“If my company doesn’t grow me…If my manager doesn’t respect my values…If my company doesn’t share information…If there’s no opportunity for development here.”
If the organization isn’t taking these actions, employees notice. Employees today want more than survival. They expect meaningful work, growth and development, and respect for their differences. They expect to feel needed and appreciated. They expect competitive rewards, recognition and a say in what happens to them. They expect to feel valued and engaged.
Continue reading » »
The economic effects of these past months have caused many organizations to downsize, restructure, and freeze hiring efforts and budgets. All these actions are directed at stabilizing organizational performance, but they are simultaneously causing companies to unwittingly lose the energy of many loyal, talented, and hard-working employees who still remain…the very people that the organization is now relying on for success! After the economic dust settles, employees who have managed to keep their jobs often find themselves feeling worse than those who were forced out. While laidoff workers are struggling to reclaim their professional lives, the “kept-on” workers (those who survive a transition) are coping with another kind of stress. They find themselves simply surviving, not thriving. And they are ready to bail to improve their plight when the economy shifts or opportunities arise.
Continue reading » »
Are you laying off talent, trying to hire for specific positions or hoping to just hang on to your best people during all the uncertainty? Or are you doing all three at once?
We’ve been listening to HR leaders and managers all over the country talking about their workforce challenges. Here’s another one:
How can we continue to send a message about engagement and retention while we lay good people off? It feels counter intuitive and I’m afraid the message will be met with cynicism.
Continue reading » »
Are you laying off talent, trying to hire for specific positions or hoping to just hang on to your best people during all the uncertainty? Or are you doing all three at once?
We’ve been listening to HR leaders and managers all over the country talking about their workforce challenges. Here’s another one:
I can’t give them a raise, their bonuses or any perks for the foreseeable future. How can I hope to hang on to my top talent?
Continue reading » »
The May 2009 edition of Harvard Business Review includes an article on, “The Definitive Guide to Recruiting in Good Times and Bad.” The authors point out that during a downturn smart and able companies prepare a hiring strategy to anticipate the needs of the future. Most other companies don’t:
History will again repeat itself. Even now, before the recession lifts, our research suggests that most global companies are running into staffing problems in emerging markets, and they are also having a difficult time finding talented younger managers to replace baby boom retirees. These problems will be made all the worse because, we’ve found, current hiring practices are haphazard at best and ineffective at worst. And even when companies find the right people, they have difficulty retaining them.
Bev Kaye’s webinar on May 20 focuses on the bottom-line reasons for keeping your best people engaged now, during the downturn, or risk losing them later.
Finally, a note on the possible pandemic emerging from Mexico. Like the 2008-2009 financial crisis, environmental concerns, and the SARS epidemic of 2002, we now have another illustration of the reality of globalization. The suddenness of the impact on financial, trade, and tourism markets is startling. Upcoming presenter, FG Ghadar includes “disease” as one of the 12 categories he discusses in his book, “Global Tectonics.”
