Kelly survey says 66 percent of women and 62 percent of males are happy or very happy with their job; Sibson reports that career satisfaction dropped from 61 percent in 2003 to 41 percent this year.Read More
Don’t let tenured employees take advantage of their junior colleagues. Otherwise, you risk driving away valuable people.Read More
Meet the new American worker: less satisfied, less engaged, but unlikely to leave his job. Those are the conclusions of a new study that surveyed some 1,200 U.S. employees.Read More
We are a diversified organization with 11 companies (all in retail merchandising). What are the steps we should take to build a corporate culture oriented around customer service? What are the critical variables to consider in creating an incentive scheme? Can you share some customer service measuring tool?
Cathryn Gabor, a 20-year human resources veteran, joined AXA Equitable Life Insurance Co. in September as senior vice president of talent management and human resources. Gabor spoke to Workforce Management about how she plans to help AXA reach its goal of doubling revenue and tripling profit by 2012.Read More
Beginning with this post. Dr. John Sullivan will write a monthly column for Workforce.com and Workforce Management . Sullivan, a professor of management at San Francisco State University, is one of the leading strategists in the field of workforce management. Human resource professionals must accept the responsibility of providing managers with a list of what motivates and frustrates a new or recently transferred employee.Read More
How do I increase motivation levels in the department? How do I brand my business unit as an attractive place to work? I have top-notch IT professionals in my business unit who feel they are "children of a lesser God" because they are non-billable resources and do not get plum postings abroad, nor the glamour that goes with them. As a result, their motivation suffers.
Morale appears to be a big problem at our workplace. What tools and ideas can be implemented to improve it?
I am a middle manager dealing with morale issues due to outsourcing by our company. How do I best manage the situation?
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?