The survey received 314 responses from directors, senior managers, and others in Australia, India, Norway, Spain, South Africa, and the UK. Most respondents had experience in the private sector and were directors or senior managers. Over two-thirds felt corporate governance responsibility lies with boards/executives, and accountability ultimately lies here as well. While most saw corporate governance as an organizational rather than financial issue, two-thirds felt risk management in their organizations focuses on financial rather than people risk. Having a universal code of values was viewed as helpful by 80%. However, nearly a third said their organization does not fully embed such values in practice.
The Top 5 Realities Physicians Wish Recruiters KnewPracticeMatch
This document summarizes the results of a survey and panel discussion on physician job opportunities, onboarding programs, and retention programs. The survey received responses from MDLinx subscribers. A panel of three physicians in private practice discussed their experiences with job emails, onboarding, and retention. The survey found that nearly half of physicians expect to seek a new job within 5 years, with most willing to relocate. Onboarding programs are more common than formal orientations, and networking with colleagues is key for learning an organization's culture. Work-life balance, practice culture and family reasons were the major factors for physicians leaving within 3 years.
An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
The document discusses the hidden financial risks to businesses posed by poor employee engagement and high staff turnover. It notes that while businesses often focus on quickly replacing departing employees, the real damage comes from "disengaged remainers" - unhappy employees who stay but undermine the business. The document advocates that businesses must accurately measure engagement, understand the full costs of attrition including lost productivity and knowledge, and make improving engagement a top priority in order to boost profitability, customer satisfaction, and reduce absenteeism and turnover. It claims that most organizations fail to properly account for the financial impacts of disengagement and attrition, which can amount to millions of pounds annually."
A SHRM survey found that about half of organizations reported incidents of workplace bullying. The most common bullying behaviors were verbal abuse, gossiping/spreading rumors, and threats/intimidation. About a quarter of HR professionals reported being bullied. Outcomes of bullying included decreased morale, increased stress/depression, and decreased trust. Most organizations said bullying incidents had stayed the same or decreased over the past two years. About half of organizations had a bullying policy as part of another policy, while 13% planned a separate policy. Larger organizations were more likely than smaller ones to communicate policies online.
Workplace romance is common, with 24% of employees reporting being involved in one. While over half of organizations do not have policies on workplace romance, the number with policies has risen since 2005. Policies almost always prohibit supervisor-direct report relationships and those with significant rank differences. Common consequences for violations include transfers, counseling, and formal warnings. HR professionals are primarily concerned about favoritism, harassment, and retaliation claims from workplace romances.
The document discusses changing demographics in the workforce and increasing needs for flexibility. It notes that the modern workforce has more dual-focused workers who juggle work and family responsibilities. Surveys also find declining aspirations to move up and increased disengagement. The document argues that effective work-life programs can boost satisfaction, engagement, retention and business metrics. Flexibility should be viewed not just as a benefit but a management strategy and cultural value.
Health is dominating the technology landscape at the moment, with fitness and wellbeing becoming more important than ever. We all like to think we are looking after ourselves, but how much do businesses consider the importance of health and fitness for their staff?
We commissioned research to find out the true value of health and wellbeing in the workplace - find out the results in our Health in the Workplace report.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
The Top 5 Realities Physicians Wish Recruiters KnewPracticeMatch
This document summarizes the results of a survey and panel discussion on physician job opportunities, onboarding programs, and retention programs. The survey received responses from MDLinx subscribers. A panel of three physicians in private practice discussed their experiences with job emails, onboarding, and retention. The survey found that nearly half of physicians expect to seek a new job within 5 years, with most willing to relocate. Onboarding programs are more common than formal orientations, and networking with colleagues is key for learning an organization's culture. Work-life balance, practice culture and family reasons were the major factors for physicians leaving within 3 years.
An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
The document discusses the hidden financial risks to businesses posed by poor employee engagement and high staff turnover. It notes that while businesses often focus on quickly replacing departing employees, the real damage comes from "disengaged remainers" - unhappy employees who stay but undermine the business. The document advocates that businesses must accurately measure engagement, understand the full costs of attrition including lost productivity and knowledge, and make improving engagement a top priority in order to boost profitability, customer satisfaction, and reduce absenteeism and turnover. It claims that most organizations fail to properly account for the financial impacts of disengagement and attrition, which can amount to millions of pounds annually."
