While companies are posting record profits, Americans are working harder than ever before for a nominal wage increase. The national unemployment rate has been cut in half since 2010 and the economy is projected to grow by almost 50% between 2010 and 2020. Despite this positive outlook, employees are overworked, burned out, and dissatisfied
Open positions being posted on LinkedIn, via the feed page, have become routine with the improving job market, but they won’t lead to a highly qualified candidate because mass posting is a waste of time. LinkedIn allows potential job candidates to brand themselves. Through a users post we can both tell a little bit about the type …
A scarce product, whose worth is hard to assess and for which buyers will pay enormous, seemingly irrational prices. The market for highly paid chief executives looks a bit like the market for Modiglianis. And, like works of art, executives are
“My job was to make everyone understand that the impossible was possible. That’s the difference between leadership and management,” reads the back cover of Alex Ferguson’s new book, Leading . It’s hard to think of a business idea that has had more
Millennials represent the largest share of the labor market, but many feel little loyalty to their employers and have one foot out the door. How can CMOs and other C-level executives—who have invested significant resources in understanding millennials as customers—recruit and retain this age bracket’s top talent as employees?
You’ve heard it before: “People leave managers, not companies.” To keep an engaged workforce (aka your biggest competitive advantage), you need to invest in building better managers. Like, yesterday. Ineffective managers are harmful to business, costing not just your best talent, but money, time, and opportunities. That’s why Google, one of the nation’s leading places to work, compiled data to identify these eight traits of effective managers:
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