A hostile work environment is damaging for the productivity of an organization. If employees don’t feel comfortable and accepted at work, they performance will suffer. A bad environment will also affect turnover rates, pushing employees to leave or consider leaving the job for a more accepting environment somewhere else.
The global workplace will soon face, if not already facing, a big challenge: five generations at work. These five generations present differences in work behavior that will impact productivity, and will require management to adjust itself to the staff’s needs.
The generational differences in workplace behavior span across the globe, and as social business strategist Rawn Shah describes, the “multi-generational environment is a new diversity challenge for HR organizations everywhere.”
This scenario is also true for the Asian region, which has its own particularities that represent diversity and inclusion challenges.
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Employee Volunteer Programs are a great opportunity for companies to engage in corporate social responsibility initiatives that benefit both their business and the communities in which they serve.
After designing an EVP, implementing it can be a hard step and crucial in the success of the activities.
In organizational design a common debate is centralization versus decentralization. Rarely are other options explored, and cooperation and teamwork are usually left out of the equation. And when they are included, they are regarded as subordinate to organizational design as something that can be helpful but is not essential.
Much has and is being said about diversity in the workplace. We know that the world is changing, demographics are constantly shifting, and the workplace doesn’t look as it used to do ten years ago.
It’s up to each company to implement the necessary structural and cultural adjustments in order to make the most out of the diverse workforce.
Competencies can be defined as the skills, behaviors, and attitudes that lead to high performance. Evelyn Orr, Craig Sneltjes and Guangrong Dai, of The Korn/Ferry Institute, describe the relevance that the study of leadership has had over the last thirty years. Research has attempted to create the “periodic table of elements of leadership competencies” in an attempt to find the hidden formula of leaders’ success.
Maggie LaRocca , Learning Program Manager of Hewlett-Packard Company, describes competencies as behaviors that “encompass the knowledge, skills, and attributes required for successful performance.” Competencies are part of the elements that enable an individual to perform in a given role.
In order to achieve high performance there must be a set of competencies in play, which can allow the individual to deliver a superior achievement. For this reason, competency modeling is done to determine the specific competencies that are required for success in a given job.
Emotional intelligence, the softer side of our intelligences, has deep implications for our personal and professional leadership.
Emotional intelligence is both about understanding oneself and understanding others. In 1990, Mayer and Salovey defined emotional intelligence as a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions.
As a staffing firm, our business depends upon successful partnerships with other organizations. On the other hand, the partnership must be also beneficial for our clients, in order to have long lasting fruitful relationships.
Companies can benefit greatly from partnering with experts in manufacturing, supply-chain management, and human capital supply-chain management, increasing the ease of handling such operation aspects.
It is crucial for organizations to find strategic suppliers who can understand their business and help them achieve their goals. And in a knowledge-based economy this is especially true for human capital suppliers.
Centralization or Decentralization is part of the decisions during an organizational design process, and it directly depends on an organization’s needs.
Executives struggle with deciding between the two opposites, making it a challenge to establish a fixed structure as both options present different characteristics, which translate to different benefits.