an irrelevant time waste. This irreverent belief is a typical response from modern managers to reflect on the past, whose historical awareness of business is generally too short to appreciate that the art of management is timeless. It’s all about APPLYING one good or bad experience on another and even when the experience is original, ensuring that that experience has the ability to sustain itself organically. Too much discontinuity on its own just slows everything down. To maximise their investment, employers have to ensure that their replacements inherit their predecessors’ knowledge and experiences.


THE easy way to judge how long is your ACTUAL corporate memory says

IF you want to judge the state of your Organisational Memory (OM), much of which includes individuals’ occupational memory, calculate your staff turnover. In the UK and the US it’s got to the point where the fingers of one hand can equate with the average tenure in years of most employees. Because not all departures happen at the same time, the illusion is of continuity but the reality is that the ACTUAL organisation-specific memory of in-situ individuals is still around five years with anything additional constrained by second-hand recollections of departed employees.

The truth is that actual OM is now short enough to remove any wider corporate perspective and impair decision-making.

An aside is that many employers have one or two long-serving employees who they mistakenly consider as adequate repositories of their OM. That’s disingenuously narrow.


WHY managers should not imitate what trainers do to race horses says

When it comes to providing replacements with the wherewithal to do their jobs efficiently, employers do themselves no favours by imitating what trainers do in the Sport of Kings. They use blinkers to cut out the peripheral vision of the horses they race. Employers are doing the same by withholding the important knowledge and experience that exiting employees take with them when they join the flexible labour market.

Horse sense it’s not.


HOW the UK employment market has baffled economists says

THE experts have been at a loss to pin down why our productivity growth has stalled. What they’ve missed is the PERCEIVED non-macro economic factor of production, the very flexible labour market. It’s disrupting jobs big time. It’s allowing valuable corporate knowledge and experience to decamp, also big time, with the result that decision-making is similarly impacted.

The workplace is where productivity lives and breathes. Company-related knowledge loss is happening to almost every employer across the land all the time, making this unacknowledged issue a real-time and very evident macro-economic factor.


MANAGEMENT ALERT for flexible labour markets in UK, US and Canada about unnoticed brain drain says

It wasn’t that long ago that the UK was experiencing a brain drain because of poor opportunities at home. Many of our best workers, from bricklayers to scientists, left our shores for better jobs elsewhere. In one way the UK economy is now much healthier with almost full employment but another brain drain is clouding its prospects, this time because of the very flexible labour market.

What departees are taking with them in vast amounts is their employers’ distinctive corporate knowledge and experience that could be captured and recycled through their replacements.

T & Cs

Privacy Policy