Findings from a recent study offer key ways to motivate the younger generation.
By Matt Rivera
With seemingly countless articles penned each day about the ways in which the millennial generation will ruin, enhance, destroy, or enrich our future, the only consensus appears to be that they’re quite the enigmatic bunch. Some say they’re too busy following their dreams to focus enough on reality while others argue that it’s specifically their lofty ambitions that will lead to some truly spectacular technological innovations for the future. So which is it?
Rewards and incentives are proven to increase employee retention and productivity. Here’s how.
By Audrey Roth
In today’s global market, engagement and retention of employees is more important than ever. What are organizations doing to help drive this? Leveraging recognition and incentive programs. According to Globoforce’s Workforce Mood Tracker Report, 80 percent of workers who have been appreciated intend to stay with their companies, while 55 percent of employees would leave their current position for a company that has a formal recognition program. The impact of incentives and rewards is obvious: The proof is in the numbers. But what steps do global organizations need to take in order to develop a well-constructed recognition program?
Research finds four approaches to retaining employees.
By Didier Elzinga
If you work in and around tech, then you are aware of just how intense the competition for talent is. As a result, the issue of employee retention is a priority for the majority of global organizations. There’s more to this than fears around churn and the associated headaches with replacing high potentials: it’s about staying competitive and innovative.
As the job market opens up, a new report shows that now is the time for organizations to invest in their employees.
By Tim Low
Most companies are very concerned about attracting and retaining top performing employees finds the 2015 Compensation Best Practices Report (CBPR) from cloud compensation software provider Payscale. This creates serious questions about their ability to effectively compete in a rebounding economy. According to the report, the majority of companies (55 percent) added staff and realized greater profits in 2014, and most companies plan to grow in 2015 as well. However, these businesses will face more pressure than ever to attract and retain the right people.
Bringing in talent starts at pre-hire and ends—or rather, begins all again—at rehire
By Marcus Mossberger
In the human capital world, organizations often look to create workforce strategies that address everything from hire to retire. It is a sentiment that is well-meaning, but one that frankly does not account for newer tools, resources, and trends that are contributing to the experiences of baby boomers (as they begin their mass exodus) and Millennials (as they begin their ascent into leadership roles). According to Deloitte’s Millennial Survey, this group of workers, who are already emerging as leaders in technology and other industries, will comprise 75 percent of the global workforce by 2025. Understanding the characteristics and expectations of this and other generations, and how they fit with the cultural elements of your unique organization, should be the first point of emphasis as you develop your workforce strategy.
HRO Today Forum speaker Beverly Kaye offers three key strategies that build loyal, productive employees.
By Debbie Bolla
How engaged are my employees? It’s a question that many HR executives face on a daily basis and one that has made its way to the C-suite. In fact, according to Deloitte’s 2014 Global Human Capital Trends research, 78 percent of business leaders rate engagement as urgent or important.
In today’s landscape, management can no longer afford to supervise every employee in the same way. Advice on how to better service your organization.
￼￼￼By Steve Wolfe
Today’s workplace primarily comprises three generations: Baby boomers, Generation X, and Millennials. Each age group has varying viewpoints that have been shaped by differing life events, market circumstances, and economic priorities. Generational gaps and differences need to be addressed by organizations and managers in order to retain top talent and ensure team collaboration.
New research shows engagement is up—but so is interest in leaving. Four strategies to combat attrition.
By Don MacPherson
With employee engagement at levels not seen since before the recession, it’s surprising that the number of employees who are looking for new jobs at different organizations continues to rise. This finding is a result of Modern Survey’s U.S. Workforce Employee Engagement Study, which surveyed 2,000 full-time, U.S. employees to understand the latest picture of employee engagement. It is clear, however, that employers won’t be able to rest on their laurels. Organizations need to outline strategies to address this dynamic situation as engaged employees are considering greener pastures.
New research reveals the impact of having a bad reputation.
By The Editors
Corporate reputation continues to have a significant impact on the attractiveness and expense of talent acquisition and retention finds a new research study from Corporate Responsibility Magazine and Alexander Mann Solutions. The main findings from The Cost of a Bad Reputation were presented at the 2014 COMMIT!Forum as part of the conference’s focus on building a sustainable workforce.
By Debbie Bolla
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