The document summarizes key findings from a SHRM poll about the ongoing impact of the recession on the health industry. It finds that while most health organizations have not laid off large portions of their staff since the recession, their financial health has declined compared to a year ago. The majority of health organizations are hiring, primarily to replace lost jobs, and about half report difficulty recruiting for some positions, especially high-skilled medical, technical, managerial, and HR jobs. The manufacturing industry is recovering more than the construction, government, health, and professional services industries.
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) Nearly half of organizations decided not to drop health care coverage for employees after the reform, though over a third are still analyzing the impact.
2) Forty-one percent of organizations indicated they are likely to pass on increased health care costs to employees in 2011.
3) Thirty-four percent of organizations are considering alternative health care plans for employees due to the reform.
4) Organizations cited lowering employee morale and competitiveness for talent as primary reasons for keeping health care coverage, rather than economic considerations.
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
This survey of 332 HR professionals found that 24% of organizations have a formal work/life balance policy while 52% have an informal policy. Common elements of formal policies include allowing work during vacation (47%) and sick time (34%). Informal policies commonly include these elements as well (62% and 54%). Most supervisors (80%) encourage a healthy work/life balance and discourage work communication after hours (26%).
Background Checking—The Use of Criminal Background Checks in Hiring Decisionsshrm
The SHRM survey found that:
- 69% of organizations conduct criminal background checks on all job candidates, while 18% do checks on select candidates.
- Most organizations (62%) initiate checks after a contingent job offer.
- Organizations check primarily to reduce legal liability (52%) and ensure workplace safety (49%).
- Violent felonies (96%) and nonviolent felonies (74%) most influence hiring decisions.
Changing Employee Skills and Education Requirements—Minimum Education Require...shrm
The document summarizes key findings from a survey conducted by SHRM and Achieve on changing education requirements for employees. Some of the main findings include:
- Organizations across all industries project that future jobs will require more skills, education and credentials compared to current roles.
- Manufacturing saw the largest differences between current and future requirements for skilled labor and administrative/secretarial jobs.
- Many industries forecast an increase in the percentage of administrative/secretarial jobs requiring an associate's degree.
- Most industries project education requirements for professional jobs to level off at a bachelor's degree, with some industries like government more likely to require advanced degrees for managers.
- Organizations expect increased demand for advanced
The survey found the following regarding organizations' use of credit background checks in hiring decisions:
1) Over half (53%) of organizations do not conduct credit background checks on any candidates, though some (34%) check select candidates and 13% check all.
2) Most organizations (58%) initiate credit checks after a contingent offer or after an interview (33%) to reduce theft (45%) and liability (22%).
3) Checks focus most on financial roles (87%) but also senior roles (42%) and those with confidential access (34%).
4) Most organizations (80%) have hired candidates with negative credit information, focusing on recent (2-7 years) history.
This survey of 332 HR professionals found that:
1) Approximately one-fifth of organizations have formal policies limiting employees' use of wireless devices after hours, while one-quarter have informal policies.
2) Of those with informal policies, most communicate limits directly from supervisors and through word of mouth.
3) The majority of organizations without formal or informal policies allow employees to set their own limits on after hours device use.
The Ongoing Impact of the Recession - Professional Services Industryshrm
This document summarizes the findings of a poll conducted by SHRM on the ongoing impact of the recession on professional services organizations. Some key findings include:
1) Nearly half (47%) of professional services organizations reported being in a mild or significant recovery financially compared to a year ago, unchanged from 2010. About three-quarters (76%) of organizations laid off 10% or less of staff since 2007, an improvement from 2010.
2) Just under three-quarters (71%) of professional services organizations were currently hiring in 2011, up from 58% in 2010. The majority were hiring nonmanagement salaried employees (78%) and nonmanagement hourly employees (60%).
3) Nearly half (47%)
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) Nearly half of organizations decided not to drop health care coverage for employees after the reform, though over a third are still analyzing the impact.
2) Forty-one percent of organizations indicated they are likely to pass on increased health care costs to employees in 2011.
3) Thirty-four percent of organizations are considering alternative health care plans for employees due to the reform.
