The document summarizes the results of a SHRM poll on HR strategies and programs used in response to the economic downturn. The top three initiated strategies were layoff/downsizing (51%), workforce planning (38%), and business competencies (33%). The top three expanded strategies were health care (71%), communications (67%), and leadership development (60%). The top three reduced strategies were recruitment of top talent (37%), older worker programs (32%), and retention (24%).
When your business and the local economy are booming, incentive compensation can help you hang on to valuable employees who could easily be lured away to work elsewhere. When the economy is slow, employees may not have many alternatives to their current jobs.
When your business and the local economy are booming, incentive compensation can help you hang on to valuable employees who could easily be lured away to work elsewhere. When the economy is slow, employees may not have many alternatives to their current jobs.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
Employee Communication & Engagement (ECE) - A Tailored Approach for Measuring Communication, Engagement, and Execution to Make a Meaningful , Sustained, & Continuously Improved Impact.
Employee Communication & Engagement (ECE) are essential elements of a Talent Management System (TMS).
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve. Talent Management Systems (TMS’s) typically work in four key stages: define, implement, measure, & improve.
Through a customized Employee Engagement Program, we will tailor an approach, tools, and methodologies for measuring engagement, articulating the concepts across the Company, clarifying accountability related to engagement and finally, making a meaningful and sustained impact on people’s commitment to the success of the Company, and their own personal success at the same time. Most successful employee engagement initiatives use a multi-faceted approach.
Employee Communication & Engagement (ECE) Focuses on Enhanced Business Outcomes:
- Highly engaged business units have less absenteeism, lower turnover and greater productivity, a more aligned organization, and lower risk management
- Result in greater profitability
- Outperform peers measuring earnings per share
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform;
- Continuously improves (modernize, streamline, measure).
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform.
Midsized businesses play an important role in the recovering U.S. economy. The Association for Corporate Growth (ACG), for example, reports that while midsized businesses represent just 1% of all businesses, they provide 26.5% (48 million) of all U.S. jobs. Review this whitepaper and learn about the three key themes which emerged in the study results - employee engagement, talent management, and compliance.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
Employee Communication & Engagement (ECE) - A Tailored Approach for Measuring Communication, Engagement, and Execution to Make a Meaningful , Sustained, & Continuously Improved Impact.
Employee Communication & Engagement (ECE) are essential elements of a Talent Management System (TMS).
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve. Talent Management Systems (TMS’s) typically work in four key stages: define, implement, measure, & improve.
Through a customized Employee Engagement Program, we will tailor an approach, tools, and methodologies for measuring engagement, articulating the concepts across the Company, clarifying accountability related to engagement and finally, making a meaningful and sustained impact on people’s commitment to the success of the Company, and their own personal success at the same time. Most successful employee engagement initiatives use a multi-faceted approach.
Employee Communication & Engagement (ECE) Focuses on Enhanced Business Outcomes:
- Highly engaged business units have less absenteeism, lower turnover and greater productivity, a more aligned organization, and lower risk management
- Result in greater profitability
- Outperform peers measuring earnings per share
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform;
- Continuously improves (modernize, streamline, measure).
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform.
Midsized businesses play an important role in the recovering U.S. economy. The Association for Corporate Growth (ACG), for example, reports that while midsized businesses represent just 1% of all businesses, they provide 26.5% (48 million) of all U.S. jobs. Review this whitepaper and learn about the three key themes which emerged in the study results - employee engagement, talent management, and compliance.
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.
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.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
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.
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.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
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.
This research collected comprehensive information on the prevalence of organizations hiring 2015 college graduates with undergraduate and graduate degrees. The findings revealed that one-fifth of respondents (20%) indicated their organizations hired 2015 college graduates to begin working after graduation, and 15% indicated they hired 2015 college graduates to begin working before graduation. Among organizations that indicated they had hired 2015 graduates, 18% offered higher total compensation to 2015 college graduates than to 2014 college graduates; the majority (81%) offered compensation that was “about the same.”
1. SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy February 17, 2009
2. Summary: Which of the following HR strategies and programs did your organization begin to initiate, expand or reduce in response to the current financial challenges in the U.S. economy? Top three initiated HR strategies and programs: Layoff/downsizing strategies = 51% Workforce planning = 38% Business competencies = 33% Older worker strategies = 33% Top three expanded HR strategies and programs: Health care strategies = 71% Communications strategies = 67% Leadership/career development = 60% Top three reduced HR strategies and programs: Recruitment of top talent = 37% Older worker strategies = 32% Retention strategies = 24% 2 Source: SHRM Poll February 17, 2009
3. 3 Changes as a Response to Current Financial Challenges: Business Competencies n = 145 Business Competencies: Programs designed to help your HR department better understand the economic forces challenging your business and the areas in which your department can maximize its bottom-line contribution. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
4. 4 Changes as a Response to Current Financial Challenges: Workforce Planning n = 253 Workforce Planning: Strategic planning to determine your future workforce needs based on different economic scenarios. This includes the analysis of critical positions to identify talented employees who can be developed to fill specific positions or take on broader responsibilities. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
5. 5 Changes as a Response to Current Financial Challenges: Recruitment of Top Talent n = 208 Recruitment of Top Talent: Targeted recruitment to take advantage of top-notch talent that becomes available as a result of the downturn. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
6. 6 Changes as a Response to Current Financial Challenges: Retention Strategy n = 200 Retention Strategy: A strategy that provides the necessary incentives to motivate your high performers to stay on board. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
7. 7 Changes as a Response to Current Financial Challenges: Older Worker Strategies n = 96 Older Worker Strategies: Various strategies aimed at retaining older workers, transferring knowledge from those leaving and attracting those who have retired back into the workforce. Note: Percentages do not total 100% due to rounding.Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
8. 8 Changes as a Response to Current Financial Challenges: Leadership/Career Development n = 234 Leadership/Career Development: Initiatives designed to develop a diverse generation of leaders from within. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
9. 9 Changes as a Response to Current Financial Challenges: Communication Strategy n = 264 Communication Strategy: Confidence-building internal communications from senior management and targeted communications with your employees to assure them of their value to your organization. Note: Percentages do not total 100% due to rounding.Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
10. 10 Changes as a Response to Current Financial Challenges: Layoff/Downsizing Strategies n = 180 Layoff/Downsizing Strategies: Strategies that aim to avoid sudden large layoffs and minimize the effects of job reductions on employee morale. This includes voluntary furlough and time reduction programs used to reduce expenses. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
11. 11 Changes as a Response to Current Financial Challenges: Health Care Strategy n = 231 Health Care Strategy: Analyzing various health care options to reduce overall health care costs for organizations. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
12. 12 Changes as a Response to Current Financial Challenges: Retirement Plan Strategy n = 126 Retirement Plan Strategy: Analyzing various retirement plan options to reduce overall costs for the organization. Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
13. 13 In your opinion, to what extent are the following aspects of talent management a higher priority at your company now compared with the onset of the recession? Note: Percentages do not total 100% due to rounding.Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009
18. 18 SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy Methodology An e-mail that included a link to the survey was sent to 3,000 random SHRM members. The survey fielded February 17 – February 27, and four e-mail reminders were sent. A total of 2,489 surveys were successfully delivered, and 339 HR professionals responded, yielding a response rate of 14%. The number of respondents (indicated by “n”) varies because some respondents did not answer all of the questions.