An infographic from Salesforce found that employees are motivated by much more than money. Despite the fear of the unstable economy, employees who don’t feel satisfied are not afraid to abandon their current employer for the opportunity to work for a company who places greater value on recognition and engagement.
Mathew Simonton joins the Human Resources for Small Business podcast to discuss the book Fierce Conversations: Achieving Success at Work and in Life One Conversation at a Time by Susan Scott.
Recently billionaire CEO and owner of Westgate Resorts in Florida, David Siegel, sent an email which has been making the rounds across mainstream news. In his memo, Siegel indicates his perception that he will have to terminate employees and shut down other opportunities in his business should President Obama win the election.
The results from a survey conducted by Global Integration, polling 4,000 people working in large organizations, reveal that two days in a week are spent in meetings and half of what is discussed is irrelevant. Further, these employees received 70 emails per day and 75% of those were irrelevant. Even if these numbers were to have a large margin of error in their representation, it’s still cause for concern and reflection.
David Shindler, in a post for Critical Thinkers, elaborates on mindfulness for busy people. In his piece he discusses consideration of the past, present, and future in order to maintain a healthy mind. My post elaborates on this concept as it applies to business leaders.
Business leaders and managers look at an employee’s responsibilities as contributions towards a singular aim. It may be helpful to consider these responsibilities as interconnected with the responsibilities and goals of others in the workplace.
When HR is done well it sets up and protects the pieces of business necessary for success. It’s really the first part of a business strategy. According to Dawn Passaro at HRmarketer, HR unfortunately gets a poor reputation because of a few reasons:
In a post over at Ask a Manager a woman describes her difficulty in coping with her husband’s intense work schedule at a small business. She writes that “he gets calls and text messages at all hours,” is “never working a regular shift,” and is afraid to tell his boss “no” when it comes to requests of additional hours. At times he is not even compensated for these hours.
One of the most important traits of a successful manager is his or her ability to hold their employees accountable and to encourage them to regularly maintain their own accountability.