“Innovation” has become one of the most important buzzwords in 21st-century business. Every company wants to be an “innovative” company nowadays. But just as with so many other buzzwords, sometimes a trend becomes so popular that it almost becomes meaningless.
If you answered your manager, you are in the minority! That’s right: Recent research found that 64% of respondents would trust a robot more than they trust their manager.
The current hiring landscape is proving to be difficult for all employers looking to hire skilled talent. While the struggles of today may not necessarily be the struggles of tomorrow, it’s best for employers to be prepared and plan ahead.
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?
Who wins in a courageous workforce? Everyone. With fewer anxieties and fears—and more grit and determination—courageous workers take on more challenging projects, cope better with change, and speak up on important issues. The boss and the company benefit, and by improving their own performance, employees do, too.
Management doesn’t care about us—they don’t even know who we are. Management walks around the office and never talks to anyone—it’s like we are invisible.
In the 12 months through July, the U.S. economy created 66.7 million hires only to be nearly matched by 64.2 million separations. Federal Reserve Chairman Jerome Powell has noted the high quit rates indicate a near full employment of the U.S. workforce. As a result, leaders today are facing competitive pressures to keep their star […]
When I talk to HR leaders, they often mention how frustrated their employees are by how difficult it is to get timely answers to simple questions about corporate policies, benefits, workplace amenities, and other everyday issues.
As an employer, you want to encourage the people in your organization to perform to the best of their ability, but when does striving for excellence become an unhealthy obsession with perfection?
The value of mentoring to mentees, mentors, and organizations in general has been well established. But what happens when mentors offer poor advice?