Edelman has been publishing their annual Trust Barometer Report for 20 years now, and the 2020 report illustrates what you might call an 'epic fail' in trust across the board. No institutions are seen as being both competent AND ethical. Only business is seen as being competent and only NGOs are seen as ethical. Add to that the fact that 56% percent of respondents believe that capitalism as it currently operates today is doing more harm than good and you can see that there is both a significant need for change as well as a tremendous opportunity for transformation. It shouldn't surprise anyone to hear that trust and transparency are more critical to success than ever, especially given current circumstances. So let's take a look at the highlights from the 2020 Trust Barometer Report and how they matter to you.

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Creating a culture where Employees are given real-time feedback and recognition might just be the most underestimated strategy in business. And according to the Wall Street Journal, ‘awards, recognition and praise might just be the single most cost effective way to maintain a happy productive workforce.' It’s no secret that ‘Performance Management’ doesn’t achieve what its meant to, but how can you tap into the power of real-time feedback and recognition to improve and enhance managing performance in your business? 

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It's easy for HR to dismiss the benefits of measuring the metrics within your organisation. After all, numbers are often considered to be the responsibility of the Finance Department. However, case studies prove time and again that if you want to know what your people think, what matters to them, how you're tracking against the important things and generally how you're performing as an organisation, it is imperative for you to decide on some metrics and then measure them religiously and regularly.

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Times they are a changing! In fact, the only thing you can really be sure of, is change itself. If doing business, and doing it well in the Human Era is predicated on building trust and trusted connections, how do we go about doing exactly that in a ‘Human Era’ context?

The Merriam Webster Dictionary defines ‘Trust’ in the following way: ‘A belief that someone or something is reliable, good, honest, effective, etc.’

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All this talk about values got me thinking : I wonder how many of us, HR Professionals in particular, actually really know what our own personal values are. Why do we do what we do, and what gets us out of bed in the mornings?

I’m sure most of us think we know what they are. However, if you look at the statistics, 30% of people often cite family as one of their most important values, yet a surprising number of these people also often spend a lot of time travelling for business meetings.

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