If you’re not thinking about referral programs strategically, I’m here to change your mind (and offer tips!). Recently, I spoke on a webinar with Glassdoor for Employers’ Mallory Brown on 9 Steps to Building Happy Hires through a dynamic, strategic referral program. There were 50 QUESTIONS during this webinar – so while a majority of organizations have referrals programs and generally know that referrals are the number one source of hire, there is still a lot of uncertainty around how to make these programs effective and engaging.
During my travels as a veteran road warrior, I’ve recently encountered exceptionally great signs of short-staffing, and employees who were (or should have been) wearing “trainee” badges, or perhaps personal flotation devices.
Toxic employees wreak havoc on an organization. First and foremost, they increase stress, according to those surveyed, followed by decreasing overall job satisfaction. For the organization as a whole, respondents believe a toxic employee decreases morale, followed by decreasing productivity, and decreasing the quality of work product. For women, toxic employees have a more detrimental effect, as 10 percent more women reported toxic employees increase their likelihood to leave a job than their male counterparts.
Learning strategies are drastically changing as new technologies create a variety of exciting ways that an individual can learn. The transformation of learning content has increased exponentially in the last decade, in large part due to shifts in the way individuals prefer to learn and consume information.
Thanks to today’s towering demand, you’ve likely received the call to serve as a leader. Collaborative, innovative, risk-taking leaders are needed at every level, which matters more now than ever before.
HR leaders are stewards of immense amounts of people data, and we understand the biases present in human decision-making. People analytics should be used to measure, predict, and influence the most business-relevant human capital outcomes such as turnover, engagement, and selection.
John worked long hours, was passionate about his work and was devoted to the organization he worked for. He would often work weekends rather than rest and recuperate. His goal was to someday head up the organization. Until he decided to leave.
There are many studies and articles that talk about ways to build a corporate culture, to increase employee engagement, and improve employee performance. But no one of these can be achieved in a silo. Culture, engagement, and performance are all part of a single unified experience.
Most — possibly even all — industries are likely to undergo some type of transformation within the next few years, whether because of new technologies, industry consolidation, or other competitive pressures. Theses changes will affect consumers, organizations, and even employees. In the midst of an industry-wide disruption, how can HR leaders of organizations retain employees and keep them motivated? Keep them engaged.
If you are like most employers, you squander the best opportunity you have to engage, shape and retain them as employees. Most employers are so driven to find talent and make a good first impression through the recruitment process that they neglect to think about what will happen once the employee shows up on their first day, ready for work.
Think about a leader in your life who people deeply commit their time, talent, and hearts to.
I’m talking about the kind of leader who values and recognizes the greatness in others – even when people do not believe in their own greatness. This kind of leader thrives on creating an environment where people are “all in.”
Much of the millennial generation says they can’t describe their jobs and professional roles to their parents and grandparents because their older family members just don’t get it.
Millennials have a higher degree of digital literacy than their parents and grandparents, which means they’ve been trained and have the ability to use digital devices at work to fill needs of quick communication, efficient collaboration and stellar performance.
Employees approach management multiple times per week to talk about their development, how they can get a promotion and when it might happen.
The Leadership Challenge® is a global campaign to liberate the leader in everyone. Approaching leadership as a measurable, learnable, and teachable set of behaviors, our framework grew out of rigorous research that first began in 1982, when we set out to understand those times when leaders performed at their personal best.
In the face of adversity, why do some people flourish while others fold? The essential condition required to live a flourishing life is not found in the absence of challenge, but rather in a person’s ability to persevere amidst trials. Resilience is demonstrated in both positive and negative life events.
If there is, in fact, a certain amount of time from employees’ first day of work until the day they reach high performance goals, how can leaders prepare them to be productive and dynamic from day one?
Leaders who expect to see results in their strategic design implementation have to focus on all parts of the organization and remember that even in tough times, transformation never really stops.
When components of the workplace are collaborating to facilitate change, only then is a strategic design successfully implemented. Change is common in organizations, but not all transformations achieve results.
There’s a reason why Steve Jobs, Barack Obama and Mark Zuckerberg wear the same clothes on an everyday basis. It is the same reason why most great leaders choose to put on their running shoes first thing in the morning. So look around. How do you plan to beat ego depletion?
Just about a year-and-a-half after its Grand Opening, ivivva Kenwood Towne Centre will have closed its doors. Even the longest-running ivivva employees experienced a very short tenure with the company, but their time should be valued, and the departure should be handled with the best of practices and highest sensitivity.
Nearly a third of the hourly workforce see their jobs as the start of a career path with the companies they work for. With the cost of recruitment so high, doesn’t it make good business sense to focus on developing those employees who want to grow with the organization?