While there may be some masochistic gluttons for punishment out there, in general, it’s safe to say that nobody likes to be criticized—especially for their work.
Millennials are now the largest generation in the U.S. workforce. And personalized onboarding training is becoming critical to keeping them engaged and retained long term.
When employees are strapped for time, it’s easy for them to disregard long-term projects and goals and focus entirely on their immediate concerns.
Research continues to show that good employees leave bad managers, not necessarily bad roles or bad companies. Unfortunately, however, bad managers are prevalent across organizations and entire industries.
Managers are often expected to have some role in the training and development of their employees. After all, it’s the manager who oversees the work of his or her staff members. In addition, as the person responsible for the team’s performance, managers have a strong incentive to mold the performance of the individuals who compose […]
One study conducted by Columbia University shows that the likelihood of job turnover at an organization with a rich company culture is only 13.9%, whereas the probability of job turnover at an organization with low company culture is as high as 48.4%.
Did you know that, according to research and data, 58% of people claim they trust strangers more than their bosses and that 58% of managers claim they never received any form of training to be managers or to help them be better managers?
According to a 2014 report from Gallup, companies make the wrong choice in picking managers nearly 82% of the time. This has significant consequences for organizational productivity, as poor employee engagement is attributed to poor managers nearly 70% of the time. While the blame partly lies with management for its failure to bet on the […]
Too often business leaders reduce HR to little more than order-takers: fill requisitions, solve employee problems, calculate compensation tables, run surveys. While beneficial, these don’t compare to your higher purpose of ensuring the organization’s talent is—and gets treated as—a strategic asset. But you can’t play that role without first shattering the order-taker illusion and claiming […]
Finding meaning and purpose in what you do for a living is arguably a better way to live. Nurturing an organizational culture in which work has meaning and connects to a purpose (beyond making money) is arguably a better way to run a company. Why?