4) Organizations cited lowering employee morale and competitiveness for talent as primary reasons for keeping health care coverage, rather than economic considerations.
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
This survey of 332 HR professionals found that 24% of organizations have a formal work/life balance policy while 52% have an informal policy. Common elements of formal policies include allowing work during vacation (47%) and sick time (34%). Informal policies commonly include these elements as well (62% and 54%). Most supervisors (80%) encourage a healthy work/life balance and discourage work communication after hours (26%).
Background Checking—The Use of Criminal Background Checks in Hiring Decisionsshrm
The SHRM survey found that:
- 69% of organizations conduct criminal background checks on all job candidates, while 18% do checks on select candidates.
- Most organizations (62%) initiate checks after a contingent job offer.
- Organizations check primarily to reduce legal liability (52%) and ensure workplace safety (49%).
- Violent felonies (96%) and nonviolent felonies (74%) most influence hiring decisions.
Changing Employee Skills and Education Requirements—Minimum Education Require...shrm
The document summarizes key findings from a survey conducted by SHRM and Achieve on changing education requirements for employees. Some of the main findings include:
- Organizations across all industries project that future jobs will require more skills, education and credentials compared to current roles.
- Manufacturing saw the largest differences between current and future requirements for skilled labor and administrative/secretarial jobs.
- Many industries forecast an increase in the percentage of administrative/secretarial jobs requiring an associate's degree.
- Most industries project education requirements for professional jobs to level off at a bachelor's degree, with some industries like government more likely to require advanced degrees for managers.
- Organizations expect increased demand for advanced
The survey found the following regarding organizations' use of credit background checks in hiring decisions:
1) Over half (53%) of organizations do not conduct credit background checks on any candidates, though some (34%) check select candidates and 13% check all.
2) Most organizations (58%) initiate credit checks after a contingent offer or after an interview (33%) to reduce theft (45%) and liability (22%).
3) Checks focus most on financial roles (87%) but also senior roles (42%) and those with confidential access (34%).
4) Most organizations (80%) have hired candidates with negative credit information, focusing on recent (2-7 years) history.
This survey of 332 HR professionals found that:
1) Approximately one-fifth of organizations have formal policies limiting employees' use of wireless devices after hours, while one-quarter have informal policies.
2) Of those with informal policies, most communicate limits directly from supervisors and through word of mouth.
3) The majority of organizations without formal or informal policies allow employees to set their own limits on after hours device use.
The Ongoing Impact of the Recession - Professional Services Industryshrm
This document summarizes the findings of a poll conducted by SHRM on the ongoing impact of the recession on professional services organizations. Some key findings include:
1) Nearly half (47%) of professional services organizations reported being in a mild or significant recovery financially compared to a year ago, unchanged from 2010. About three-quarters (76%) of organizations laid off 10% or less of staff since 2007, an improvement from 2010.
2) Just under three-quarters (71%) of professional services organizations were currently hiring in 2011, up from 58% in 2010. The majority were hiring nonmanagement salaried employees (78%) and nonmanagement hourly employees (60%).
3) Nearly half (47%)
This document provides guidance on achieving work-life balance. It discusses defining work-life balance, recognizing when balance is lost, consequences of imbalance, and tips for improving balance. Specifically, it suggests that balance means having control over one's work and fulfilling responsibilities with minimal conflict. It lists 18 signs that balance may be lost and consequences like reduced satisfaction and health issues. Finally, it recommends tactics like setting boundaries, prioritizing important aspects of life, and regularly reassessing goals.
This document discusses performance and compensation for a team presenting to Maria Farooq. It defines the key elements of an effective team as having a clear definition and purpose, compelling goal, complete skill set, relevant resources, and available advice. It then discusses factors that influence optimal team size such as purpose, expectations, roles, interconnectivity, functions, and goals. Finally, it outlines different types of teams including functional, cross-functional, leadership, self-directed, virtual, quality circles, and task force teams.