A SHRM survey found that about half of organizations reported incidents of workplace bullying. The most common bullying behaviors were verbal abuse, gossiping/spreading rumors, and threats/intimidation. About a quarter of HR professionals reported being bullied. Outcomes of bullying included decreased morale, increased stress/depression, and decreased trust. Most organizations said bullying incidents had stayed the same or decreased over the past two years. About half of organizations had a bullying policy as part of another policy, while 13% planned a separate policy. Larger organizations were more likely than smaller ones to communicate policies online.
Workplace romance is common, with 24% of employees reporting being involved in one. While over half of organizations do not have policies on workplace romance, the number with policies has risen since 2005. Policies almost always prohibit supervisor-direct report relationships and those with significant rank differences. Common consequences for violations include transfers, counseling, and formal warnings. HR professionals are primarily concerned about favoritism, harassment, and retaliation claims from workplace romances.
The document discusses changing demographics in the workforce and increasing needs for flexibility. It notes that the modern workforce has more dual-focused workers who juggle work and family responsibilities. Surveys also find declining aspirations to move up and increased disengagement. The document argues that effective work-life programs can boost satisfaction, engagement, retention and business metrics. Flexibility should be viewed not just as a benefit but a management strategy and cultural value.
Health is dominating the technology landscape at the moment, with fitness and wellbeing becoming more important than ever. We all like to think we are looking after ourselves, but how much do businesses consider the importance of health and fitness for their staff?
We commissioned research to find out the true value of health and wellbeing in the workplace - find out the results in our Health in the Workplace report.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
At One4all Rewards, our passion is helping organisations create effective programmes for rewards and incentives.
This research (a study of over 1,000 workplaces in the UK) tests some theories of behavioural science in a workplace environment. We believe that our findings and conclusions can help organisations use their budget and bonus pots more effectively, as well as challenging established practices about how reward programmes are structured.
By applying a little science, you can learn a lot about how best to push the button for increased motivation and productivity.
The document summarizes the key findings of a survey conducted by Stanford University on public perceptions of CEO misconduct. The survey presented respondents with scenarios of potential unethical behaviors by CEOs and measured the perceived offensiveness of the behaviors and the believed appropriate punishment. The survey found that the public views violations of trust between a company and its customers as most egregious. Additionally, respondents were surprisingly critical of potentially immoral personal behaviors by CEOs. Compared to the public, boards of directors appear to administer stricter punishment for misconduct, such as termination.
The national workforce survey found:
1) Most respondents were between 45-54 years old, worked in the voluntary sector, and were motivated by a desire to make a difference.
2) The biggest challenges reported were funding cuts, high workload, and staff shortages. Most saw a reduction in social services and tension between needs and what can be delivered.
3) Respondents felt valued through good outcomes for those supported and positive feedback. Training opportunities also increased feelings of value, though concerns remained about pay and conditions.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
- According to HR professionals, 61% of employees have fair or poor financial health, with those at organizations with more hourly workers faring worse. Employees aged 25-34 experience the most financial stress.
- Most employees have some level of financial literacy, though those at organizations with more hourly workers tend to be less literate.
- Common benefits offered are retirement planning and loan products from third parties. HR professionals report that these benefits positively impact employees' ability to manage financial difficulties.
- Financial stress can impact work through absenteeism, requests for pay advances, and may eventually lead to wage pressure or benefit changes to better support stressed employees.
The document summarizes key findings from an SHRM survey on employment verification practices. It finds that while over half of respondents use E-Verify, over 40% do not, with many unaware of the program. It also reports challenges with maintaining Form I-9 documentation and concerns about document authenticity. However, there is strong support for mandatory electronic verification if it streamlines processes and protects against discrimination claims. The findings suggest more education is needed on E-Verify and ensuring rigorous verification processes to comply with laws.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
Based on the 2011 Nonprofit Employment Trends Survey, the sector finds its entry to mid-level positions from inside the organization but often goes outside the organization for senior and executive level positions. Is this the best approach and what does survey data reveal about sector talent management programs?
