Millions of college graduates are joining the American workforce this month--and what they want and expect from work isn't the same as it was for their older siblings. Employers and generational experts discuss what this latest generation is looking for in its jobs and careers.Read More
Which performance-management and professional-development strategies would work best in a nonprofit, public-sector, unionized environment? More specifically, which type of incentives and learning culture are needed for employees to embrace professional development when job security is not an issue, under-performance is difficult to address, guaranteed salaries are negotiated by the union, and there is no room for bonuses?
Amid ongoing downsizing and employee discontent, Bell Canada had to break down institutional barriers in order to redeploy workers from threatened departments rather than hire outside candidates for new openings. A wide-ranging initiative called Bell People First has redeployed more than 1,500 workers at risk for downsizing and saved about $36 million in severance costs during the first two years alone.Read More
Managers can often be stumbling blocks to internal mobility in a company. Smart firms may want to set up systems that encourage managers to play a stronger role in advancing their underlings’ careers, or that at least prevent managers from hindering workers who want to transfer.Read More
While some supermarket chains slash benefits to cut costs, Wegmans and Stew Leonard's are bucking the trend, cementing employee loyalty and raking in big profitsRead More
BC Hydro is looking to preserve its knowledge through an aggressive apprenticeship program, one that can run longer than a stint in law school.Read More
I have two key managers--one who heads development and another in charge of quality assurance--who accept their staff's shortcomings. In short, they seem more interested in developing personal relationships than achieving key company goals. Rather than set goals for skills development, they work around or make excuses for their employees. Training, seminars, extension courses, etc., have been suggested, to no avail. What else can I do?
I work for a civil engineering firm, and I’m trying to develop career paths for the different positions in my company as part of our retention practice. How do I start? What information should I include?
Our employees are asking for individual career plans. They want to know what’s in store for them in the future. We’ve tried giving them a general scenario of limited upward mobility, with the possibility of lateral job rotations. This is not enough to satisfy our employees, who want specifics. How can we promise that?
We need to revamp our tuition-reimbursement policy but want to know what practices other companies are following. What is the average reimbursement rate for tuition among U.S. companies? Is there any data that looks at the relationship between reimbursement policy and employee productivity?