Three years ago our company began merging with a larger company, so we issued stay bonuses to all employees. Now the merger is off and most of the senior staff is ready to retire. Trouble is, we have no succession plan in place. Keeping newer employees from the merger together with existing senior employees poses a potential morale problem. How should we handle this?
Imagine a workforce that's wholly committed to a set of values that constrains their behavior, but leaves executives free to do as they please.Read More
How do I change the attitude of employees who only care about money and do only what is asked of them?
The owner of Virgin talks about praising employees (lavish it on them at all times), firing people (seldom an option) and how to demonstrate trust in managers (intervene as little as possible).Read More
Tom Terez wonders if, like Handel, your company and its people can tap into the genius of being “in the zone.”Read More
Vincent Stabile shares the discount airline’s recipe for earning worker loyalty: “We treat our people the way we want them to treat the customers."Read More
There's no demonstrable ROI, but that doesn't stop the venerable company picnic.Read More
What is the best approach for us to determine employee performance bonuses?
Management gurus, including Stephen Covey, Tom Peters and Gary Hamel, are making millions by promising companies that their techniques and insights can improve productivity and make the most of human capital. Whether they really deliver on those promises is another issue.Read More
What can our HR department do to help our company build a strong customer service chain? Our goal is to delight and surprise our customers, get genuine internal feedback, and identify our weaknesses.