When Michael O’Malley discusses the hive mind, he’s not speaking figuratively. A social psychologist, Yale University Press editor and longtime beekeeper, O’Malley applied his apiarian knowledge to management practices in The Wisdom of Bees: What the Hive Can Teach Business About Leadership, Efficiency, and Growth.
AlliedBarton’s turnover is well below 50 percent, less than half the industry standard. The company has more than 1,100 open positions posted on its Web site; a large majority are guard jobs.
Employers can improve the situation by encouraging social interaction among all workers and including temps in such things as formal and informal departmental lunches and holiday parties, according to the research.
Nurtured by strong leadership, the ‘invincibles’ can pull organizations through turbulent times.
How can we raise participation rates in our wellness program? Currently, about 8 percent of employees participate, but we obviously would like this to be higher. We are a relatively young company—average age of employees is 34. How could we respond when members of our staff say they are looking for “instant gratification” rather than long-term goals for participating?
Employees who are caregivers for aging parents need all the help they can get. Here are some steps employers can take to assist them—and keep up productivity at the same time.
It’s fine for an organization to tout goals of diversity and inclusion. It’s the actual implementation of the plan that can draw criticism and legal challenges. The key to today’s legally defensible diversity initiatives is to concentrate diversity efforts on expanding the pipeline of candidates to include as many diverse candidates as possible. Here are some best-practice suggestions.
Best practices and new tools can help make next-generation learning a reality. Leading companies today are creating secure, sponsored Learning 2.0 environments that not only broaden the scope of who can contribute knowledge—tapping into the ‘crowd’—but are also using that crowd to sift through and evaluate those contributions. The result is access to knowledge that is not just broader, but deeper as well.
We have a segment of veteran employees who are used to doing things a certain way. This poses a conflict with newer employees, especially as we try to build a more nimble and service-focused organization. How can we change the behaviors of our seasoned workers without alienating them? We have tried using them as mentors, but that has resulted in teaching newcomers to do things “the way they have always been done.”
From an employer’s perspective, wellness-related social networks are still in their infancy. But interest is growing.