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Image courtesy of Flickr user pasukaru76.
We have recently encountered a disturbing lack of concern for employee morale on the part of some executives. The head of HR at one successful organization even told us that employee morale in the organization was irrelevant.
Although organizations must pay attention to things like recruiting and performance management, competitive advantage in talent management doesn’t just come from identifying key activities and then implementing “best practices.”
Rather, successful companies subscribe to six key principles: 1) alignment with strategy, 2) internal consistency, 3) cultural embeddedness, 4) management involvement, 5) balance of global and local needs and 6) employer branding through differentiation.
Motivated by rising health-care costs and commitment to their staff’s health and productivity, many companies are taking matters into their own hands.
Why are investors so bullish on companies like Apple and Disney? Is it metrics, management, industry prowess, good investor relations or good timing? Probably all of these. But something else may be at work, too. According to research conducted at the MIT Sloan School of Management, the stock market consistently values certain types of business models more highly than others. In recent years, investors have favored models focused on intellectual property and highly innovative manufacturing.
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The CTO of Tata Consultancy Services describes how he learns from his organization’s collective intelligence.
When companies use some sort “sustainability filter,” it helps make the concept real and find opportunities for efficiency says Roberta Bowman, senior vice president and chief sustainability officer for Duke Energy.
Too often, business students see little overlap between the jobs they plan to do — and those they consider most socially responsible or would most enjoy.
When it comes to tapping into the passions of employees, the opportunities and threats that sustainability presents are two sides of the same coin.
Over the years, researchers have proven that when it comes to retaining employees, money does not buy happiness. Most human resources professionals know that while workers welcome pay raises, the boost in satisfaction that comes with extra money typically does not last, nor do raises alone keep employees loyal.
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Conventional wisdom suggests that, all else being equal, a company favored by politicians should have a leg up on its competition, or at least be no worse off. Perhaps not, suggest two associate professors at Georgetown University’s Edmund A.
Departing employees leave with more than what they know; they also take with them critical knowledge about who they know. That information needs to be a part of any knowledge-retention strategy.
As health care costs continue to skyrocket, companies must aggressively seek ways to work with employees and providers to reduce costs, while improving quality.
Repricing underwater stock options won't help you hold onto top executives, but it can reduce turnover among lower-level employees. So report Mary Ellen Carter and Luann J. Lynch, who have spent five years studying the controversial practice.
Retaining top executives can improve the performance of acquired companies — as long as they’re the right executives.
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How one company implemented a “telework” program that transformed paper-based processes and reliance on voice communications into automated procedures supported by full-scale connectivity.
The corporation has emerged as perhaps the most powerful social and economic institution of modern society. Yet, corporations and their managers suffer from a profound social ambivalence. Believing this to be symptomatic of the unrealistically pessimistic assumptions that underlie current management doctrine, Ghoshal et al. encourage managers to replace the narrow economic assumptions of the past.
Successful virtual offices require radical new approaches to evaluating, educating, organizing, and informing workers.
How to make negotiations more effective by improving interactions both inside and outside the organization.
Commitment and competence are embedded in how each employee thinks about and does his or her work and in how a company is organized to accomplish work. This intellectual capital is, according to the author, a firm’s only appreciable asset. He outlines three ways to build employee commitment and five tools for increasing competence in a firm, site, business and plant.
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