How have communication and quality of life performed in companies over the past year?
Making your own training video just became easier.
How can you make employees better connect with one another?
Brits have admitted to accidentally sending their CV to their boss when applying for a new job.
More than 35 per cent of business owners in the UK fear that their management team will cause them to hit a growth ceiling.
Corporate Social Responsibility is not about a one-off, one-way donation. In fact, it’s becoming an increasingly important way to cultivate an engaged and loyal workforce, as studies show more and more employees want to be part of companies that make a positive impact and give back to society.
Millennials now occupy a significant proportion of the workforce and represent 21% of the UK population. Find out 3 new ways to keep millennials happy in your organisation.
GRiD, the industry body for group risk, is highlighting that SMEs, advisers and insurers should not ‘assume knowledge’ on each other’s behalf, and that a truly open conversation will be significantly advantageous for both employers and their staff.
Fiona Miller discusses IGD’s Feeding Britain’s Future careers initiative, which brings food and grocery industry professionals into schools to inspire and educate students about the world of work.
Instantprint are a SME with around 260 staff. Here company director Bryan Shirley discusses the engagement measures taken within the company as a case study.
No man is an island’, the old saying goes, no one can stand alone in an increasingly interconnected world. Businesses opting to operate in different locations means that communication has to be perfected to a fine art, in order to ensure a national success doesn’t become an international failure.
Communication is key to business success, but this can prove problematic when firms operate across borders. For Global Mobility schemes to become more successful HR professionals have to set about tackling the language skills gap.
Over the years I have been involved in a number of corporate restructurings and I know how difficult and challenging a process it is.
Staff engagement has become a popular boardroom topic, particularly as its influence on performance improvement and competitive advantage are now so clear. It is well known, through studies such as the McLeod report, that highly engaged teams significantly outperform their less engaged counterparts. Some of the numbers are more than eye-opening, especially as they pertain to core metrics that determine any business’s success.
Most organisations (60 percent) have a performance management process, yet these are widely perceived to be unfair, according to the CIPD and Halogen Autumn outlook survey 20151. Fewer than half of employees (46 percent) believe that the performance management process is very or somewhat fair, while a fifth believe that it is somewhat or very unfair. So what is going wrong? The performance management process in many organisations is a single annual event between supervisor and employee that fails to drive employee engagement, address development needs or improve future productivity.