The rate of a reaction, average and instantaneous rate of reaction,order and molecularity of reaction, determination of Oder and molecularity, the integrated rate law of reaction, deferential rate law of reaction, zero order, first order and second order reaction, numerical for practice
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
Influence of Work-life balance in employee’s performanceMasum Hussain
This document discusses work-life balance and its influence on employee performance. It defines work-life balance as achieving satisfaction in both work and personal life spheres. A history of work-life balance issues is provided dating back to labor movements in the late 1800s fighting for an 8-hour workday. Reasons for imbalance like long hours and responsibilities at work and home are explained. Risks of poor work-life balance include health issues, conflicts, and lower performance. Solutions proposed are flexible schedules, time-off, and family-friendly policies. Benefits discussed are improved productivity, retention, health and morale. Recommendations target both employers to provide support and employees to maintain boundaries and self-care.
SHRM Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
Rm ppt on A STUDY OF WORK LIFE BALANCE OF GENERATION Y AT THYSSENKRUPP, PUNE.AMIT ZAWARE
This document summarizes a study conducted on work-life balance of Generation Y (born 1977-1987) employees in middle management at ThyssenKrupp, Pune. It includes an abstract, introduction, literature review, objectives, methodology and data analysis sections. A questionnaire was administered to 105 Generation Y employees to understand factors affecting their work-life balance. Key findings were that most worked overtime due to high workload, felt stressed or depressed, but were aware of and satisfied with the company's work-life balance policies like flexible hours and activities. The majority felt better work-life balance increased work effectiveness.
Work-Life Balance Wisdom by Corporate Leadership Speaker and Author Tricia Mo...Tricia Molloy
This is a condensed version of Tricia Molloy’s “Work-Life Balance Wisdom” talk, workshop and webinar for organizations that want their people to reduce stress, improve their work-life balance, and achieve their goals faster and easier.
All programs are customized.
Learn more at www.triciamolloy.com or contact Tricia Molloy at tricia@triciamolloy.com or 770-565-1231.
The document discusses achieving work-life balance through establishing priorities and managing stress. It begins by outlining the purpose and approach of a workshop on work-life balance. It then discusses the blurring lines between work and personal life and defines work-life balance as achieving a satisfactory level of involvement across multiple roles. The document also explores stress and its physical, emotional, and behavioral effects, as well as common stressors like work, family, and financial issues. Overall, it emphasizes the importance of determining priorities, setting boundaries, and using stress management techniques to maintain balance.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
In today’s’ stressful times, balancing between work and home can prove to be quite challenging. Constantly trying to fulfill demands at work and home can become challenging and lead to stress and dissatisfaction. And gradually, these negative elements take a toll on work performance and personal life.
This webinar goes over some helpful tips and tricks to balance your work and personal life without compromising on spending time with your loved ones.
The document discusses strategies for achieving work-life balance. It begins by outlining common signs of an imbalance like working late hours, feeling stressed or tired due to work responsibilities. It then describes five "dying stages" that can result from being "married to your work", including exhaustion, suffering family and friends, and increased expectations. Several solutions are proposed, such as making lists, being flexible, learning to say no, leaving work at the office, managing time, communicating clearly, and setting aside time for recreation and self-care. The key message is that creating balance is an ongoing process that requires periodically reassessing one's priorities and routines.
The document discusses strategies for achieving work-life balance. It begins by defining work-life balance as properly prioritizing between work and personal life. It then outlines several techniques for maintaining balance, including setting priorities using the ABC method, using Covey's time management matrix, and applying the 80/20 rule. Finally, it provides nine keys to achieving work-life balance, such as learning to say no, leaving work at work, and being honest with yourself about where you need to improve your balance.
10 Strategies to help you Balance Work and Life in SalesAbhishek Shah
Everyone knows sales can be a difficult profession. The demand on your time is much greater than a typical 9-5 job and we all know workaholics who live and breathe their jobs. But, in sales it can be very easy to burn out or let your job negatively impact your personal life! People don’t often consider the impact of not having a good work/life balance. Not finding a balance can be very detrimental not just to your overall well being but also to your sales results. Here are ten strategies you can apply to help you balance work and life.
Hey Everybody! I am Kalpana and in this presentation I am going talk about balance between life and work from which people suffer from many conditions. Don't get depressed about it . It's your life live it your way, not too much or too less.
