Time-crunched employees are increasingly looking to their jobs to provide opportunities for the good deeds that they don't have the hours for outside of work, and companies are responding. But karmic satisfaction is only part of the payoff.
Data from the Center for Talent Innovation (CTI) shows that the vast majority of college graduates want to amplify their commitment to good causes through their employer. According to the Deloitte Volunteer Impact Survey (PDF), Generation Ys who frequently participate in their company's volunteer activities are more likely to be very proud to work for their company, feel very loyal, and are very satisfied with the progression of their careers. In fact, for many recent college graduates, a robust corporate social responsibility (CSR) mandate makes a crucial difference in where they choose to work, with 77% of respondents in a recent study (PDF) indicating that "a company's commitment to social issues is important when I decide where to work."
APQC just released its latest human capital management (HCM) best practices report which is full of strategies to help organizations beat the technical talent shortage.
Technical Talent Management: Sourcing, Developing, and Retaining Technical Talent describes 19 best practices for effectively managing technical talent across the employment life cycle. Topics include:
governing a technical talent management program; recruiting, rewarding, and retaining technical workers; managing technical talent performance, development, and careers; and transferring technical knowledge.
We interviewed Paula Singer, CEO/Chief Strategist at The Singer Group, Inc. She told us that her focus is helping her clients reach excellence.Paula has extensive expertise in leadership coaching, strategic planning, change management, and organizational development. Her in-depth experience in every aspect of the human resources function, has enabled her to play a key role in helping organizations develop innovative solutions that allow for greater effectiveness in achieving their missions.
So you're at the top of the ladder, eh? Here's how to make sure you are not just producing results, but that you are also trusted to lead.You started modestly in your career and have made it to the management team--congrats.
L’auteur et journaliste Adam Bryant présente régulièrement dans le New York Times des entretiens qu’il a avec différents leaders. Essentiellement, ses questions se résument à percer le code de leadership du chef d’entreprise interviewé.
Founded in 1943, ASCD (formerly the Association for Supervision and Curriculum Development) is an educational leadership organization dedicated to advancing best practices and policies for the success of each learner.
Last week I witnessed something in the boardroom of one of my clients that I’d only seen with actors following a script on TV or in the movies: A genuinely honest dialogue among a senior leadership team.
Are the managers in your organisation required, as part of performance appraisal, to evaluate employee performance against a rating system? Do those managers find evaluating and rating employee performance a challenge?
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