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
This document provides an overview of a quarterly research eBook from the Human Capital Institute (HCI) called Talent Pulse. It explores trends and challenges in managing talent in areas like HR strategy and analytics, talent acquisition, learning and development, and management and leadership. Each quarterly issue focuses on one of these areas and includes statistically rigorous data analysis, expert interviews, and discussion of key topics determined by a survey of HR and business professionals. This particular issue focuses on the implications of the Affordable Care Act, use of HR data analytics, and workplace agility. It finds that while many organizations have addressed preparing for the Affordable Care Act, concerns remain regarding its unknown future impacts. It also reports that most
The document summarizes the key findings of a SHRM survey on 2013 holiday and year-end activities. It found that about two-thirds of organizations hold end-of-year parties for employees, with 60% being off-site. Nearly half of organizations do not participate in gift exchanges, while 78% participate in charitable donations. The survey provides details on party attendance, budgets, and other policies for 817 HR professionals in October-November 2013.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
This survey from SHRM and Globoforce examines employee recognition trends and best practices. Nearly half of HR professionals view employee engagement as the top challenge. Organizations believe positive feedback improves performance more than negative feedback. Most conduct annual reviews and feel supervisor plus peer feedback provides a more accurate performance picture than supervisor alone. Crowdsourcing recognition data and social recognition are gaining interest but current review processes are only somewhat effective according to respondents. Common talent challenges include leadership development, retention, and responding to skills gaps.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
This document outlines the individual assignment requirements for a course on architecture, culture, and civilization. Students must research a selected theme related to Malaysian architecture and religious places, and design a timeline and series of 10 postcards to educate others on the historical, architectural, and social connections of the topic. The assignment requires literature research, a timeline, a set of designed postcards, and a 1-minute video montage to be submitted through an e-portfolio.
At One4all Rewards, our passion is helping organisations create effective programmes for rewards and incentives.
This research (a study of over 1,000 workplaces in the UK) tests some theories of behavioural science in a workplace environment. We believe that our findings and conclusions can help organisations use their budget and bonus pots more effectively, as well as challenging established practices about how reward programmes are structured.
By applying a little science, you can learn a lot about how best to push the button for increased motivation and productivity.
The document summarizes the key findings of a survey conducted by Stanford University on public perceptions of CEO misconduct. The survey presented respondents with scenarios of potential unethical behaviors by CEOs and measured the perceived offensiveness of the behaviors and the believed appropriate punishment. The survey found that the public views violations of trust between a company and its customers as most egregious. Additionally, respondents were surprisingly critical of potentially immoral personal behaviors by CEOs. Compared to the public, boards of directors appear to administer stricter punishment for misconduct, such as termination.
The national workforce survey found:
1) Most respondents were between 45-54 years old, worked in the voluntary sector, and were motivated by a desire to make a difference.
2) The biggest challenges reported were funding cuts, high workload, and staff shortages. Most saw a reduction in social services and tension between needs and what can be delivered.
3) Respondents felt valued through good outcomes for those supported and positive feedback. Training opportunities also increased feelings of value, though concerns remained about pay and conditions.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
- According to HR professionals, 61% of employees have fair or poor financial health, with those at organizations with more hourly workers faring worse. Employees aged 25-34 experience the most financial stress.
- Most employees have some level of financial literacy, though those at organizations with more hourly workers tend to be less literate.
- Common benefits offered are retirement planning and loan products from third parties. HR professionals report that these benefits positively impact employees' ability to manage financial difficulties.
- Financial stress can impact work through absenteeism, requests for pay advances, and may eventually lead to wage pressure or benefit changes to better support stressed employees.
The document summarizes key findings from an SHRM survey on employment verification practices. It finds that while over half of respondents use E-Verify, over 40% do not, with many unaware of the program. It also reports challenges with maintaining Form I-9 documentation and concerns about document authenticity. However, there is strong support for mandatory electronic verification if it streamlines processes and protects against discrimination claims. The findings suggest more education is needed on E-Verify and ensuring rigorous verification processes to comply with laws.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
Based on the 2011 Nonprofit Employment Trends Survey, the sector finds its entry to mid-level positions from inside the organization but often goes outside the organization for senior and executive level positions. Is this the best approach and what does survey data reveal about sector talent management programs?
