The new year dawns with worries that disenchanted workers are searching for other job opportunities. Training can help revive morale.Read More
Many organizations are asking for HR professionals with talent management expertise. Practically speaking, when someone is engaged in talent management, what is he or she doing?
U.S. companies regained their appetite for employee development in 2010, but a new report shows their tastes are changing.Read More
Virtual tools may be handy, but they come with a learning curve, experts say.Read More
Joanna Geraghty, 38, became JetBlue’s chief people officer in September. Geraghty takes the reins as JetBlue is adding routes and expanding its workforce. But the company’s image also has taken some knocks. Geraghty recently spoke to Workforce Management senior writer Rita Pyrillis.Read More
The comeback of company-sponsored get-togethers is providing a year-end boost for the city’s hospitality industry, which was slammed by the recession. Corporate bookings are up significantly from last year at many hotels, restaurants and other venues.Read More
Online, informal and social learning are increasingly part of the corporate training mix; their elements are often blended with traditional classroom sessions to create a recipe for training success. As a result, face-to-face learning has become rarer and is reserved for specialized, highly complex or contextual material.Read More
Training budgets shrank slightly in 2009 as companies zeroed in on efficiency and high-value learning, ASTD report finds.Read More
We are an animation company and work on multiple projects of varied complexities. The individual performance evaluation is done based on similar KSAs (knowledge, skills and abilities) defined for specific roles. Our challenge: how to normalize the performance across different projects for individuals with same ratings when evaluating pay hikes/promotions. We will not be able to consider them at the same competency level because their work is of varied complexities.
Despite attention to onboarding and engaging them, we can’t seem to retain our early-career professionals (those with fewer than five years’ seniority). For example, we have implemented engagement interview with management team members, provide a new-hire engagement program, and orientation workshops—yet turnover among young professionals remains unacceptably high. What are we doing wrong? More important, how can we reverse the trend?