As companies emerge from the recession, how they handle key workforce, leadership and performance issues will be critical in determining their success - or otherwise - over the coming years.
Is your work exciting? If so, you're much more likely to be motivated. But can a business case be made for 'exciting work' and what can managers do to improve productivity and make the work of their teams more engaging?
New research has found that employees whose organisations responded to the recession by slashing jobs and closing offices have far lower levels of trust in their CEOs than those whose employers took a more measured approach.
With a third of Americans saying they plan to look for a new job when the opportunity arises, many organizations face a big challenge if they are going to rebuild trust with their workforce and retain key staff.
Just think what your workplace might look like if some of the disengaged majority began to feel greater fulfillment in their work and just a fraction of that untapped potential could be unleashed.
Traditionally, executives climbed the ladder by being decisive and by appearing to know what they are talking about, not by listening to others and being great facilitators. This is why real employee engagement can be so difficult to achieve.
More and more business leaders who have survived the recession and are rebuilding their organisations are coming to realise that their business models must be overhauled and that the old ways of improving performance and managing change will no longer work.
The rules of work are changing. Commitment, hard work and loyalty counted for little during the tough times. As a result, people are reviewing their loyalties. They want work that is on their terms. And that poses some real challenges for those who those who manage and lead businesses.
A private school in the western Indian state of Gujarat has made pupils walk over burning coals and broken glass in a test designed to boost their confidence. Could this give manaement trainers some food for thought?
Elizabeth has recently been promoted to manageress of two busy shops. But her efforts to make the job a success are being undermined by the attitudes of her two staff members who are not willing to pull their weight. Charles Helliwell rides to the rescue.
A common complaint these days is that new entrants into the workforce don't want to put any effort into learning new skills. Nonsense. The real problem is that mangers are unable to tap into their obvious and zealous work ethic.
Forget career progression and job satisfaction. For a workforce battered by recession, the new reality is one of reduced expectations, increased anxiety and a desire for job security and stability above all else.
As we slowly begin to emerge from recession, a mass of disgruntled, unmotivated and disengaged workers will be trying to change jobs. But will this represent a threat to organizations or an opportunity?
Engagement and retention need to go back to the top of the agenda if organisations don't want to suffer a mass exodus of talent once confidence starts to return to the jobs' market.
How can organisations expect their people to deliver phenomenal results in the current climate? And what must embody as a leader to support the high functioning of those around you? Listen on to find out.
A couple of weeks ago, Wayne Turmel spoke to Joyce Gioia, President of The Herman Group, for our last podcast of 2009, about the ways your organization can become an employer of choice in 21010 Ė and why, despite the recession, this matters. Knowing just how quickly most New Year's resolutions get forgotten, here's a reminder of her salient points.
Tammy Erickson is an author and expert on organizations and the changing workforce and, in particular, the generational differences between workers today. She spoke to Des Dearlove about the best ways to unite generations into a productive workforce.
It's often said that money doesn't bring happiness. But the truth could be more complicated, according to researchers at University of Toronto and Stanford University.
Since the recession began, many organizations have had to cut costs, lose staff and demand more from their remaining employees. But this can lead to negative energy and a loss of goodwill. So how do you keep your employees on board for the road to recovery?
How do organizations boost the performance of employees when times are so tough? Stuart Crainer hears from Sylvia Ann Hewlett that ignoring your best people leads to the evaporation of loyalty and trust as alienation and disengagement sets in.
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