More Than a Quarter of Employees Globally Are Ready to Move on From Their Current Jobs
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More Than a Quarter of Employees Globally Are Ready to Move on From Their Current Jobs
Implications from these factors are numerous. First, there is a generational disconnect where older employees believe in the notion that tireless hard work yields rewards. After all, they experienced this with vested stock growth. The younger generation is there for a job, not a purpose. They want to know when they can afford a house. Second, early... See more
Lillian Li • Things Not Being Said About Chinese Tech Management
Lillian Sheng added
Being trusted to figure things out is a big motivator: A 2014 Citigroup and LinkedIn survey found that nearly half of employees would give up a 20% raise for greater control over how they work.
Paul J. Zak • The Neuroscience of Trust
Natalie Audelo added
Why is this market so big? Training better managers is likely the highest ROI decision a company can make: a well-known Gallup study found that managers accounted for 70% of the variance in employee engagement.
Alberto Arenaza • Rethinking management training 👔 Transcend Newsletter #30
sari added
“These workers demand more flexibility, meaningful jobs, professional freedom, higher rewards and a better work-life balance than older employees do. Companies face a rate of high attrition if their expectations aren’t met.”
Katherine Kay • Womenomics: Work Less, Achieve More, Live Better
The why has to be about more than higher profitability, shareholder returns, or stock price. It can’t only be about the company’s short-term financial returns. When employees are asked what motivates them most in their work, their answers are split equally between five forms of impact: •Society: They want their work to have a positive effect on soc
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
The why has to be about more than higher profitability, shareholder returns, or stock price. It can’t only be about the company’s short-term financial returns. When employees are asked what motivates them most in their work, their answers are split equally between five forms of impact: •Society: They want their work to have a positive effect on soc
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
The why has to be about more than higher profitability, shareholder returns, or stock price. It can’t only be about the company’s short-term financial returns. When employees are asked what motivates them most in their work, their answers are split equally between five forms of impact: •Society: They want their work to have a positive effect on soc
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
Corporate executives often say “employees are our greatest asset” or “we’re investing in talent.” This has always been true figuratively: people are important, and training them is worthwhile. But as talent becomes more important, people will literally become assets that organizations can invest in. In the process, these organizations will adopt ne... See more
Dror Poleg • Betting the Firm
sari added