To connect with its employees and improve engagement, DreamWorks introduced initiatives that range from paying for the personalization of workspaces to sending daily updates from the CEO.
The journey from ruin to rebirth involves lessons in taking care of employees, operating a store amid chaos and excelling at customer service despite having no nice building to work in.Read More
Excessive fear regarding the misclassification of workers and resulting liability can lead organizations to distance themselves unnecessarily from contractors and temps. The result is bad for both companies and contingents.Read More
Two new surveys point toward executives realizing that the random gift card, or company watch and pin for years of service, do little to motivate behavior.
Begin by defining role-based competencies and behaviors for every employee so they know exactly what is expected of them. These competencies should include the five or six qualities that define success for every member of the organization.Read More
Aside from a few people, we have a horrific time getting employees to work overtime. We have to practically beg for volunteers. We're considering a rotating schedule of mandatory on-call weeks in which the entire workforce shares the inconvenience of pulling extra hours. Would this work? What else could we try?
—Frazzled in HR, software/systems, Knoxville, Tennessee
Why companies have to love their contingents, not just abide by the law and use them to cut labor costs.Read More
The company's short-range goal is to use coaching to boost the bottom line through cost savings and more efficient operations. Longer term, it's hoped that coaching will supplant the annual ritual of performance reviews.
Much like fishing, in dealing with marginally performing workers, employers must know when to fish and when to call it a day. And, much like our ship's captain, you usually don't quit at the first sign of failure.Read More