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Recruiting the best talent is only half the battle. Keeping them is yet another challenge. Building an inclusive workplace culture and boosting employee morale by recognition and continuous feedback are some of the sure shot ways to keep employees happy and productive. However, are organizations successful in carrying out such programs today?
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A diverse organizational culture is great for employees and businesses alike. Diversity and inclusion (D&I) have the potential to drive innovation and increase organizational performance. Organizations with diverse workforces attract talent and are more successful. Yet, strong D&I cultures are still not the norm in most workplaces today. To understand more about the status of D&I in today’s organizations and its impact on employee performance, HR.com conducted this exclusive state of the industry research.
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Take international relationships. In 1895, Italy and Ethiopia went to war because the wording in a treaty signed six years previously was confused in translation. According to their version of the treaty, the Ethiopians thought they could use the Italian embassy for their foreign affairs, while the Italians copy of the treaty stated the Ethiopians must use the embassy. This seemingly small miscommunication led the Italians to believe the Ethiopians were admitting to their colony status, while the Ethiopians maintained that they were an independent state. So, as the story goes, the First Italo-Ethiopian War broke out.
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Employers have long struggled to develop effective performance management (PM) programs. All too often, these programs result in employee morale problems rather than increased performance levels. Some experts believe that the once-a-year nature of many PM programs is problematic and that continuous performance management programs could be part of the solution. To investigate this notion, HR.com collaborated with BetterWorks to conduct research into the role of continuous performance management.
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What’s the point of a performance review? Evaluating performance, yes, but to what end? HR teams, managers, and companies use performance reviews for compensation, evaluation, and tracking progress toward goals. All with the hope that it will motivate the employee to perform at a higher level. Alas, it often doesn’t.
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Feedback has gotten a bad rap . . . unnecessarily. It’s become associated with criticism. It triggers all our insecurities about not measuring up, not being good enough, making mistakes, and being wrong. It is no wonder that we avoid feedback. All of these are threats to our sense of security and belonging.
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However, 360-degree feedback done right can be a very valuable process that significantly influences teams and organizations. It provides an outside perspective into an individual’s (often unconscious) habits and behaviors that sabotage their success.
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Today’s young people are among the most studied generations to date—and yet we still don’t seem to understand them or what motivates them in the workplace. Some 55 percent of young people report feeling unengaged at work. Perhaps even more alarming, some 66 percent expect to leave their current positions by 2020. That’s a cataclysmic shift in workforce development, that a full two-thirds of the largest working population are planning to leave their current jobs. Why do we have this disconnect?
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While that might sound like something from a Mad Men episode, there’s a reason the meme is popular today. A new study shows that a full 80% of women would leave a company for one that offered better gender equality. The same study highlights that additional 78% of respondents say a workplace where people are treated equally
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