According to Andrew Chamberlain, chief economist at Glassdoor, the top predictor of workplace satisfaction is not pay. It is the culture and the values of the organization, closely followed by th
If your employees are motivated, there is nothing they cannot do. But daily life and mundane activities can get to them, making even the most enthusiastic of employees lose their spark.
Employee turnover is a major problem that organizations face. It takes a lot to find a good hire, coach and train them to become the professional, only to see them leave. And the cost of filling up for the employee is huge.
There is a scene in the famous television show Friends, where the famous six are sitting at Central Perk agreeing to the fact that how each of their bosses hates them. It is in that scene where Ross says, “Maybe it is a universal thing.”
Being busy is in these days. Working past normal hours and getting work home is extremely normal. Not being busy is a rare phenomenon. However, is working for more than 12 hours actually a good thing? The answer is no.
Being a high performer does not the mean the employee is engaged. Perhaps this is why the rate of turnover among high performing employees who are actively disengaged is quite similar to low performing employees who are disengaged.
Two most basic human desires are validation and recognition. If a person is working hard, they want someone they look up to or admire to witness their journey. If people toil hard to achieve something, they would want to be noticed and applauded for their efforts.
The term employee engagement isn’t binary. Gallup has divided it into three distinct categories: engaged, not engaged and actively disengaged. Understanding the difference between these is necessary as each kind of employee represents different levels of scope for organizations to tackle disengagement.
The importance of employee engagement has never been more in Human Resources (HR). HR leaders have identified improving employee engagement as one of their top areas of interest. Subtle changes are slowly taking place in organizations worldwide,
Executing performance reviews effectively continues to be a puzzle in organizations worldwide. All kinds of technology are being introduced at a rapid pace in order to solve the burning problems of performance management. While all this is good progress, why is top management still unable to crack an effective answer?