Employment Enterprises Blog
Let’s think about purpose. You might see it as an uncertain topic, and while it is difficult to quantify, purpose is at the heart and soul of great endeavors. If you seek it, meaning will come alive in your work. It’s not just on you, though; organizational purpose requires people at all levels of a company to work toward the same goal.
If your company is growing quickly and hiring at a rapid pace, then it could be difficult to keep up with all applicable HR laws and regulations. One that affects organizations with 50 or more employees is the U.S. Equal Employment Opportunity Commission's (EEOC) EEO-1 Report file. Read below for the answers for the Who, What, When, Where and How of this important compliance survey.
Every company has difficult employees and low performers, but it's important for managers to understand how to deal with these workers effectively. If not managed properly, difficult employees undermine the concept of teamwork and negatively impact the whole team. Read on for our tips to deal with difficult employees.
A chain is only as strong as its weakest link, and a company is only as strong as its lowest-performing employees. At first, this analogy may appear to be an overreach–after all, how can one or even a handful of poorly performing workers affect the success of an entire organization?
One of the best things you can do for your career is learn how to be a great communicator. After all, if you’re unable to get your point across in a way that inspires others to take action, how can your HR initiatives (or your career) possibly succeed? In any workplace conversation—whether it’s with a direct report, a peer, or the boss’s boss—effective communication skills are what distinguishes a good employee from a great leader.
The end of the last century saw the beginning of the Fourth Industrial Revolution, marked by the technology-based fusion of biological, digital, and physical worlds that is not changing the way people work but is in fact driven by the way people work. In recent decades, the business landscape has undergone tremendous change. People rarely stay in one job for decades, for example. Changes in social behavior and demographic shifts (notably, the arrival of Millennials, who gravitate toward flexible and entrepreneurial careers) have altered the shape of the workforce. In the wake of the Great Recession, the gig economy has arisen to help workers achieve independent “job security,” and personal marketability, and better work-life balance (with the standard “9 to 5” schedule is on its way out). And digitally connected work environments are displacing traditional brick-and-mortar office space.
As a result of a Reduction in Force (RIF), we have had to reassign certain tasks to other remaining employees. What are some ramifications I need to be aware of as a result of doing so? (i.e. review job descriptions, exempt/non-exempt status, etc.)
Any time you create a program, it’s necessary to measure the results. Even the incredibly informal “Let’s do it and see what happens” approach considers evaluation. But the measurement and evaluation portion of any program needs to be well thought out. Measure the wrong thing and the program can look like a failure (when it’s not) or vice versa.
Topics: Human Resources
Organizations are increasingly moving away from employing traditional training methods and toward building coaching cultures. Rather than follow the customary process in which management delegates assignments and solves problems as they arise, coaching empowers employees to work through challenges by guiding them to solutions. It encourages and prepares them to solve problems creatively, assume responsibility for their actions, and feel more connected to the company culture. Strong coaching cultures can lead to improvements in employee engagement, productivity, team function, and revenue growth.