While most football fans do not link the sight of their favorite team’s colors with issues of employment law, the American gridiron has proved to be one of the most important arenas for the development of modern workers’ compensation law. Many dedicated football fanatics talk about Jack Lambert’s toothless grimace, Joe Theismann’s broken leg, or Drew Brees’ torn labrum. Not many football fans consider how Lambert’s busted mouth is repaired, Theismann’s leg is healed, or Brees’ shoulder is reconstructed, though. The answers are found in the ubiquitous workers’ compensation system.
Employment Enterprises Blog
We’re hot on the heels of summer, which, for employers in seasonal industries like tourism, means hiring is in high gear. For these employers, this type of hiring can pose two key challenges: 1) HR spends time and effort scouting, screening, and hiring employees who likely won’t stick around after September 2.) The temporary nature of the work can narrow the applicant pool and make it tough to recruit enough of the right people.
With shortages of qualified talent in various industries across the U.S., as well as 93 percent of CEOs finding that they need to change their strategy for attracting and retaining talent, businesses today face a significant challenge when it comes to identifying and hiring best-fit candidates to reach company goals and objectives. However, one highly successful and cost-effective talent acquisition tactic that can be employed to quickly source top talent is creating an employee referral program. By leveraging the social and professional networks of their current employees, businesses can hire workers who fit in and perform better, stay with the company longer, and potentially know additional passive candidates to source for future hiring needs. With this in mind, let’s take a look at ways businesses can maximize the effectiveness of their employee referral programs to find and hire the best candidates and achieve business success.
Disengaged managers have disengaged employees.
According to Gallup’s State of the American Manager report, managers account for at least 70% of the variance in employee engagement scores across business units. Sadly, the percentage of engaged managers is only slightly higher than the percentage of engaged employees. Pretty scary when you consider that only 30% of today’s U.S. workforce is engaged.
With warmer weather and longer days, employers now have the opportunity to focus on outdoor projects that have fallen dormant for several months. However, while warmer weather offers employers a chance to get outside and work, moving that work outside can present some hazards to employees that are often overlooked. Whether your workplace is a saw mill, a factory, or an office, the natural inhabitants of your environment who are also awakening at this time of year can pose a threat to your employees. Employers should spend time identifying these potential threats and making to minimize the risks that they present.
Most companies prepare safety programs because of requirements for local and federal compliance. But a good safety program can do far more than simply keep you on the right side of the law. By helping you ensure that you have the right systems and programs in place, a safety program can help to ensure that your employees don’t get injured on the job. Because they are probably your company’s greatest asset, and are critical to meeting the needs of your customers, keeping employees safe and healthy also keeps your business safe and healthy.
We are struggling to ensure our communications are being heard by all employees. What could we be doing wrong?
Today's HR buzzword: "humanize". More and more I see articles and now even a book about humanizing organizations. It makes sense: With the impact of HR technology, people analytics and social media, it is reasonable to worry that we have lost the ability to relate to each other as human beings.
Topics: Labor & Industrial Insights
Retention and employee experience are two sides of the same coin. Here’s a quick story: In one of my previous roles at a different company, a new senior leader came on and laid off half of our department. Those of us remaining were in shell shock. We knew this happens at companies all the time. But little was done to alleviate the fears of those who remained (and had a lot more work on their plates) and the culture seriously suffered. I started looking for a new job almost immediately and accepted an offer a few months later. The day before I was going to give my notice, my manager started a discussion about compensation but for me, it was too little, too late. And for most people, money can’t make up for a negative work experience.
In the late 1990s, bestselling-authors Marcus Buckingham and Curt Coffman partnered with Gallup to figure out what makes great managers great. Twenty-five years of cumulative data and more than 80,000 manager interviews later, they found that while great managers differed in everything from rank to gender, age, race, location and more, they also had a common thread: Every single one excelled at transforming employee talent into employee performance.