Employee Engagement

Many businesses have a mission statement posted on their website; some even write down specific values important to their business. But is it really meaningful or helpful to articulate a mission and core values for your organization?

In our recent series on managing different kinds of workers – overachievers, under-performers, and everyone in between – we talked a lot about salaries. For one, we noted that it’s often appropriate to pay high performers more. That’s because top performers produce a disproportionate amount of the results for an organization (the top 5-8% of workers can produce over a quarter of the results for the organization).

We previously wrote about the ills of presenteeism (when workers show up to work when they shouldn’t), but make no mistake: its twin, absenteeism, remains just as much of a problem – and perhaps an even more visible one.

Here are 25 steps you can take to reduce absenteeism among your workforce.  

1. Articulate and distribute attendance policies that set clear expectations.

Deloitte’s 2016 Human Capital Trends report discussed an interesting and emerging concept in HR: design thinking. They define “design thinking” as “becoming experience architects.” But what exactly does that mean, and how might you put this idea to use in your organization? Read on…

What is design thinking?

Not all employees are alike. Some excel in their roles, while underperforming workers can drag down the bottom line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which.

Retailing giant Amazon.com is dedicated to data-driven decisions that result in increased employee productivity. It’s an organization known for experimenting with approaches to managing employees, and one of its most recent experiments is also one of the most interesting…and potentially employee-friendly. Starting in Fall 2016, Amazon began limiting certain teams’ weeks to 30-hours instead of 40. They receive 75% of the pay as 40-hour workers, but all the same benefits.

We wrote previously about an interesting study that found people are less stressed at work than at home. In that article, we discussed some strategies for cultivating that reality and making sure employees would look forward to Monday morning.

Not all employees are alike. Some excel in their roles, while under-performing workers can drag down the bottom-line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which.

Not all employees are alike. Some excel in their roles, while under-performing workers can drag down the bottom-line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which. In Part 2, we discussed management strategies specific to those workers in the middle of the range. Today we’ll focus on how to help top performers thrive.

Not all employees are alike. Some excel in their roles, while under-performing workers can drag down the bottom-line. Most fall somewhere in the middle. In Part 1 of this series, we introduced several ways to figure out which employee is which. Today, we’ll be discussing management strategies specific to those workers in the middle of the range. 

Redefine your thinking: high potential, if not high performance.

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