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.Read More
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.Read More
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?
Group rewards travel—corporate junkets that are a combination of education and recreation—was standard fare at many major companies until the recession hit, but it has taken a nose dive.Read More
To help corporations differentiate between the incentive trips and meetings or conferences, the US. Travel Association, working with the incentive and travel industries, has developed guidelines ‘to ensure transparency and accountability’ for companies receiving federal assistance.Read More
How do we devise criteria for recognizing top-performing police officers? We believe officers should not be judged solely on the number of citations, arrests or captured arsonists they get in a month. I am looking to base the assessment on “soft” skills so that, when each lieutenant and sergeant tries to push for their people, there are factors that will separate each officer and let us see who the best performers truly are each month.
Apart from financial measures such as billable hours, how can professional services organizations measure performance at an individual level and link this back to overall company performance in order to appropriately award out incentive payments?
I hope you'll enter this year's Workforce Management Optimas Awards and tell us what your organization is doing that is worthy and impressive-and delivers superior bottom-line business results.Read More
Most material I’ve read says that supervisors should say thanks for a job well done. What happens when the efforts of an employee are not good? I don’t to want to say, "Good job, but ..." and list the all the areas that need improvement. What could I do to start the performance conversation (constructively)?
The decision to pay the bonus amid rising losses and workforce reductions recognizes the importance of quality in ‘winning new business,’ a Visteon spokesman said.Read More