Now that we have identified the key drivers of employee engagement, how can we start to create – and implement - a road map for achieving outstanding organisational performance?
Employee engagement is the new Holy Grail for organisations worldwide. But what exactly does it mean? Why is it so important? And if you haven't got enough of it, how can you get some more?
Employers need to become much clearer and consistent about how they manage their workers and what they want from them if they are to make the most of their employer brand, the man who coined the term has warned.
The days of sweltering through the summer in a suit – whether male or female – may be numbered as an increasing proportion of workers are using the excuse of hot weather to dress down in offices.
Workers in the private sector have more confidence in where their organisation is going and feel greater pride in the job it is doing for customers and clients than their public sector counterparts.
For an excellent précis what our working future will look like, take a look at the 23 Theses about the future of work over on the Future of Work Blog.
Hot on the heals of a recent survey revealing that almost six out of 10 employees in the telecoms sector have experienced symptoms of over-work or burnout in the last six months, it seems that UK mobile telecoms company, O2, is doing its best to prove the grim findings right.
Traditional employment is coming under increasing pressure from the flexibility, personal convenience and personal satisfaction offered by 'free agent' and entrepreneurial lifestyles.
Take a page of job ads; cut off the company logos and corporate flannel surrounding each and just read the copy relating to the job ads. You'll find it almost impossible to differentiate between them.
Last week a report from Age Wave and The Concours Group concluded that a growing number of young Americans are dissatisfied, disengaged and unproductive, to the extent that many constitute a negative influence in the workforce.
So what about brand energy? It should be all about building a 'platform of meaning' between customers and organisations. Most of what I experience however - service, communications or both - creates the sinking feeling of brand entropy.
This is the end, not the beginning or middle, of the Information Age.
What comes next? It's The Age of Meaning.
In 1977, the year that Elvis died, there were 150 impersonators in the USA. Now the figure has swollen to 85,000 (including the ten member 'Flying Elvi' skydiving team!) If the same rate of growth continues, Elvis impersonators will account for a third of the world's population by 2019.
As the graduate recruitment season moves into full swing, new research reveals that far too many British employers are damaging their reputations thanks to shockingly poor graduate recruitment practices.
The forces that shape consumer brands are changing. And if the Employer Brand is subjected to similar forces, we might soon be witnessing developments which will have a profound effect upon the people strategies of organisations of all sizes.
The 'bowler hats and bureaucrats' image of the public sector – and the view that job cuts can be made without having a negative impact on services – is a myth, unions have argued.
The main political parties may have started whipping themselves into a fever ahead of the May 5 General Election, but a new poll has suggested that if people elected a company rather than politicians, would choose Tesco.
The reputation, brand and emotional capital of organisations is becoming increasingly important as employees begin to demand a similar level of service as they have come to expect as consumers, says employer brand specialist, Nicola Hunt.
The Sunday Times published its annual 'Best Companies to Work For' list at the weekend.
The International Transport Workers' Federation has set up a website - www.ryan-be-fair.org - to offer the staff of the strongly anti-union airline Ryanair 'the freedom to discuss their work, conditions and any problems they have'.
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