Tag Archives: july-august-2015

Avoiding the Second-Year Slump

Ways organizations can keep the honeymoon alive in order to increase employee productivity and retention.

By Derek Irvine

Picture this: You’re a manager at a company and you’ve just hired the ideal candidate for a new position. They’re qualified, ambitious, and motivated, and once on the job they work hard, produce great results, and appear to truly love their job. Overall you’re thrilled with your new hire, but as their second year rolls around, you notice the employee is becoming progressively disengaged, less productive, and ultimately, unsatisfied in the role. Something critical has changed from the time they first started, but you’re not sure what it is—or how to help. Well, you’re not alone. This feeling of detachment is known as the second year slump and often pollutes the minds of new employees, distorting their perception of their jobs.

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CEO’s Letter: Why Recognition Works

By Elliot H. Clark, CEO

The reason recognition works is that employees are people. And in our increasingly automated, robotically controlled, computer optimized world, they will continue to be people. And people need to feel appreciation and respected. It makes them more engaged and committed. Everyone knows this intuitively. The hard part for HR is to tap into it universally across a workforce.

Recognition appeals to different people differently. Some like the giveaways, but I believe most like applause and the pride that comes with it. One of the most well-known and highly regarded rewards programs is military decorations. There is great pride and achievement in the ribbons and medals acquired over a military career—and they are highly prized even without arriving bundled with an Amazon gift card. It is more about the achievement than the giveaway, so people who contend that recognition without reward is meaningless should think about the above.

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I-9 Anywhere

Avoid costly fines by following these best practices for successful completion of Form I-9 for remote employees.

By Angela Lockman

More and more companies have a distributed workforce, with the number of offsite job postings growing 26 percent in the last year, according to Entrepreneur.com. Whether companies are bringing on remote employees in order to provide greater work-life balance or to access key talent outside the company’s immediate location, hiring remote and virtual employees has become an everyday occurrence. While a remote workforce can help to create a more satisfied team and provide access to a larger candidate pool, onboarding and managing offsite employees can create significant challenges, especially during Form I-9 completion.

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Compensation Via the Cloud

A blueprint for building the business case for payroll technology.

By Jayson Saba

Effective payroll processing is a fundamental part of managing human resources. A paycheck is one of the main reasons your employees show up to work each morning, and that being the case, they have high expectations. They want their compensation to be handled quickly, efficiently, and without a hiccup, every single time. Companies all too often find themselves burdened with outdated pay processes that are slow, tedious, error-prone, and just plain painful to use.

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Cloud Considerations

If you haven’t move to the cloud yet, here are four reasons to make the investment

By Tom Hammond

As HR leaders look to replace their technology, many will consider updating their legacy systems with a cloud- based platform, accessed via the Internet rather than a local server. When deciding between on-premise and cloud-based technologies, there are key differences that business owners should explore. Here’s a closer look at four areas and why some companies are choosing cloud- based technologies for their core HR system.

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Managing the Modern Workforce

Organizations need to shift traditional thinking in order to attract and retain Millennials.

By Colleen Albright

With the recent emergence of the young, motivated and savvy Millennials, there have been several rapid changes to traditional workplace expectations. Young professionals are shaking off old trends and driving their careers based on what fits their personality, values, and lifestyle.

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Investing in People

Six successful ways high-performing organizations approach human capital management.

By Karie Willyerd

HR and talent professionals have known it for years and now it’s been proven: a better-prepared workforce delivers better results. In fact, a global survey of more than 2,700 executives conducted by Oxford Economics and SAP backs up intuition with data. The study examined thousands of high- and low-performing companies worldwide, examining correlations between workforce priority and financial success.

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Getting on Track

A new report identifies three factors that can improve employee engagement.

By Susan Hunt Stevens

Employee engagement and corporate culture have risen to high priority with executives in today’s business world because they understand that having a purposeful workforce equates to a high-performing one. Not only are key business goals met with an engaged workforce, but organizations can increase shareholder value, productivity, innovation, and bottom-line performance, all while reducing costs related to hiring and retention strategies.

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Editor’s Note: Big Wins

By Debbie Bolla, Editor-In-Chief

As I worked on this month’s cover story, Going All In (see page 8), I found it interesting that this was the second time we were covering the HR story of a gaming and hospitality institute. In our October 2015 cover story, the CHRO of Mohegan Sun, Kawel LauBach, shared insight into his human capital approach. His leadership drives a 94 percent employee satisfaction rate among 13,000 employees enterprise-wide. The resort also experiences the same high rate among guest sentiment.

MGM Resorts International is also examining how employee engagement can drive guest services satisfaction. At the center of their approach is a new technology-driven recognition platform. With a previous in-house solution that varied among its multiple properties that support 60,000 employees, MGM wanted to align the way they recognize employees to its culture of sustainability, philanthropy, and corporate responsibility.

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Going All In

MGM bets its recognition program on a tech-driven approach—and is winning.

By Debbie Bolla

In the high stakes business of gaming and hospitality, for MGM Resorts International, one gamble that isn’t worth the risk is its workforce. The multi-resort empire understands that in the highly competitive guest services industry, an organization is only as successful as its employees: They are the ones delivering the customer experience. With this knowledge in hand, MGM was implementing recognition initiatives across its multiple properties to honor its employees for exemplary work. But not without its challenges: Each resort had its own budget and approach—some were using employee-of-the-month awards, others delivering on-the-spot rewards. This inconsistency was preventing recognition from making the biggest possible impact on employee engagement, retention, and productivity. It was time for a change.

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