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Tag Archive from: organizational development

workplace engagement solution book

How One Tech CEO Created Talent Stability

By David Harder on the January, 16, 2018

The technology industry tends to be very good at hiring people, keeping them is an entirely different matter. Gourmet lunches, pool tables in the break room, gyms, and onsite daycare are certainly nice perks but the tech industry has the highest turnover within all industry categories. Average tenure hovers around […]


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Shattering the Business of Sexual Harassment

By David Harder on the January, 10, 2018

The phenomenon of transparency has led to a tectonic shift in how our culture responds to sexual harassment. For many of us, the surprisingly swift departures of CEOs, bankable celebrities, politicians and other big revenue makers indicate a tipping point. Why are actions like these so very new?   For […]


harvey

Is This Man A Tipping Point for All of Us?

By David Harder on the October, 17, 2017

In the last few days, I’ve made a couple of feeble attempts to say anything about the sexual harrassment scandal with Harvey Weinstein as well as our President. But, I actually have quite a bit to say. When I was in my 20s & 30s, I worked in business development. […]


workplace engagement solution book

No Shortcuts – Adam Miller’s Road to Talent Success

By David Harder on the August, 3, 2017

The only true shortcut to success is in recognizing there are no shortcuts to success.   David Harder’s new book, The Workplace Engagement Solution, points out how disengagement often begins when we attempt shortcuts in how we build our talent. Instead of developing a robust employer brand, some organizations hire for expedience. […]


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The History of Disengagement – (Final Chapter) – What the Bleep Happened?

By David Harder on the June, 5, 2017

“If you don’t like something, change it. If you can’t change it, change your attitude.” – Maya Angelou The turn of the century (2000) delivered an unprecedented number of angry, disillusioned, and unmotivated workers to America’s organizations. In 24 years, most businesses had adopted the philosophies of the Meckling / […]


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The History Behind the World’s Most Disengaged Workforce (Part Two)

By David Harder on the June, 2, 2017

“America’s greatness has been the greatness of a free people who share certain moral commitments.” Freedom without moral commitment is aimless and promptly self-destructive.” John W. Gardner In 1975, America had a relatively stable workforce that clocked-in & clocked-out. We were living the dream spawned almost 300 years before during […]


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The History Behind The World’s Most Disengaged Workforce (Part One)

By David Harder on the June, 1, 2017

“Those who do not learn history are doomed to repeat it.” George Santayana It is a fact that about 87% of the global workforce is disengaged. There are a series of historic events that created our present challenges. And, there is value in studying what happened that created so much […]


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Why Must Employee Engagement Have a Democratic Solution?

By David Harder on the May, 30, 2017

In August, Career Press publishes my new book The Workplace Engagement Solution. As many of my readers know, I have declared war on disengagement. According to Gallup, the trance of disengagement impacts 87% of the world’s workers. It hurts families and undermines our children’s future. The trance does more than […]


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Why the CEO Must be the First to Engage

By David Harder on the May, 29, 2017

If 87% of the world’s talent is disengaged, the probability of CEOs also being actively disengaged is pretty high. With a purely democratic solution, the global disengagement problem can only be solved if everyone from the entry-level worker to the CEO/owner is dealing directly with his or her own engagement. […]


rabbit in grassy field

The Missing Lesson in John Sculley’s Bloody Turf War

By David Harder on the May, 28, 2017

Business Insider recently named John Sculley one of the “fifteen worst CEOs of all time.” Little is said about the pathology that led to his stripping “rival” Steve Jobs of all power, essentially firing him. I often characterize disengagement as “going through the motions without thinking of motion’s consequences.” We […]


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