When it comes to annual performance reviews, it’s clear we’re at a major crossroads in the workplace. With 95 percent of managers dissatisfied with the process — and 90 percent of HR leaders saying annual reviews don’t yield accurate data — companies are quickly eliminating them (like GE, Accenture, Adobe, The Gap, and Microsoft…read more
In many cases, there are signs that can signal a problem at work. If you are not included in meetings, if your boss ignores your calls or doesn’t meet with you, if you learn about changes after everyone else, and if you feel excluded by your co-workers, a warning letter may be coming your way….read more
There are numerous different schools of thought out there when it comes to how employees should be paid. Some employers prefer a flat salary because it draws high-end staff members that want assurance they’ll be paid what they’re worth. Others opt for performance pay because it encourages workers to become more productive in order to achieve higher levels of income.
As HR professionals we often hear managers discuss their desire to develop their leadership skills, and take on more senior roles within the organization.
Yet many people managers fail to see or understand their responsibility in one of the most critical leadership areas – communicating the organization’s vision to employees. Or, conveying how the work of the team supports the strategic objectives of the organization. They get lost in the tactical execution versus seeing themselves as coaches mentoring their team to success.
The U.S. Department of Education says that women have been earning more degrees than men for more than 28 years. And yet, the studies prove that women still aren’t moving up the corporate structure very quickly. Last year, Catalyst updated their statistics regarding women who sit on Fortune 500 Boards and found that the percentage (approximately 16 percent) is simply not changing.While I don’t profess to have the answer to these challenges, I am fascinated by the profiles of women who reach the top.