CHRO Jeanie Heffernan’s people-first strategy drives an 89 percent employee engagement rate at Independence Health Group.
By Debbie Bolla
Some relationships have what it takes to stand the test of time, and the 20-year partnership between Independence Health Group CEO Dan Hilferty and the organization’s Executive Vice President and CHRO Jeanie Heffernan is a prime example. The pair began working together in 2000 and they have successfully navigated the complex and ever-changing health insurance industry ever since.
The APAC region is beginning to realise the value of employee recognition programmes.
By Michael Switow
“Catch people doing things right,” advises Tom Mehrmann, the president and general manager of Universal Studios Beijing, in “Taming the Mouse,” a business leadership book that he published this year. “For too many bosses, criticism is easy whilst praise is scant,” he writes.
By adopting four management practices, employers can ensure their workforce remains engaged and productive.
By Simon Kent
If there’s one constant running through all HR agendas, it is the task of getting the best from employees. Today’s labour market, especially across EMEA, is candidate-led. There are quite simply not enough appropriately skilled people to fill the supply of available jobs, and as technology continues to evolve, this situation will only become more pronounced. How can organisations be certain to retain their workers and get the best from the talent they already have?
Workers are feeling more upbeat about advancement prospects.
By Larry Basinait
In the third quarter of 2019, the Worker Confidence Index (WCI) increased by 11.8 points from the second quarter, bringing the index to 116.7—its highest level since the study’s inception.
Four HR leaders share how their approaches to mentoring programs are solving talent challenges.
By Marta Chmielowicz
Today’s employees are happier, more productive, and more engaged when their jobs bring intrinsic rewards, or the feeling of doing meaningful work that propels their personal and professional growth. In this environment, career development is no longer a perk reserved for certain high-ranking positions—it is an expectation. In fact, according to LinkedIn’s 2018 Workforce Learning Report, a whopping 93 percent of employees would stay at a company longer if it invested in their careers.
Four strategies that help organizations harness happiness in their workforce.
By Debra Hreczuck
Some leaders may think that caring about employee happiness somehow means sacrificing performance. Actually, the opposite is true. In order for organizations to succeed and for employees to believe in the business strategy enough to work toward improving the bottom line, leaders need to make sure they are happy, researchers say. A miserable workforce is an unmotivated workforce, and that is a recipe for stagnation or outright resistance. The truth is employee happiness is tied to performance in many areas, including recruitment, retention, collaboration, and agility. Happiness is the web of energy in an organization that keeps employees focused and efficient.
New research uncovers four key drivers to curating an impactful employee experience.
By Colon McLean and Ray Baumruk
With economic expansion and a competitive labor market, organizations are increasingly fighting to protect their bottom line while attracting and retaining top talent. This has placed more pressure than ever before on HR to focus on enhancing employee engagement and productivity. However, even as investments in pay, benefits, and other HR programs have increased over the past few years, research from Alight Solutions shows that employees and employers alike are struggling to improve employee engagement. According to the 2018 Workforce Mindset Study, an employee’s ability to get work done efficiently and collaborate and contribute on meaningful projects are factors that create an engaging workplace environment. These elements also shed light on a much larger driver of organizational success: the overall employee experience. The employee experience is the collective set of day-to-day work interactions that enable people to give their value fully and efficiently, express their authentic selves at work, and connect with other people while contributing to a meaningful corporate brand and purpose.
These best practices can ensure a successful and long-term return from disability leave.
By Kristin Tugman, Ph.D.
Understanding the psychological impact of short- and long-term disability on employees can go a long way toward successfully bringing those workers back on the job. Organizations play a pivotal role in that process. While significant effort has been made to overcome the physical barriers that prevent individuals from returning to work, what is often overlooked is that disability can be as much a psychological event as it is a physical one.
Worker confidence in the second quarter takes a hit in three of the four metrics.
By Larry Basinait
The Worker Confidence Index (WCI) for the second quarter of 2019 decreased by 5.8 points to 104.8, similar to the level in the second quarter of 2018 (104.3). An even sharper decline of 7.9 points occurred in the second quarter of 2017, suggesting seasonality as a possible cause of the drop.
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