Dr. Shirley Davis discusses how workplace flexibility strategies are key to getting the best out of every individual and help businesses remain competitive in today’s global economy.
Dr. Shirley Davis announces that SHRM is partnering with the Families and Work Institute to increase workplace flexibility.
Author Tamara Erickson discusses how today’s competitive companies successfully recruit and retain talent by addressing three key factors: time, place and approach to the way work is done.
Ellen Galinsky and James T. Bond
Economic recessions are associated with significant revenue and earning declines for most employers, and, consequently, with higher rates of unemployment and underemployment for American employees—as well as with other changes in life on the job.
High salaries and hefty bonuses aren’t what keep high-performing employees devoted to their jobs, even in a dismal work environment. What you must give them is something they can’t put a value on. Managers must turn to sustainable alternatives that truly satisfy employees’ needs and wants.
Below are three levers of real value. The cost of investment: minimal. The payoff: inestimable.
On the surface, a paid-time-off arrangement for granting leave may seem like a windfall just for employees: If they’ve accrued the time, they can take it without having to explain whether it’s a sick day or a vacation day. It’s the employee’s time to take for whatever purpose.
They called it Snowmageddon.
In February of 2010, in Washington, D.C., snow fell for nearly a week, crippling the nation’s capital and its surrounding suburbs. Roads were impassable. Schools were closed. Many were snowed in.
But work—particularly for some in the federal government—continued uninterrupted; attributable largely in part to telework.
As the peak season for the nation’s accounting firms begins, David Leeds’s team at Ernst & Young is once again bracing for two months of 60-hour weeks auditing the books of a major bank in Atlanta.
In years past, those grueling weeks often fueled nasty marital spats about missed dinners and children’s tantrums over forgotten basketball games.
The quality of employees’ personal/family lives is positively affected as a result of implementing flexible work arrangements, according to two-thirds of HR professionals (68%). Another two-thirds (67%) of HR professionals believe implementation of formal flexible work arrangements has a positive impact on employee morale, job satisfaction and engagement.
Dr. Shirley Davis explains how diversity and inclusion are imperative to building great business strategies.
Changes all around us, including economic factors, are forcing organizations to re-evaluate the way they do business and develop alternative approaches to work. Findings from this research report reveal that the reasons that prompted organizations to offer flexible work arrangements (FWAs) range from requests from employees to organizational reasons and technological advances in teleworking.
Global firms in 2020: The next decade of change for organisations and workers is an Economist Intelligence
Unit report, sponsored by the Society for Human Resource Management (SHRM). The Economist Intelligence Unit conducted the survey and analysis and wrote the report. The findings and views expressed in the report do not necessarily reflect the views of the sponsor.
Incremental progress in diversity and inclusion is no longer enough, according to Ted Childs, president & CEO of Ted Childs, LLP, who spoke during the Society for Human Resource Management’s (SHRM) Diversity and Inclusion Global Thought Leaders’ Summit, held March 4-5, 2010, at the Gaylord National Harbor in the Washington, D.C., area. “We are looking for game-changing outcomes,” he said. “We want leapfrog progress,” he added.
ATLANTA—Speakers at Linkage’s 11th Annual Summit on Leading Diversity held here April 26-28, 2010, made it clear that diversity and inclusion issues affect people around the world, whether they are at work or school or from government or industry.
Q. Talk about some of the important leadership lessons you’ve learned.
A. The first day coming out of B-school, I joined HCL, and I became a boss of two people. And what I learned immediately is that they were as smart as me, their aspirations were just as great, but they did not know what to do. I also discovered that I did not know what to do, but I lied through my teeth in those early days, projecting this sense that I knew what had to be done.
Vineet Nayar explains how the value and innovation of employees can help drive growth strategies in emerging markets.