Bad bosses are on my mind because of a new survey, by the resume advice website ResumeLab, digging into the topic of those terrible people who "keep you up at 2 am and give a whole new meaning to Monday blues, not to mention sapping away your energy from a potentially very fulfilling role." That being said, there is some good news about bad bosses.
Today’s divisive political climate has given rise to employee activism. Almost every day you’ll see another example of a group of employees speaking out about the decisions their employer makes on a variety of political and social topics affecting them, such as global warming, criminal justice reform, war and more.
I’ve always said that one of the worst things that organizations can do is ask employees for their opinions and then do nothing with it. The same philosophy applies. It doesn’t make any sense to collect a bunch of data and then do nothing with it.
Even when we know the truth, it may not change our behavior. This is largely due to prioritization. We weigh, often unconsciously, the trade-off of changing behavior or staying the same based on what is in it for us. Combine an irrational sense of our own strengths and infallibility, and we often do not change when we should.
Despite its maturity, workforce planning analytics can be a frustrating topic to address. No matter how good our analytics tools, we are still making predictions about an uncertain future based on managers' estimates about what the business will need. Also, managers may be unclear about what specifically they want from workforce planning analytics, leaving analytics pros with an unmanageably large task. Here are four steps that will guide your approach to workforce planning.
I get lots of surveys drop into my in-box, and a great many of them aren't terribly insightful. However, this recent one from The Conference Board made me think that hope is what really drives employee satisfaction.
We asked 651 North American payroll professionals about the state of payroll in 2019. It's harder - and more strategic - to master than you may think.
Lower Manhattan was plunged into darkness at about 9:00 PM on October 29, 2012. Hurricane Sandy was at its peak, and the superstorm was hammering New York City and the northeastern seaboard with torrential winds and driving rains. One of my clients at the time was a not-for-profit, home-healthcare provider based in New York City. My client knew that, in order for its employees to be ready to git the ground running, payroll had to be run on-time despite the superstorm.
The Center for State and Local Government Excellence recently released their 2019 Workforce Trends survey which found that the top workforce challenges facing U.S. state and local governments are (1) recruitment and retention of qualified personnel with the needed skills for public service and (2) providing competitive compensation. The survey results emphasize the importance of state and local governments adopting innovative practices in order to attract and retain needed staff. Other workforce issues important to state and local governments include employee morale, employee engagement, retaining staff needed for core services, and leadership development.
We all have beliefs about why employees leave, and some of them might even be true. But unless you are systematically tracking why your employees are leaving, the real reasons might surprise you.
Competition is fierce, digital transformation is happening (whether we like it or not), and many organizations will be out of business if they don’t change at an accelerated pace. This means people need to change, and we all know people often struggle with change. So, what should be done? Is firing everyone and starting over a good option?
My company, Future Workplace, recently worked with The Workforce Institute on a global study of over 3,000 Gen Z’s and discovered new details about how they view themselves and the type of work culture they are interested in.