Talent Management Alliance has announced their keynote speakers for the 4th Annual People in Energy Summit: Talent Management & HSE.
Making the sense of data can be a daunting task. That’s especially true for those in workforce analytics: How can you take the information you’ve developed and present it in a way that’s useful and easy to understand?
As part of the automatic spending cuts that went into effect earlier this spring, just hitting the FAA this week, all agency employees will lose one day of work every other week. That means fewer controllers in the towers and fewer flights will be allowed to take off and land so the remaining employers aren’t overwhelmed.
Veterans are entering today’s workforce at the highest clip since World War II as the military draws down its forces in Afghanistan and Iraq. Just over a year ago, the U.S. Chamber of Commerce launched its Hiring Our Heroes program…
When looking at the economy, it seems everything is headed in the right direction: the stock market is up; the housing market is the strongest it’s been in years; and corporate profits are skyrocketing. Despite all that good news…
By: Barb Krantz Taylor Source: Talent Management Original Article Here are nine intangible elements of work that employees rank much higher than salary or perks on engagement surveys. […]
And the “science of happiness at work” has big benefits for individuals too. If you’re really happy at work, you’ll solve problems faster, be more creative, adapt fastest to change, receive better feedback, get promoted quicker and earn more over the long-term.
For leaders of any kind — managers, supervisors, business owners, coaches, teachers, or parents — the lesson in this story is key to understanding what might motivate someone to take action…. When you find ways to communicate with people about issues bigger and more emotional to them — to them is the key point here — they will move to action to accomplish the goal.
Employee engagement may seem like a frill in a downturn economy. But it can make a big difference in a company’s survival. In a 2010 study, James K. Harter and colleagues found that lower job satisfaction foreshadowed poorer bottom-line performance.
Studies of workplace behaviors reveal some startling statistics with regard to the impact that conflict has on business performance. One study indicates that two out of three employee performance problems can be traced to unresolved interpersonal conflicts. Another study estimates that the average manager spends something like forty percent of their time addressing workplace conflicts.