Practical HR Tips, News & Advice. Updated Daily.
Great managers are turbochargers for team and business performance. So, when good managers leave an organization, the impact is significant. Not only are the direct costs of hiring replacements expensive, but there are also costs associated with lost productivity while new managers are coming up to speed, as well as the lost revenue while a […]
If you answered your manager, you are in the minority! That’s right: Recent research found that 64% of respondents would trust a robot more than they trust their manager.
The “skills gap” has received a great deal of attention recently, particularly in the years following the Great Recession. In a nutshell, the skills gap refers to the difference between the skills employers want or need and those that the available workforce has to offer.
How often does your organization conduct a job analysis? Is this something that is done routinely or only when a job vacancy must be filled? Is there a formal process involved?
While there may be some masochistic gluttons for punishment out there, in general, it’s safe to say that nobody likes to be criticized—especially for their work.
Millennials are now the largest generation in the U.S. workforce. And personalized onboarding training is becoming critical to keeping them engaged and retained long term.
When employees are strapped for time, it’s easy for them to disregard long-term projects and goals and focus entirely on their immediate concerns.
Research continues to show that good employees leave bad managers, not necessarily bad roles or bad companies. Unfortunately, however, bad managers are prevalent across organizations and entire industries.
Managers are often expected to have some role in the training and development of their employees. After all, it’s the manager who oversees the work of his or her staff members. In addition, as the person responsible for the team’s performance, managers have a strong incentive to mold the performance of the individuals who compose […]
One study conducted by Columbia University shows that the likelihood of job turnover at an organization with a rich company culture is only 13.9%, whereas the probability of job turnover at an organization with low company culture is as high as 48.4%.