The document discusses work-life balance and presents information on its meaning, myths, reasons for imbalance, solutions, corporate perspectives, and HR solutions. It defines work-life balance as proper prioritization between career and lifestyle. Common myths addressed include the notions that work-life balance means an even 50-50 split of time and that only women desire it. Reasons for imbalance include competition in the global economy and long work hours required by international businesses. Solutions proposed are setting boundaries, prioritizing tasks, and using technology to optimize efficiency. The benefits highlighted are improved productivity, health, fulfillment and relationships.
This document discusses common myths about work-life balance and provides guidance on effective work-life balance programs. It addresses 10 common myths, such as the myths that work-life balance means an even 50/50 split of time between work and home, or that all employees benefit equally from work-life balance programs. The document emphasizes that effective programs consider employee and organizational needs, optimize flexibility and support, and are tailored to the unique context rather than just copying other companies. It warns that propagating the myths could lead organizations to implement misguided work-life balance programs.
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
This document discusses work-life balance and provides tips for achieving it. It begins by defining work-life balance as properly prioritizing between career/work and personal life/health. It then discusses various demands on personal resources like time and energy, and how to allocate them between work and non-work. Several studies and statistics are presented about dissatisfaction with work-life balance and its impacts. The remainder of the document provides many suggestions for improving balance, including time management, flexibility, self-care, prioritizing tasks, saying no, establishing boundaries, and organizational policies around leave, flexible schedules and childcare.
This document discusses work-life balance and solutions for achieving it. It begins by defining work-life balance and noting that over 60% of respondents feel unable to balance their personal and professional lives. Competition, career ambitions, and long work hours are cited as reasons for the imbalance. The document then outlines HR solutions like flexible work schedules, family-oriented activities, and leave policies. It discusses benefits like increased productivity, commitment, and reduced stress for both organizations and individuals. Finally, it emphasizes finding the right balance through setting boundaries and priorities.
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
The document summarizes findings from a SHRM poll about the ongoing impact of the recession on the finance industry. Key findings include:
- Nearly half of finance organizations had no layoffs in 2011, similar to 2010.
- The financial health of most finance organizations is similar to a year ago, with over half experiencing mild or significant decline.
- Three-quarters of finance organizations were hiring in 2011, mainly to replace lost jobs.
- About half of finance organizations reported difficulties recruiting for specific jobs like technical, managerial, and finance positions.
This document provides guidance on achieving work-life balance. It discusses defining work-life balance, recognizing when balance is lost, consequences of imbalance, and tips for improving balance. Specifically, it suggests that balance means having control over one's work and fulfilling responsibilities with minimal conflict. It lists 18 signs that balance may be lost and consequences like reduced satisfaction and health issues. Finally, it recommends tactics like setting boundaries, prioritizing important aspects of life, and regularly reassessing goals.
This document discusses performance and compensation for a team presenting to Maria Farooq. It defines the key elements of an effective team as having a clear definition and purpose, compelling goal, complete skill set, relevant resources, and available advice. It then discusses factors that influence optimal team size such as purpose, expectations, roles, interconnectivity, functions, and goals. Finally, it outlines different types of teams including functional, cross-functional, leadership, self-directed, virtual, quality circles, and task force teams.
The rate of a reaction, average and instantaneous rate of reaction,order and molecularity of reaction, determination of Oder and molecularity, the integrated rate law of reaction, deferential rate law of reaction, zero order, first order and second order reaction, numerical for practice
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
Influence of Work-life balance in employee’s performanceMasum Hussain
This document discusses work-life balance and its influence on employee performance. It defines work-life balance as achieving satisfaction in both work and personal life spheres. A history of work-life balance issues is provided dating back to labor movements in the late 1800s fighting for an 8-hour workday. Reasons for imbalance like long hours and responsibilities at work and home are explained. Risks of poor work-life balance include health issues, conflicts, and lower performance. Solutions proposed are flexible schedules, time-off, and family-friendly policies. Benefits discussed are improved productivity, retention, health and morale. Recommendations target both employers to provide support and employees to maintain boundaries and self-care.