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
This document provides an overview of a quarterly research eBook from the Human Capital Institute (HCI) called Talent Pulse. It explores trends and challenges in managing talent in areas like HR strategy and analytics, talent acquisition, learning and development, and management and leadership. Each quarterly issue focuses on one of these areas and includes statistically rigorous data analysis, expert interviews, and discussion of key topics determined by a survey of HR and business professionals. This particular issue focuses on the implications of the Affordable Care Act, use of HR data analytics, and workplace agility. It finds that while many organizations have addressed preparing for the Affordable Care Act, concerns remain regarding its unknown future impacts. It also reports that most
The document summarizes the key findings of a SHRM survey on 2013 holiday and year-end activities. It found that about two-thirds of organizations hold end-of-year parties for employees, with 60% being off-site. Nearly half of organizations do not participate in gift exchanges, while 78% participate in charitable donations. The survey provides details on party attendance, budgets, and other policies for 817 HR professionals in October-November 2013.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
This survey from SHRM and Globoforce examines employee recognition trends and best practices. Nearly half of HR professionals view employee engagement as the top challenge. Organizations believe positive feedback improves performance more than negative feedback. Most conduct annual reviews and feel supervisor plus peer feedback provides a more accurate performance picture than supervisor alone. Crowdsourcing recognition data and social recognition are gaining interest but current review processes are only somewhat effective according to respondents. Common talent challenges include leadership development, retention, and responding to skills gaps.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
This document outlines the individual assignment requirements for a course on architecture, culture, and civilization. Students must research a selected theme related to Malaysian architecture and religious places, and design a timeline and series of 10 postcards to educate others on the historical, architectural, and social connections of the topic. The assignment requires literature research, a timeline, a set of designed postcards, and a 1-minute video montage to be submitted through an e-portfolio.
This document discusses using ultrasound guidance to inject the PIP joint of a patient's right index finger for treatment of single resistant arthritis. The patient is seated with their hand on the table and the probe is positioned on the dorsal side of the joint along the longitudinal axis. The needle is inserted out-of-plane on the ulnar or radial side for easier insertion on the less degenerated side. Ultrasound guidance allows for accurate needle placement and targeting of pathology without injury to surrounding tissues.
This resume is for Bharath R, seeking a job that offers professional growth while delivering value to his employer. He has experience developing analog and digital test programs for circuit boards as an Associate Hardware Engineer. His technical skills include programming in C, Assembly, and HDL, as well as microprocessor and microcontroller knowledge. He also has expertise in PCB design, testing, and fixture development. Bharath completed engineering studies and has worked on projects involving a touchpad-operated wheelchair and automatic power supply control. He aims to contribute his adaptability, team orientation, and passion for learning.
Protein phosphorylation is a critical process in cell signaling where proteins have phosphate groups added or removed in response to signals. This addition or removal of phosphate groups regulates the activity of proteins and allows cells to respond to different stimuli by turning protein activity on or off. Phosphorylation is a reversible process that is tightly regulated by kinases which add phosphates and phosphatases which remove them, allowing signals to be propagated within and between cells.
This document outlines a class assignment for students to write a compare/contrast essay on two selected movies from either the action-comedy or animated film genres. Students must choose one genre, understand it by researching materials published on it, then view two movies from that genre to analyze their similarities or differences in a 6 paragraph, 600-1000 word essay. The essay must follow the structure taught in English 1 and cite references in APA style if used. The assignment aims to help students understand film genres and demonstrate their ability to compare/contrast and communicate ideas in academic English. A rubric is provided to assess students on organization, structure, content, style and presentation. The deadline for the digital submission is September 28, 2015.
Osgood-Schlatter disease is an inflammation of the tibial tuberosity that occurs in active adolescents between 8-15 years old. It results from traction trauma to the tibial tuberosity that leads to avulsion or incomplete fracture of the proximal tuberosity. Patients experience swelling and pain localized to the anterior knee at the tibial tuberosity that is exacerbated by activity. Diagnosis is made clinically and can be confirmed with x-rays showing fragmentation of the tibial tuberosity ossification center.
The document discusses the anatomy of the knee, specifically naming the anterior cruciate ligament (ACL), medial collateral ligament, lateral collateral ligament, posterior cruciate ligament (PCL), and noting that intervention may be required.
