This article by Dr. Bruce Berger of the University of Alabama identifies 17 reasons why organizations frequently ignore research findings and includes a list of 48 checkpoints that PR practitioners can use to assess the strength of their employee...
Organizations with sophisticated processes of identifying successor candidates to fill key leadership or other crucial roles in an organization realize significant employee engagement and retention gains, according to new research from Bersin by...
Your second quarter is coming to an end and your sales team isn't closing the deals it's forecasted. As expenses outweigh the current cash flow, your CEO is forced to prune the organization and puts the pressure on you to perform. You take the stand and demand immediate compliance from your team and explicitly set a high standard for performance -- will this leadership style yield the results you require?
Project managers do a bit of everything. They fill in the gaps as utility players while drawing up plays for the rest of the team. They research tools, craft proposals, and present plans to the higher-ups.
We just completed a major study of human capital trends around the world (Deloitte Global Human Capital Trends, 2,500 organizations in 90 countries) and the message is clear: companies are struggling to engage our modern, 21st century workforce.
Employee retention is one of retail agronomy’s biggest problems. With the challenges in our industry created by the seasonality, workload, rural settings and overall shortage of talent, it’s very difficult to find good people.
This issue of Sustainably Engaged covers the global trends affecting employee attraction, retention and engagement using insights from the 2014 Global Workforce and Global Talent Management and Rewards Studies.
While conventional wisdom would argue that success comes from being in the right industry, creating economies of scale, being at the forefront of technology, being a low cost provider or assembling extremely talented people; these companies had...
The millennial generation (those born in the 1980s and 1990s) have come of age at a time of great change and uncertainty in the work force. They have entered their careers amid the Great Recession and with the reality that they will likely change jobs every two years for the next 40 years of their lives.
Toxic managers are a fact of life. Some managers are toxic most of the time; most managers are toxic some of the time. Knowing how to deal with people who are rigid, aggressive, self-centered or exhibit other types of dysfunctional behaviour can improve your own health and that of others in the workplace. This author describes the mechanisms for coping.
Toxic managers dot the landscape in most organizations, making them seem, at times, like war zones. These managers can complicate your work, drain your energy, compromise your sanity, derail your projects and destroy your career. Your ability to deal with these corporate land mines will have a significant impact on your career. Those who are able to recognize toxic managers quickly and understand what makes them tick will be in the best position to protect themselves. Difficult managers are a fact of life and how they affect your life depends upon the skills you develop to deal with them.
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