SHRM Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
Rm ppt on A STUDY OF WORK LIFE BALANCE OF GENERATION Y AT THYSSENKRUPP, PUNE.AMIT ZAWARE
This document summarizes a study conducted on work-life balance of Generation Y (born 1977-1987) employees in middle management at ThyssenKrupp, Pune. It includes an abstract, introduction, literature review, objectives, methodology and data analysis sections. A questionnaire was administered to 105 Generation Y employees to understand factors affecting their work-life balance. Key findings were that most worked overtime due to high workload, felt stressed or depressed, but were aware of and satisfied with the company's work-life balance policies like flexible hours and activities. The majority felt better work-life balance increased work effectiveness.
Work-Life Balance Wisdom by Corporate Leadership Speaker and Author Tricia Mo...Tricia Molloy
This is a condensed version of Tricia Molloy’s “Work-Life Balance Wisdom” talk, workshop and webinar for organizations that want their people to reduce stress, improve their work-life balance, and achieve their goals faster and easier.
All programs are customized.
Learn more at www.triciamolloy.com or contact Tricia Molloy at tricia@triciamolloy.com or 770-565-1231.
The document discusses achieving work-life balance through establishing priorities and managing stress. It begins by outlining the purpose and approach of a workshop on work-life balance. It then discusses the blurring lines between work and personal life and defines work-life balance as achieving a satisfactory level of involvement across multiple roles. The document also explores stress and its physical, emotional, and behavioral effects, as well as common stressors like work, family, and financial issues. Overall, it emphasizes the importance of determining priorities, setting boundaries, and using stress management techniques to maintain balance.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
In today’s’ stressful times, balancing between work and home can prove to be quite challenging. Constantly trying to fulfill demands at work and home can become challenging and lead to stress and dissatisfaction. And gradually, these negative elements take a toll on work performance and personal life.
This webinar goes over some helpful tips and tricks to balance your work and personal life without compromising on spending time with your loved ones.
The document discusses strategies for achieving work-life balance. It begins by outlining common signs of an imbalance like working late hours, feeling stressed or tired due to work responsibilities. It then describes five "dying stages" that can result from being "married to your work", including exhaustion, suffering family and friends, and increased expectations. Several solutions are proposed, such as making lists, being flexible, learning to say no, leaving work at the office, managing time, communicating clearly, and setting aside time for recreation and self-care. The key message is that creating balance is an ongoing process that requires periodically reassessing one's priorities and routines.
The document discusses strategies for achieving work-life balance. It begins by defining work-life balance as properly prioritizing between work and personal life. It then outlines several techniques for maintaining balance, including setting priorities using the ABC method, using Covey's time management matrix, and applying the 80/20 rule. Finally, it provides nine keys to achieving work-life balance, such as learning to say no, leaving work at work, and being honest with yourself about where you need to improve your balance.
10 Strategies to help you Balance Work and Life in SalesAbhishek Shah
Everyone knows sales can be a difficult profession. The demand on your time is much greater than a typical 9-5 job and we all know workaholics who live and breathe their jobs. But, in sales it can be very easy to burn out or let your job negatively impact your personal life! People don’t often consider the impact of not having a good work/life balance. Not finding a balance can be very detrimental not just to your overall well being but also to your sales results. Here are ten strategies you can apply to help you balance work and life.
Hey Everybody! I am Kalpana and in this presentation I am going talk about balance between life and work from which people suffer from many conditions. Don't get depressed about it . It's your life live it your way, not too much or too less.
The document discusses work-life balance and presents information on its meaning, myths, reasons for imbalance, solutions, corporate perspectives, and HR solutions. It defines work-life balance as proper prioritization between career and lifestyle. Common myths addressed include the notions that work-life balance means an even 50-50 split of time and that only women desire it. Reasons for imbalance include competition in the global economy and long work hours required by international businesses. Solutions proposed are setting boundaries, prioritizing tasks, and using technology to optimize efficiency. The benefits highlighted are improved productivity, health, fulfillment and relationships.
This document discusses common myths about work-life balance and provides guidance on effective work-life balance programs. It addresses 10 common myths, such as the myths that work-life balance means an even 50/50 split of time between work and home, or that all employees benefit equally from work-life balance programs. The document emphasizes that effective programs consider employee and organizational needs, optimize flexibility and support, and are tailored to the unique context rather than just copying other companies. It warns that propagating the myths could lead organizations to implement misguided work-life balance programs.