This document discusses various pitfalls and artifacts that can occur in ultrasound imaging including anisotropy, acoustic shadowing, acoustic enhancement, reverberation, mirror images, and Doppler artifacts which can impact the quality and accuracy of ultrasound images.
The document is a student's compare and contrast essay on the animated films Corpse Bride and Spirited Away. It summarizes that Corpse Bride was produced by Tim Burton and Laika Entertainment studios using stop-motion animation, while Spirited Away was produced by Studio Ghibli in Japan using 2D animation. It contrasts the genres of the two films, with Corpse Bride being a musical fantasy and Spirited Away being an adventure mystery more suited for families. The document also briefly discusses the different animation techniques and studios behind the two acclaimed animated films.
Engage To Retain Azshrm Presentation 2010Karen Loftus
1) Highly engaged organizations outperform others financially and see increased operating income and earnings per share.
2) Companies with engaged employees see greater loyalty, reduced turnover, and more innovative work.
3) Employee engagement involves commitment to the organization, pride in one's work, and willingness to help the organization succeed.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
The document summarizes the results of a survey conducted by the CIPD Guernsey Branch on performance management practices in Guernsey. Some key findings include:
- Respondents had varying views of their performance management systems, with the top answers being "good" and "inconsistent". Systems were viewed more positively when reviews occurred more frequently and involved wider input.
- While annual appraisals are still universally used, many employers are looking to change elements like the format, use of continuous feedback, or new IT systems rather than abandoning the process.
- Most respondents had used performance improvement plans in the past three years, and most saw improved performance or resignations as outcomes rather than grievances.
The survey found that CSR is taken seriously in Birmingham, with 83% of businesses having formal CSR policies. Social issues are the main focus of CSR programs, particularly employability, education, children and young people. While larger businesses tend to have more formalized CSR structures, smaller businesses dedicate similarly high proportions of resources. There is a strong focus on local issues and causes. CSR is seen as important for enhancing brands and recruiting/retaining employees. Most respondents see a moral imperative to CSR.
How To Help Leaders Effectively Manage Today’s Human CapitalClearCompany
What are today’s key human capital management challenges and how will they be addressed in the future? To answer these questions, ClearCompany partnered with HR.com to conduct a survey of nearly 400 Human Resource Professionals.
One of the areas explored was leadership. We wanted to know if responding HR experts believed that leaders are effectively managing human capital in their companies. And, we asked if they saw a connection between leadership and other critical areas such as engagement and employee performance.
Another important area of the investigation was employee productivity. Not only did our research investigate whether productivity is rising or falling in today’s workplace but, we also explored how long it takes for a new hire to reach full productivity.
The research also covered the issue of employee retention. We were looking to discover if there were any indications that present themselves when an employee is disengaged and looking to leave. Based on responses, we created a list of the top ten signs that workers could be looking to leave.
If employees do leave, what is the best way of attracting and locating new talent? This has become an issue of growing importance as unemployment rates have declined and labor markets have tightened. We explored whether companies tend to look internally or externally for top talent.
Finally, the survey asked HR professionals to look to the future. We wanted to know if they thought it’s possible to accurately forecast workforce needs. And if we can model the workforce in ways that optimize costs, productivity and profits. After all, these issues are crucial to the long-term survival of most organizations.
Here’s a quick look at some of the key findings:
The Future: Most respondents not only believe it’s possible to accurately forecast workforce needs, they think it’s possible to model the workforce in a way that optimizes costs, productivity and profits.
Leadership: Only 37% of participants say that their leaders effectively manage human capital, and only about a third report that leadership actions are correlated to engagement, retention and performance.
Recruitment: Referrals are the most widely cited source for finding top talent as well as employees who are a good cultural fit.
Talent: Respondents are split as to whether the best talent comes from internal or external sources.
Productivity: Just 44% say productivity is on the rise.
1) Professionals working in corporate citizenship are increasingly well-educated and experienced. Over the past six years, more have advanced degrees and prior experience in corporate citizenship.
2) Relationship building and leadership skills are seen as most important for success. Professionals spend significant time on communication and community activities.
