Children's Hospital of Orange County in California rolls out another in a long line of initiatives to change employee culture. Will persistence pay off this time around?Read More
With budgets remaining tight, more employers are focusing on nonfinancial rewards and customizing recognition at the local level to motivate and retain top performers.Read More
Companies with operations scattered around the world believe centralized reward plans reach more people and their value can be assessed more easily. Multinationals also reap financial benefits from a global approach, says one executive.Read More
Our IT product development company mostly serves large financial institutions. Although we have best practices in place for performance management and training, we continue to lose top-notch employees to some of these same companies that also are our clients. I’d like to know what combination of cash-based and noncash retention tools we could set up to help reverse the trend.Read More
What incentive plan elements do you recommend for an in-house recruiter? We are in the health care industry and want to provide incentives for the recruitment of clinical professionals, such as physicians and dentists. We are considering an incentive plan for our in-house recruiters to help achieve this goal. Is this a good idea, and, if so, what incentives should we consider offering?
When requested, employers must consider making reasonable accommodations for an employee to observe religious beliefs, unless the accommodation would cause the employer to suffer an undue hardship.Read More
I manage recognition across an employee population that spans multiple generations—some employees have more tenure with our company than other workers have been living. How do I convince top management that one size does not fit all when budgeting recognition dollars for programs, especially since these different employee groups sometimes have vastly different needs and expectations? What data are there to help me make a persuasive business case?
Our company provides an onboarding program that covers basic information and culture with new employees. However, we want to develop a program for employees who have been promoted or transferred to new positions. Our goal: ease their transition, strengthen social bonds between partners, foster continuous development, clarify expectations and overcome resistance to change. What are the fundamental elements we should be including in this new onboarding initiative?
The best way to drive employee engagement is for managers to accentuate the positive in employee performance. The second best engagement approach is to focus performance discussions on employee weaknesses. Worst choice: Give no feedback at all.Read More
How do I conduct job analysis as a means to describing all positions within our company?