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
This document discusses work-life balance and provides tips for achieving it. It begins by defining work-life balance as properly prioritizing between career/work and personal life/health. It then discusses various demands on personal resources like time and energy, and how to allocate them between work and non-work. Several studies and statistics are presented about dissatisfaction with work-life balance and its impacts. The remainder of the document provides many suggestions for improving balance, including time management, flexibility, self-care, prioritizing tasks, saying no, establishing boundaries, and organizational policies around leave, flexible schedules and childcare.
This document discusses work-life balance and solutions for achieving it. It begins by defining work-life balance and noting that over 60% of respondents feel unable to balance their personal and professional lives. Competition, career ambitions, and long work hours are cited as reasons for the imbalance. The document then outlines HR solutions like flexible work schedules, family-oriented activities, and leave policies. It discusses benefits like increased productivity, commitment, and reduced stress for both organizations and individuals. Finally, it emphasizes finding the right balance through setting boundaries and priorities.
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
The document summarizes findings from a SHRM poll about the ongoing impact of the recession on the finance industry. Key findings include:
- Nearly half of finance organizations had no layoffs in 2011, similar to 2010.
- The financial health of most finance organizations is similar to a year ago, with over half experiencing mild or significant decline.
- Three-quarters of finance organizations were hiring in 2011, mainly to replace lost jobs.
- About half of finance organizations reported difficulties recruiting for specific jobs like technical, managerial, and finance positions.
The document summarizes key findings from a SHRM poll about the ongoing impact of the recession on the manufacturing industry. Some key points:
- In 2011, 66% of manufacturing organizations reported laying off 10% or less of their staff since 2007, compared to 43% in 2010.
- 19% of manufacturing organizations said their financial health was in significant recovery compared to a year ago, up from 6% in 2010.
- 75% of manufacturing organizations were currently hiring in 2011, up from 51% in 2010, with over half replacing lost jobs and 32% hiring for new positions.
- 68% found recruiting difficult, especially for high-skilled technical jobs like engineers and technicians. Difficult
The document summarizes the results of a SHRM poll on the ongoing impact of the recession on state and local governments. Some key findings include:
- 30% of state and local governments had not laid off any staff since 2007, while 37% laid off 1-5% of staff and 18% laid off 6-10% of staff.
- 75% of state and local governments were hiring in 2011, up from 60% in 2010, primarily to replace jobs lost rather than create new positions.
- The most difficult jobs to fill for state and local governments were high-skilled technical, medical, engineering, scientific, and manager/executive positions.
The document summarizes key findings from a SHRM poll on the ongoing impact of the recession on federal government agencies. It finds that in 2011, half of federal agencies had no layoffs, though financial health has declined compared to 2010. Two-thirds were hiring, primarily to replace lost jobs. Recruiting was difficult for some positions like technical jobs, and the majority had hired veterans for hard-to-fill roles.
The document summarizes key findings from three SHRM polls on the ongoing impact of the recession on organizations in the manufacturing industry. Some of the main findings include:
1) In 2012, nearly three-quarters of organizations reported losing 10% or less of their employees since 2007, an increase from 2010. Most organizations also reported an improvement in financial health over the past year.
2) The majority of organizations have been hiring since 2010 to replace jobs lost, though fewer have added completely new positions. Hiring is occurring across all levels but mostly for non-management roles.
3) Over two-thirds of organizations say recruiting for specific jobs is difficult, especially those requiring new skill sets. The most difficult positions
The document summarizes the results of a SHRM poll about the ongoing impact of the recession. It finds that in 2011, 77% of organizations had lost 10% or less of employees, up from 65% in 2010. Two-thirds reported no change or mild-to-significant recovery in financial health compared to a year ago. Nearly three-quarters were currently hiring, mainly for non-management and management roles. Most hiring was to replace lost jobs rather than create new positions.
The document summarizes the results of a SHRM poll about the ongoing impact of the recession. It finds that in 2011, 77% of organizations had lost 10% or less of employees, up from 65% in 2010. About two-thirds reported no change or mild-to-significant recovery in financial health compared to a year ago. Nearly three-quarters were currently hiring, mainly for non-management and management roles. Most hiring was to replace lost jobs rather than create new positions.
