Peter Barnes - December 7, 2014

Working on the Weekend

Camaraderie Prevails Despite Non-Traditional Schedules at These Great Rated! Restaurants

Ed Frauenheim - December 6, 2014

Made in America: Great Manufacturing Workplaces

Think about the manufacturing industry, and you may imagine hard-helmeted employees on assembly lines, working at all hours, in union shops, with poor or antagonistic relationships with bosses.

Ed Frauenheim - December 5, 2014

Small Employers Can Stand Tall

Many small and medium-size firms boast high-trust work environments that are a strong lure to job seekers. When these Davids wield their culture weapon smartly, they can beat out the Goliaths for great candidates. The trick is to know and cultivate your strengths, be transparent about what you have to offer, and take every opportunity you can to expose the behind-the-scenes of your workplace. While smaller workplaces may not have the same brand recognition as larger organizations, the levels of responsibility, independence and team connection they offer make a really compelling package for many candidates.

Jennifer Robin - December 4, 2014

Building a Great Workplace When Leaders Aren't On Board

Three Ideas Managers Can Implement Without Waiting for Permission

China Gorman - December 3, 2014

Supply Chain Management: Closing the Skills Gap

It’s an issue that organizations seem consistently faced with today: a lack of skilled workers that can further their growth, success, and ability to compete with competitors. This “skills gap” is explained by the U.S Chamber of Commerce Foundation | Center for Education and Workforce’s new report, as a result of education and workforce systems in the U.S that are failing to keep pace with the changing needs of the economy. So how do we remedy this talent shortage and close the skills gap? This is a hot topic among organization leaders and management, and USCCF’s report offers an interesting strategy that, while different, may be an actionable way for organizations and institutions to start remedying this challenge. The strategy proposes to apply a supply chain management approach to talent, leveraging lessons learned from innovations in supply chain management and engaging employers to expand leadership roles, acting as “end-use customers” of education and workforce systems. USCCF’s approach, dubbed talent pipeline management, is expected to provide more effective transitions for students into the workforce and improved career advancement for current workers. Talent pipeline management foresees a demand-drive approach to closing the skills gap. This approach is intended to create and share value among all partners in the talent supply chain. USCCF’s report states that 92% of executives believe there is a serious gap in workforce skills, and nearly 50% are struggling to fill jobs. If left unaddressed, they hypothesize that the skills gap could cause more than 5 million positions to go unfilled by 2020, an issue likely to be exacerbated by increasing retirements and a shrinking workforce. Employers, however, have substantial resources they can leverage to engage this demand driven system. Employers invest upwards of $486 billion each year on training that is almost exclusively focused on upgrading the skills of their current employees.

Peter Barnes - December 3, 2014

Healthcare Hiring: Why Employer Reputation Matters

Hiring is hard. Finding the skillset to match the job and the personality to match the culture are among the most critical decisions managers make. And in healthcare, organizations face the added challenge of replenishing the ranks of nurses and doctors in an extremely competitive labor market.

Jennifer Robin - December 2, 2014

"My Employees Are the Problem"

Tips for Addressing Entitlement and Other Employee Issues

Peter Barnes - December 2, 2014

Trust, Talent and Reputation: Build-a-Bear Workshop Shows The Rewards of Being a Great Workplace

Even at the mall, where stiff competition between storefronts is a fact of life, Build-a-Bear Workshop offers proof that supportive employers can see real returns on the investment they make in their people.

Ed Frauenheim - December 1, 2014

A Killer Culture Keeps Google Vital

Yes, Google has killer perks—like nap pods, on-site physicians, free legal advice and free food. But these flashy benefits are less important to the tech company’s success as a talent magnet and in the marketplace than the underlying culture of the place.

China Gorman - November 26, 2014

CHRO to CEO: Stairway to Heaven

The Korn Ferry Institute recently released a report that looks at the leadership traits of “best-in-class” executives, and the important relationship between Chief Executive Officers and Chief Human Resources Officers. The report “CEOs and CHROs: Crucial Allies and Potential Successors” confirms that for C-suite roles technical skills are just a fraction of what makes for successful leadership, and that executives in the top 10% of pay for their function tend to have leadership styles that motivate employees, develop future leaders, and create appropriate cultures. The workplace today is shifting to place greater value and more intently evaluate leaders on such areas as how they treat people, foster the right work environment, and encourage future leaders. As Korn Ferry’s report asserts, this type of evaluation is warranted because “well-managed talent, leadership, and culture are what enable sustainable customer, operational, and financial results.” After analysis, Korn Ferry found that across functions, best-in-class leaders have greater levels of emotional awareness and competence in six key areas:

Jennifer Robin - November 25, 2014

Why “Now” Is Always the Right Time to Create a Great Workplace

How Managers Can Build Trust Amidst Uncertainty

Jennifer Robin - November 20, 2014

Building a Great Workplace When You “Don’t Have the Time”

Three Trust-Building Tips for Time-Crunched Managers

China Gorman - November 19, 2014

Peer Recognition, Culture and Going the Extra Mile

What motivates employees? It is money? Feeling valued at work? Connecting with a company’s social mission? All these are good answers, but a new study from TINYpulse that analyzed over 200,000 employee responses relating to organizational culture found that peers and camaraderie are the #1 reason employees go the extra mile. While peer recognition and camaraderie might seem like two aspects of company culture that happen (or need to happen) organically, there are ways organizations can promote a culture that fosters peer recognition and camaraderie. As a potentially overlooked area of focus for organizations, peer recognition is a valuable way to foster a positive culture and create one where employees regularly “go the extra mile.” 44% of employees surveyed report that when they are provided a simple tool to do so, they will provide peer recognition on an ongoing basis. The happier the employee, the bigger the praise: 58% of “happy” employees report giving regular peer recognition, compared to 18% of the least happy employees. As TINYpulse states, “Professional happiness encourages 3X more recognition!”

China Gorman - November 12, 2014

Using Your PTO: It’s the Patriotic Thing To Do

U.S Employees are taking less vacation time today than at any point in the last four decades. In fact, in 2013 employees with available Paid Time Off (PTO) took an average of 16 days of vacation, compared to an average of 20 days in 2000. This is data from a recent report by the U.S Travel Association, conducted by Oxford Economics, which analyzes the impact of forfeited time off. The report’s analysis is based on the Monthly Current Population Survey results reported by the U.S. Bureau of Labor Statistics and a June 2014 survey of 1,303 American workers conducted by GfK Public Affairs and Corporate Communications in conjunction with Oxford Economics. Why are Americans increasingly taking less vacation time, and what’s the impact? Let’s explore…

Jessica Rohman - November 11, 2014

Six Strategies for Attracting Talent: Strategy #6

Attract talent by making your company’s culture a selling point.

Jessica Rohman - November 6, 2014

Six Strategies for Attracting Talent: Strategy #5

Lesser-known brands can attract talent by using creative recruiting tactics

China Gorman - November 5, 2014

A New Voice Demanding Flexibility: Dads!

The Working Mother Research Institute (WMRI), in partnership with Ernst & Young, recently released a report aimed at better understanding “how men are navigating the flexible work and home terrain.” Data from How Men Flex, The Working Mother Report is the result of survey responses from 2,000 men and women (evenly split) with questions aimed at understanding the impact of flexible work arrangements on their lives. While the impression may be that flexible work arrangements are greater utilized by female employees, WMRI’s data indicates that flexibility in the work environment is both used and desired by men and women equally. 77% of men report having flexible schedules and 79% state that they feel comfortable using such flexibility. Additionally, 62% of men state that their employers can and do support flexible scheduling. What’s also clear from WMRI’s data is that working mothers aren’t the only people struggling to with balancing work and family. 26% of men report that their employers could encourage flexible scheduling but don’t. WMRI notes that in recent studies both working mothers and working fathers, have almost equally agreed that they feel stressed about meeting their responsibilities in both their work and home environments. Studies have also shown that men are increasingly involved in the balancing act of family and work, something that’s often seen exclusively as a working mother’s issue. WMRI highlights a 2011 report, which showed that fathers spent 7 hours a week on childcare and 10 hours a week on housework, a significant increase from a 1965 study that reported fathers spent 2.5 hours a week on childcare and 4 hours on house work.

Jessica Rohman - November 4, 2014

Six Strategies for Attracting Talent: Strategy #4

Attract Talent: Leverage your interview process to make a phenomenal first impression

Jessica Rohman - October 30, 2014

Six Strategies for Attracting Talent: Strategy #3

Ensure Pay is Fair and Benefits are Enticing

China Gorman - October 29, 2014

What War for Talent?

Accenture’s 2014 College Graduate Employment Survey compares the expectations and perceptions of 2014’s university graduates with the realities of the working world according to both 2012 and 2013 graduates. This comparison casts a focused and specific lens on the issue of entry-level talent development, and gives us some insightful data. Accenture’s survey underlines that at the end of the day, many organizations are not effectively developing their entry-level talent. When we consider that 69% of 2014 graduates state that more training or post-graduate education will be necessary for them to get their desired job, we see that organizations are likely facing a major talent supply problem. New graduates and entry level talent’s perceive that their organizations will provide them with career development training: 80% of 2014 graduates expect that their employer will provide the kind of formal training programs necessary for them to advance their careers. Despite this, the percentage of graduates that actually receive such training is low, creating a significant discrepancy between expectation and reality.