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Investing in Leaders is Critical in a Downturn

Investing in leaders is critical in a downturn

Retaining strong people is more important in a downturn than when the economy is strong.  The biggest reason is that you’ll expect more from them.  While the workforce shrinks, these leaders will take on more work.  They’ll make more difficult decisions.  You will ask them to step up while people around them are disengaging. 

Where has the Engagement Gone?

Where has the engagement gone? Four steps to maintaining morale when downsizing.

The recession has hit Alberta hard; many professionals have fallen victim to downsizing and layoffs, but what about the surviving employees? Some managers might wonder why, during a time when all hands should be on deck, remaining employees are fading into the background instead of rising to the occasion. Where has the engagement gone?

Employment Engagement: Link to Customer Satisfaction

A few years ago I sat in a meeting with the then executive team as they discussed the necessity of improving customer satisfaction and loyalty. They debated over what programs and perks, and rewards and recognition we could offer, all in an effort to increase the perceived value our customers placed on our business and services.

How HR Can Protect An Organizations Biggest Investment

How HR can protect an organization’s biggest investment

Why HR must evolve from practitioner to strategic business leader

Ask any CEO what their most valuable asset is and, whether they believe it or not, they’ll answer "people." And while the cost of labor accounts for roughly two thirds of an organization’s operating costs, it’s time to acknowledge that your workforce isn’t just an expense but rather, an investment in the future.

I Want To Work Here!

 As you can probably surmise, this title is all about employee engagement.  There are three key words in the title that are essential to the ever elusive employee engagement: want, work, and here.  This article will elaborate on all three aspects, along with a short real example that explains the title.

THE EXAMPLE

Engagement in Tough Times

Working with a team who will be losing the job they’ve done for the past X number of years, who may or may not have a place with the company after a certain date, I wanted to tackle the idea of how to manage engagement in times like these. Knowing that the downturn in Alberta’s economy that idea expanded to include the more typical cutbacks to hours like reductions in overtime, as well as layoffs.

Fair P(l)ay = Engaging in Dialogue about Compensation and Performance

Many organizations are gearing up for performance review time and many (supervisors, employees and HR practitioners alike) are dreading the process, each for their own reasons. Supervisors are trying to catch up on what happened during the first nine months of the year, employees are getting ready to defend the fact that they didn’t reach all of their goals and HR is trying to add a level of objectivity to the ratings which then will determine the merit increase.

Secrets of Human - Capital Management

Going through the motions

Even the best people management techniques don’t deliver much if managers just go through the motions. Dr. Charles Scherbaum (CUNY) has done research showing that recognition improves employee performance; however, if you require managers to give more recognition, the risk is that they will just go through the motions and not achieve any meaningful result. Essentially: the research showed sincere recognition worked; I’d hypothesize that non-sincere recognition wouldn’t.