The Ongoing Impact of the Recession - High-Tech Industryshrm
The document summarizes findings from a SHRM poll on the ongoing impact of the recession on the high-tech industry. Key findings include:
- 75% of high-tech organizations laid off 0-10% of staff since 2007, an improvement from 2010. However, more organizations reported declines in financial health compared to a year ago.
- 80% of high-tech organizations were hiring in 2011, primarily for non-management positions. Hiring was more often to replace lost jobs than create new positions.
- 73% found it difficult to recruit qualified candidates for jobs requiring new skills, and 71% had difficulties filling specific openings. The most difficult jobs to fill were engineers, technical roles, sales, management,
The document summarizes the results of a SHRM poll on the impact of the recession on the construction, mining, oil, and gas industry.
Key findings include:
- 57% of organizations in the industry lost 10% or less of their staff since 2007, an increase from 45% in 2010. 10% lost over 50% of staff, up from 6% in 2010.
- 46% of organizations reported being in a significant or mild financial recovery in 2011, up from 36% in 2010.
- 66% of organizations were currently hiring in 2011, up from 50% in 2010.
The document also examines recruiting challenges, types of jobs most difficult to fill, and compares staffing
SHRM Survey Findings: The Ongoing Impact of the Recession—Health Industryshrm
Two-thirds (65%) of organizations in the health industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 50% in 2011. The top three reasons given for recruiting difficulty were competition from other employers (39%), the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%), and lack of the right skills among candidates (36%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) Nearly half of organizations decided not to drop health care coverage for employees after the reform, with over a third doing so without analyzing costs.
2) Forty-one percent of organizations plan to pass increased health care costs to employees in 2011.
3) Thirty-four percent of organizations are considering alternative health care plans for employees due to the reform.
4) Organizations cited maintaining employee morale, competitiveness, and valuing employee health as top reasons for keeping coverage, even if dropping it was economically sound.
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US healthcare reform law. The poll found that 46% of organizations decided not to drop employee healthcare coverage, though 34% did so without analysis. 41% may pass on increased costs to employees in 2011. 34% are considering alternative healthcare plans. Maintaining employee morale and competitiveness were primary reasons for not dropping coverage, while significant savings was the main reason for potentially doing so. The methodology notes an overall 15% response rate from HR professionals.
Analysis of Employee Retention Strategies on Organizational Performance of Ho...inventionjournals
Globally, the retention of skilled medical staff in health care sector has been a serious concern to management due to higher turnover of medics. The desired critical measures for retention strategies of medics need to be done to sustain competition among health care providers. The purpose of this study was to analyse of employee retention strategies on organizational performance of hospitals in Mombasa County. The study was guided by the following objectives; to analyse the relationship between recruitment strategies and organizational performance, to examine the extent to which supervision strategies affects organization performance,. The study employed descriptive correlational research design. Target populations of 102 respondents, the study had a sample size of 102 respondents all drawn from senior staff in the County’s ministry of health department. Sampling procedure will be census. Semi-structured Questionnaire will be used, Likert five point scale questionnaire will be used, factoring Strongly Agree to Strongly Disagree. Cronbach’s alpha coefficient was used to measure the reliability of the questionnaire. Data was analysed using descriptive statistics and regression analysis was used to measure the relationship between variables. Data was presented in cumulative frequency tables. The finding the study were The relationship between recruitment strategies and organization performance of public hospitals in Mombasa County was found to be positive and significant in that its R was 0.485 and had a p-value less than 0.05 (ε= 0.006). The regression results revealed that supervision strategies effect on performance was statistically significant (overall p-value = 0.036).The study concluded that all the employee retention strategies need to be improved because they have been found to have a positive and significant effect on organizational performance. The study recommended that the management of public hospitals in Mombasa County should improve on employee retention strategies because they have been found by this study to have a positive effect on the organizational performance
The Ongoing Impact of the Recession—California Financial Health and Hiringshrm
This document summarizes the results of a SHRM survey on the ongoing impact of the recession in California. It finds that over half of California organizations report improved financial health compared to a year ago. Three-quarters are currently hiring full-time employees. While most hiring is for non-management positions, about half of organizations are hiring for management roles as well. The improved job market may lead to increased recruiting challenges and rising new hire compensation as competition for talent grows.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The document summarizes findings from a SHRM survey about the ongoing impact of the recession on the high-tech industry. Key findings include:
- Job applicants often lack basic skills in writing, math, science, and technical skills. They also commonly lack applied skills in IT, critical thinking, and communication. The most difficult positions to fill are engineers, high-skilled technical roles, and scientists.