3) Job satisfaction is high, but career advancement opportunities and scarce resources are challenges. Lack of staff is an issue despite most having national or global responsibilities.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
This document discusses the need for companies to move beyond traditional corporate social responsibility efforts and instead adopt an approach of integrated external engagement. It argues that CSR programs often fail because they are separate from business operations and do not incorporate stakeholder input. The document recommends that companies deeply integrate external stakeholders into their strategy and decision-making. It provides guidance on how to do this, including defining societal contributions, thoroughly understanding stakeholders, establishing formal engagement processes, training employees, and taking a radical approach to communication. Adopting an approach of integrated external engagement can help companies attract customers, motivate employees, and gain government support.
This document discusses how to boost employee morale during tough economic times. It notes that employee morale is low due to job insecurity and lack of raises and promotions. As a result, 70% of US employees report feeling disengaged from their work. The document then provides three suggestions for improving employee morale: 1) recognize employees' contributions, 2) provide training opportunities for skill development, and 3) foster communication and a sense of being part of a team. It stresses that gaining employee feedback through an anonymous survey is important for understanding engagement issues.
Trust: How to Get It, Keep It, Measure It and Regain It Paine Publishing
This document summarizes Katie Paine's presentation on trust measurement. It discusses what trust is, factors that influence trust like competence and integrity, and how trust can be measured. It provides examples of trust measurement statements and describes a case study where a non-profit used a trust index to measure different trust drivers among stakeholders. Key takeaways are to define important stakeholders, identify relevant trust questions, conduct surveys over time, and analyze results for insights to improve trust.
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
In finance-public-perception-of-abc-compliance-efforts-noexpAjeet Singh
This document summarizes the key findings of a survey conducted by Deloitte Forensic (India) to understand public perception of anti-bribery and corruption compliance efforts in India. Some of the main findings include:
- While 88% of respondents would not feel comfortable working for a corrupt company, many are unaware of their own company's anti-corruption policies and training.
- 57% feel their senior management is not doing enough to address corruption risks. Clear communication from leadership is needed.
- A majority (71%) feel corruption can be eradicated if employees make it a personal responsibility and leaders lead by ethical example.
- However, challenges remain like unrealistic targets, limited communication, and a
Employees are increasingly becoming activists both for and against their employers. This document analyzes research from a survey of 2,300 employees across 15 markets to understand the drivers of employee activism. The key findings are:
1) Only about 30% of employees report being deeply engaged with their employer, despite receiving many communications. Leadership, internal communications, HR practices, and CSR efforts are the main drivers of employee activism but employers underperform in these areas.
2) Social media has fueled more employee activism, both positive and negative. About 50% of employees share work-related content online and 39% have shared positive comments about their employer.
3) The research identified a segment of "employee activists" making
Psy 302 week 5 final comprehensive exam.docxwrite5
1. The document contains 50 multiple choice questions about teams, organizational behavior, and health/well-being in the workplace. Questions cover topics like team development stages, types of organizational commitment, causes of job satisfaction and stress, and approaches to managing healthcare costs.
2. Common multiple choice options examine concepts like role ambiguity, shared mental models, cohesion, the Big Five personality traits, and generational differences in work attitudes.
3. Workplace health issues addressed include the top health conditions driving costs, job safety statistics, and ways companies have helped improve work-life balance for employees with children.
One of the first things all aspiring commercial divers hear, be it in school, from recruiters, other divers and at their place of employment, is that 80% of divers don’t make it past the first 1-5 years. This may be partly the individual's shortcomings that leads to quitting the industry, but it is also a reflection of a bigger issue.
In order to begin to solve a problem, the problem needs to be defined. We asked you, and you answered. Here is what you said.
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
Watson Helsby's FTSE 100 Group Director of Corporate Communications / Affairs...Samantha Rogers
The survey found that 79% of FTSE 100 companies employ a Group Director of Corporate Communications/Affairs, down slightly from the previous year. While most (77%) report to the CEO, others report to functions like HR, strategy, or marketing. Over the past year, 28% saw their remits enlarged to include areas like sustainability or marketing. Social media/digital capabilities were the most commonly cited skills directors wanted to strengthen. 52% said corporate brand had become a more significant part of their role. Remuneration varied widely, with FTSE 20 directors averaging £400,000 compared to £218,000 for those in the lower half. Budgets were largely flat or down for most respondents.
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