 |
…data suggest that employees in today’s workforce expect their managers to coach them – primarily based on their strengths.
|
56 |
 |
Taking a purposeful approach to the employee exit process will get you the right analytics to make future decisions about your culture and create ambassadors who can enhance your employment brand.
|
71 |
 |
The experiences and interactions people have during their employee life cycle in your organization will determine your retention of start employees and ultimately, your employment brand.
|
72 |
 |
…employees hate feeling ignored – it’s even worse than focusing on their weaknesses. Some attention, no matter what form, is better than no attention.
|
82 |
 |
…a competitor needs to pay an employee over 20% more to get them to switch jobs if that employee is engaged. If an employee is disengaged, they will leave for almost any increase in salary.
|
87 |
 |
Performance ratings reveal more about the supervisor than the employee.
|
90 |
 |
To make general performance measures relevant to each employee, managers should individualize expectations and development.
|
95 |
 |
The right career path should meet your organization’s objectives while being flexible enough to adapt to an employee’s individual strengths…
|
99 |
 |
…companies make false promises to employees – pledging change through intensive communication campaigns but providing little actual follow-through.
|
112 |
 |
Strategic alignment is when managers and employees can see a seamless connection between what they are asked to do and what the organization stands for and is trying to get done.
|
114 |