- Three-quarters of organizations find it difficult to recruit for new positions requiring new skill sets. Most organizations are having trouble recruiting for specific jobs. Reasons include candidates lacking the right skills, experience, or being outside the salary range.
- Common recruiting strategies include using social media, expanding search regions,
Top concerns of business leaders inthe post 2008 economyMichael Russ
The document discusses a survey of 507 business owners and executives at midsized U.S. companies (50-999 employees) regarding their perceptions of and concerns about the economy since 2008. The top concerns are rising health care costs, slow economic growth, and increasing government regulations. While over half feel the economy has improved in the last 4 years, only 15% are confident it will continue to do so. Respondents are more optimistic about their own industries and businesses. Compliance is also an area of concern, as one third reported fines for noncompliance despite high confidence in being compliant. Globalization and competition are increasing pressures as well. Moving forward, respondents plan to focus on assessing growth opportunities and hiring to support business goals
Factors Affecting Retention of Human Resources for Health in TRANS-NZOIA Coun...paperpublications3
This document summarizes a study on factors affecting retention of health workers, specifically nurses, in Trans-Nzoia County, Kenya. Over the past 5 years, the county has experienced a high turnover rate of 40% among nurses each year. The study aims to determine the key factors influencing nurse retention related to job satisfaction, training and development opportunities, compensation and rewards, and work-life balance. Understanding these retention factors is important as the county's population is growing while the number of nurses is declining significantly below World Health Organization recommendations. The results of the study could help the county government address the issues contributing to nurses leaving their jobs.
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
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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.
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SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
This survey by the Society for Human Resource Management examined policies related to marijuana use in the workplace in states that have legalized medical and/or recreational marijuana use. The key findings were:
1) The vast majority (94%) of organizations surveyed had a formal substance use policy, with policies specifically addressing marijuana use more common where it was legalized for both medical and recreational use.
2) Most organizations (73-82%) had a zero-tolerance policy prohibiting marijuana use while working.
3) Common disciplinary actions for first violations included termination (41-50%), mandatory drug counseling (16-21%), and written warnings (14-19%).
4) Around half of organizations conducted pre-employment
- The survey found that 65% of organizations will hold an end-of-year holiday party open to all employees, though smaller organizations are more likely to do so than larger ones. Four-fifths of organizations holding a party have a budget for it. Two-thirds of parties will be held offsite. About three-fifths of organizations plan to serve alcohol at parties.
- The document summarizes findings from a SHRM survey about 2016 holiday schedules at U.S. organizations.
- Most organizations will be closed on major federal holidays like New Year's Day, Memorial Day, Independence Day, Labor Day, and Thanksgiving. 80% will close for Christmas Day and 40% for Easter Sunday.
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On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
2015 Strategic Benefits—Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations are increasingly leveraging benefits to recruit employees at all levels. About two-fifths of respondents reported difficulty recruiting employees in 2015, up from previous years. Similarly, two-fifths reported leveraging benefits for recruitment, also up over time. Looking ahead, respondents believed health care, retirement, flexible work and other benefits would grow in importance for recruitment. Recruiting highly skilled employees was also increasingly difficult, and benefits were more often leveraged for this group. Health care was viewed as most important for highly skilled recruitment going forward.
The survey found that:
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The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
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2015 Strategic Benefits―Flexible Work Arragementsshrm
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The survey found that more organizations are struggling to retain employees at all levels and are increasingly leveraging benefits programs to do so. Specifically:
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The survey found that:
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SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
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Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
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China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
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Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
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Markets rallied in May, with all three major U.S. equity indices up for the month, said Sam Millette, director of fixed income, in his latest Market Risk Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
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An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.