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By Patrick Curran, Director of the Curran Consulting Group, and Katie C. Kelley, Chief Leadership Coach and Consultant, Legacy Builder Coaching

By Dr. Casey Mulqueen, Director, Research & Product Development, The TRACOM Group

By Floyd Adler, Training Account Manager, Signature Worldwide What an interesting question and what a challenge! Personally, I do not look at customer service being the same as it used to be; however, the challenge lies in the demand to work harder to make EVERY customer service encounter better than it has ever been.

By Norma Jarman, Training Account Manager, Signature Worldwide A customer may not know about the skills needed to succeed…but they know what does not work. How can we condition a customer to stay at our hotel property repeatedly? For us Road Warriors, that time of year when our patience will be pushed to its limit is quickly coming upon us—the summer travel season!

By Michael B. Junge

By David Lapin The foundation of robust communication rests more on the ability to hear than on the capacity to speak. Communication is ineffective if it isn’t heard, no matter how eloquent the speech. As leaders, we need to hear our people, but equally important, we need to make sure the people we lead are hearing us. This applies on a day-to-day level, but is particularly important when having a serious conversation with an individual about his or her performance.

Big or small, every company has to onboard new employees. Some organizations manage the process better than others. A select few take onboarding to the next level and integrate their onboarding program into their talent management process. The result of this integration is that onboarding becomes a key component of a company’s talent strategy.

By Michael Leimbach, Ph.D., Vice President of Global Research and Design, Wilson Learning Worldwide, and Barb Taruscio, Senior Consultant

By David Zahn, President, Zahn Consulting, LLC

By Rohit Bhargava In 2007, global professional services and recruiting firm Towers Perrin conducted a survey of nearly 90,000 employees in 18 countries around the world. The aim, as it was every year, was to spot some trends in how satisfied employees were with their jobs and what they were thinking. Unlike many other surveys, this was global and reported back on countries individually in the results. What they learned was concerning: The global workforce is not engaged. on the job.