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Recognition

Dear Workforce What Is the Secret to Fostering Career Development for Top Performers

November 24, 2009
We have devised a technician development program as a career development tool for technicians. It has helped keep turnover below 2 percent during the past two years. However, after a few years, many technicians will reach maximum salary levels and have very little room to grow, other than possibly being promoted to supervisory roles. How can we aid their career progression and boost our chances of retaining these valuable contributors?
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C-Suite August

October 13, 2009
This month’s digest of who’s coming, going and moving up in the world of workforce management.
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Why Employees Stay—Employee vs. Employer

September 30, 2009
Good relationships with co-workers, job security and a desirable commute top the list of reasons employees stay in their jobs. In earlier surveys (2005 and 2006), good relationships with managers, good relationships with co-workers and desirable work hours were the top three, reflecting a possible breakdown in trust.
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Appeal of Gift Cards Expiring

September 30, 2009
Gift cards have long been a staple of employee recognition programs. But then came high-profile bankruptcies of well-known retailers and criticism of the profits that vendors make from gift-card “breakage”—the term for cards that are sold but not used.
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Why Employees Leave—Employee vs. Employer

September 30, 2009
Employers and employees differ over the importance of recognition in an employee’s decision to look for a new job. Twenty-nine percent of employers view this as a significant factor, while 39 percent of employees feel this plays a significant role.
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The Two Faces of Executive Coaching

September 23, 2009
One group is basing its business on a Jack Welch model, while the other is a tent revival meeting featuring business-coach versions of Billy Mays, Jimmy Swaggart and Tony Robbins. And the scary thing is that both groups get coaching gigs in corporate America.
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Dear Workforce What Role Does Training Play in Overcoming Employee Discontent With Supervisors

August 13, 2009
We have come to the conclusion that our supervisors do not have the required skills to properly manage their people. We think our current supervisor tool kit (it is in the form of a folder of useful information, links to self-help modules, etc.) is not giving them the information they need (or at least maybe not in a format or layout that delivers the message). Our survey shows that 65 percent of our employees are unhappy with how they are supervised. How could we enhance the tool kit to make managers more engaging and effective? What might they need to perform their roles well?
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