Employee Engagement - search results

By Ross Tartell, Ph.D.,Technical Training and Communication Manager – North America, GE Capital Real Estate Business spends billions of dollars on training—more than $55 billion in 2012 alone, according to Trainingmagazine’s 2012 Industry Report. But does this enormous investment produce the desired results? Many would say no, a perception buttressed by the fact that 80 percent of training content is not applied to the job.

By Marty Nowlin,Vice President, Human Resources - North America, ManpowerGroup We are living in a time when the world of work is changing, when the only thing we can be certain of is uncertainty. These changes have affected the workplace and have led to the evolution of what we today call The Human Age.

Corporate/academic partnerships may be a big part of the solution to the skills gap. The key to success lies in understanding the challenges, choosing the right partners, and measuring effectiveness.

Bosses who know their strengths, have the tools they need to succeed, and are adaptable enough to try out different job roles are leaders your organization and employees will respect and admire.

Edited by Margery Weinstein To reach aggressive business goals, Farmers Insurance says it needs leaders who understand the destination and can inspire others to reach objectives as a team. Launched in February 2011, Farmers’ Presidential Leadership Program (PLP) develops emotionally intelligent, “whole” leaders who will engage the company’s employees to exceed business goals.

Edited by Margery Weinstein Through employee engagement survey feedback, MassMutual Financial Group saw an opportunity to improve its ability to foster open and direct communication. This includes peer-to-peer and employee-to-manager communications.

By Eric Vidal, Director, Product Marketing, Event Services Business Segment, InterCall Technology has altered the reality of today’s learners. The evidence is all around us. Employees (students), both young and old, constantly have their noses buried in large and small screens, often at the same time.

By Paul B. Thornton, Professor, Business Administration, Springfield Technical Community College Management style greatly affects employees’ motivation and capacity to learn. The most effective managers vary their styles depending on the employee’s knowledge and skills, the nature of the task, time constraints, and other factors. By so doing, they encourage and inspire employees to do their best at all times.

Teaching employees not just how to do their jobs, but the way you expect them to treat co-workers and customers, requires leading by example and consistent communication.

By Ray Attiyah Transitioning leadership of the day-to-day aspects of the business to the front line is rarely as easy as simply saying it needs to occur. The goal is not to dump responsibility in the lap of the front line and then dash to an office to start thinking of improvement opportunities. Effective leaders want to transition responsibilities so the front line is always capable of undertaking them. Then leaders can start planning proactive improvements for the front line’s systems and processes.