Showing 21-40 of 48
As research on the National Football League reveals, sometimes the specific nature of a job determines whether a great performer at one company can replicate that performance at another.
The departure of talented employees can actually benefit a company, depending on where those individuals are hired. Therefore organizations must learn how to lose certain battles in order to win the war.
The practice of coaching as a tool for work force and leadership development has gained popularity in recent years. In theory, coaching asks supervisors to spend more time giving constructive, individualized feedback on performance to subordinates, rather than barking orders and sending their troops to boot-camp training programs.
Obesity in the United States has reached crisis proportions. Is this yet another societal problem to be loaded onto the shoulders of business leaders? For several reasons, the answer is yes — and some companies are already showing what can be done to turn the tide.
By sharing insights and perspectives with a group of noncompeting peers from other regions, managers can stay abreast of industry trends and combat complacency.
advertisement
The key to making new employees productive quickly, known as “rapid on-boarding,” is to help them immediately build an informational network with co-workers.
We may be in the second decade of the knowledge-worker era, but companies still have much to learn about what makes such workers tick.
Many companies have struggled to design IT systems, databases and content repositories that provide their employees with easily accessible and relevant information. The authors urge organizations to emulate the strategies of Google, eBay and Amazon.com, whose core competence is based upon making it easy for customers to find what they want — quickly, accurately and usefully.
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.
advertisement
Commanding laggards to “copy exactly” the best practices of performance leaders isn’t always the ideal solution. A balance between uniformity and discretion is optimal.
Many corporate programs to develop next-generation leaders fall victim to three pathologies that render the investments of time and money worthless. But there are ways of fighting these diseases.
A variety of complex factors determines whether corporate diversity efforts help or hinder a firm’s bottom line.
Although most large corporations routinely collect data on employee turnover, benefits expenditures, training costs and so on, they rarely make that information public. But that could be a mistake, claim Fabienne Autier, associate professor of human resources management, and Rodolphe Durand, associate professor of strategy, both with E.M.
Thus far, researchers and managers alike have a very limited understanding of what makes knowledge workers tick. But by manipulating two key leverage points, companies can begin to shift the balance from art toward science.
advertisement
Executives know they need to develop their company’s next leaders, but many are disillusioned by all the once-promising fads that have come and gone. Some, however, have discovered how an approach that’s as old as Homer can be one of the most effective means of developing high-potential managers.
In times of adversity, many organizations miss the opportunity to rethink their business model to optimize their positioning for the recovery ahead. Recessionary economies may not require re-engineering or moving noncore competencies outside the organization for greater efficiency. Oxman suggests four critical ways to prepare for economic recovery.
When Mattel's directors went shopping for a new CEO, they found their man in processed cheese. When IBM's board needed to replace John Akers, it picked an executive who had worked in financial services and cigarettes.
Unlike traditional stock options, benchmarking performance to company-specific risk creates a more accurate incentive and reward mechanism.
When employees walk out the door, they take valuable organizational knowledge with them. But managers who think creatively can keep it in-house.
Showing 21-40 of 48