Leveraging econometric analysis of a dataset of approximately 63,000 hired employees spanning approximately 250,000 observations, this report looks not only at the measurable costs of toxic behavior such as sexual harassment, theft and fraud, but also other, equally damaging and harder-to-measure costs. The report examines these indirect costs closely, looking particularly at the toll toxic employees take on co-workers, and concludes that these costs create an even larger financial burden on businesses than the direct impact of an employee’s misbehavior.
July 8, 2016 | Michael Lee Stallard and Dr. Todd Hall | HCI
Who experiences greater levels of stress: you or your boss? When we ask this question while teaching workshops on leadership, nearly all the bosses in the room respond that they are the ones under greater stress. They’re wrong. Hard data makes it clear that non-leaders experience greater stress, and in many instances it has a negative effect on their performance.
While a talent management strategy that unifies every phase of the employee lifecycle is critical to building a resilient, engaged workforce, it’s only the beginning. Getting the most from your people—while keeping them ...