Latest news with #organizationalEffectiveness
National Post
24-06-2025
- Business
- National Post
New OrgChart Report Finds 88% of HR Leaders Face Visibility and Planning Challenges, but Are Prioritizing Better Tools
Article content Lack of visibility continues to impact the success of organizational effectiveness, driving to demand for tools that consolidate data and track metrics Article content HR continues to rely on spreadsheets and manually created org charts as visibility, insight, and planning tools, with 50% of HR leaders spending 5 hours or more a month updating org charts 68% of HR leaders want tools to put all of their HR data in one place 84% of HR leaders plan to invest more in tools that increase visibility and insight into their organization Article content NOVATO, Calif. — New research from OrgChart, a market-leading organizational chart and workforce planning solution, reveals the majority of HR leaders in the U.S. lack visibility into the organizations they support. As a result, they plan to invest in better visibility and planning tools, including org charts and position management workforce planning software. Article content The report, The State of HR Visibility and Insight, includes results from a survey of more than 400 HR leaders in the U.S. Key findings include that 47% of respondents said they lacked visibility into their current organizational structure, open positions, or both. 40% also had difficulty tracking success metrics or KPIs related to organizational change, and 27% had difficulty headcount planning. Article content Looking more closely into what tools HR leaders were currently using revealed that many relied on spreadsheets for visibility and planning, and 43% manually created org charts in PowerPoint or diagramming tools like Visio. These static tools need to be manually updated and can become outdated quickly. The survey revealed that 50% of HR teams are spending 5 hours or more a month on keeping their org charts up to date, taking time away from more strategic work. Article content In the future, HR leaders not only want to, but plan to invest in better visibility and planning tools. 68% of leaders said tools that help them put all of their HR data in one place is valuable for visibility and insight, and 72% said that tools that track and compare the metrics of different organizational plans are valuable for strategic planning. Article content 'HR teams play a critical role not only in supporting their people, but also shaping the future of their organizations,' said Tom McCarty, CEO of OrgChart. 'Right now, HR has an abundance of data at their fingertips that can be used to plan for the future, but many HR leaders still lack the tools, and therefore, the ability to make the most of it. Article content 'That said, it's encouraging to see so many HR leaders passionate about finding solutions to visibility challenges, and vocal about what they need, such as data consolidation and KPI tracking. This openness to try new tools is an encouraging trend.' Article content OrgChart will be at SHRM's annual conference in San Diego starting July 29 and available to discuss findings from The State of HR Visibility and Insight. Article content About OrgChart Article content OrgChart is a leading organizational chart automation and workforce planning solution, built for HR professionals and the people leaders they support. OrgChart simplifies the complexity of HR work, providing unparalleled visibility into an organization's personnel, and surfacing valuable insights for strategic decisions about future organizational structures. As a best-in-class SaaS solution, OrgChart easily integrates with other applications, including over 50 HR platforms, allowing customers to get the most out of their people data. Article content Article content Article content Article content Contacts Article content OrgChart Media Contact: Article content Article content Article content
Forbes
20-06-2025
- Business
- Forbes
The Science Of Trust: Why It's More Gift Than Transaction
Lynda Silsbee, Founder, Alliance for Leadership Acceleration and the Leadership Acceleration Program. Organizational effectiveness expert. Let's start with a controversial truth: Trust isn't something you earn. It's something you're given. Now hold your gasp—this isn't about giving blind trust to every charming new manager who remembers your dog's name. It's about acknowledging that trust, at its core, is a gift—offered freely, often before it's 'deserved.' And as with any gift, it's delicate, powerful and far more personal than we often admit. In today's world of fast-paced teams, hybrid workforces and AI assistants who never take lunch breaks, the human currency of trust matters more than ever. Trust is the critical asset to improve teamwork, foster collaboration, drive engagement and manage constant change. That said, Gallup found that "only 21% of U.S. employees strongly agree that they trust the leadership of their organization. This marks a noteworthy decline from its 2019 peak (24%)." According to PwC's "2024 Trust Survey," 93% of business executives agree that building and maintaining trust improves the bottom line." Trust begins to build when employees feel inspired by senior leaders and see strategic actions leading to business success. Trust is complex and means different things to different people and in different contexts. It's important to talk about trust, creating shared definitions and expectations to build trust across a team or organization. So, what builds this seemingly intangible yet make-or-break element of team culture? It's not just charisma or good intentions. We use a simple and research-backed framework that demystifies the magic of trust: the three C's of trust—competence, consistency and care. This creates a shared language and understanding so people can talk about specific behaviors that affect trust (build it or break it) and creates stronger, more productive relationships. It's the most obvious—and often overemphasized—dimension of trust. Competence answers the question, 'Can I rely on you to get the job done?' Think of it like hiring a pilot: You want to know they can fly the plane, not just smile during turbulence. Leaders who demonstrate skill, make sound decisions and deliver results start the trust conversation on solid footing. But here's the twist: Competence alone doesn't inspire followership. A brilliant manager who's erratic or uncaring will lose the room faster than you can say, 'quarterly results.' Which brings us to the next C ... Predictability isn't sexy, but it's safe. And in a world where change is constant, people crave anchors. Leaders build trust when they follow through, stay grounded in their values and show up in a way that people can count on—especially in tough times. It's why we remember the manager who had our back during a layoff or the colleague who always follows through on commitments, even small ones. Inconsistency is the fastest trust killer. Miss one too many deadlines or shift directions without context, and trust starts to slip through your fingers—no matter how competent or well-meaning you are. This is the wild card—the most human and often most neglected of the three. Care is where trust stops being transactional and becomes relational. It asks: Do you see me? Do you respect me? Will you act in a way that serves not just your goals, but mine too? In leadership, this shows up as empathy, active listening, advocacy and small moments of connection. Leaders who care create psychological safety. They normalize feedback. They ask how someone's doing before diving into what they're doing. In doing so, they open the door for discretionary effort—the difference between someone working for you and someone going to bat for you. Here's where the model becomes powerful. You need all three C's—competence, consistency and care—to truly earn the trust gift from your team or colleagues. Remove any one, and trust falters: • Competent + Consistent But Not Caring? You'll be respected, but never followed with heart. • Caring + Competent But Not Consistent? You'll confuse people, eroding confidence. • Consistent + Caring But Not Competent? You'll be beloved, but not entrusted with critical decisions. Trust is holistic. When all three C's are present, something beautiful happens: People give you the benefit of the doubt, collaborate more openly and assume positive intent. Start by asking yourself and your team: • Where am I showing up strong across the three C's? • Where might I be falling short, especially under pressure? And remember, trust-building isn't a checkbox. It's a practice. Like fitness or leadership itself, it's a daily discipline, made up of a thousand small moments—done imperfectly but authentically. It's also contagious. Teams that operate in a high-trust environment mirror that trust outward—to customers, partners and stakeholders. That's not fluff; that's a performance advantage. When someone trusts you, they're giving you something rare: the benefit of their vulnerability. They're saying, 'I believe in you enough to let go of control.' So, yes, trust can be earned over time—but only if we treat it as the gift it is in the first place. Your job, as a leader? Show up. Deliver. Care deeply. And never forget: People will follow those they trust—and flee those they don't. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
