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.
Researchers say flexibility is a critical but overlooked factor in making work work. An award program seeks to recognize firms who achieve strategic results with the use of flexible work.
The low rate of relocations bucks the usual trend: Relocations usually increase in a recession because people look elsewhere when they can’t find jobs locally.
A study highlights how office trash talk can hinder a person’s ability to manage others, destroy camaraderie and fuel increased turnover.
A number of workplace experts say the economic slump has triggered a rise in belligerent behavior on the part of supervisors.
A survey by Workforce Management and Workplace Options finds that a bad connection with the immediate boss is not the main reason workers are thinking about leaving their firms.
Large companies struggle to get a handle on the fundamental question of how many people make up their total workforce, says the CEO of Provade, which makes software to track contingent workers.
We just had mass layoffs. What is my greatest challenge in keeping the surviving employees engaged? And how do I effectively do it?
Where might I find information on best practices of measuring retention in the workplace? I have heard many theories over the years and am wondering what most companies use and how they measure it. I work in a print manufacturing environment and we are always looking to improve retention.