There are many employee engagement surveys and examples available in 2017. Some of the surveys are useful and some are not. The dividing line is often whether the survey questions themselves are actionable. We have been helping leaders engage and inspire employees since 1975. Based on our years of experience with employee engagement best practices, […]
In a recent interview with Harvard Business Review, strategy expert Paul Leinwand described an under-appreciated yet ultimately critical gap that persists in many organizations today. This is the gap between where strategy is developed and where strategy is executed. Take the following scenario: the Chief Strategy Officer (CSO) of an organization identifies and articulates strategic […]
Employees want to feel heard. In fact, the desire to influence, interact with and have an impact on our environment is basic human nature. So when people feel powerless or micromanaged in their work, what do they do?
With decades of research, the merits of job satisfaction are fairly clear, but what about happiness? Do happy employees perform better than their morose counterparts? If so how can you encourage and promote well-being in the workplace? This blog seeks to answer both questions.
Over the past few years there has been a lot of discussion of bullying in schools. We are all aware of the devastating impact bullies can have on their victims. Well, the same is true in organizations. Abusive supervision is defined as sustained displays of nonphysical aggression from supervisors to their direct reports.
As of 2012, overall job satisfaction is at around 50%. Averaging across all industries, job levels, and pay rates, only 1/2 of all employees are satisfied with their jobs. The other 1/2 rate their job satisfaction as neutral, somewhat dissatisfied, or very dissatisfied. Mirroring this statistic (not surprisingly), only 50% of employees feel that their jobs are interesting. Does this describe you, your peers, or your employees?
Business leaders often fail to understand why their employees quit. For example, 41% of employers reported that a ‘poor relationship with manager’ was the top reason for employee turnover… only 15% of employees agreed.
Results from the most recent nation-wide Employee Engagement and Retention survey (Kenexa, 2011) revealed some surprising discrepancies between employee and manager opinions regarding turnover, satisfaction, and engagement.
In the previous blog, we reviewed consequences of on-the-job (OTJ) stress and defined the various categories of stress management interventions (SMIs) aimed at dealing with stress. In this blog, we will review research findings on the effectiveness of specific SMIs and describe best practices.
On-the-job (OTJ) stress has become an increasing concern for organizations worldwide. Largely due to the global recession, where reduced profits and spending have led to massive layoffs across many industries, companies are often having to scale back their workforces while adding duties and tasks to the remaining employees.