One in four Americans say they dread going to work each morning, and almost half of American workers have thought about leaving their current jobs. Those statistics point to a grim reality for today’s employers: We have a culture crisis at work. And it’s costly.
As digitalization and the accompanying democratization of work disrupt traditional business models, organizations are adopting more agile, tech-enabled ways of working. Today, employers are deconstructing jobs and dispersing work around the globe to be completed by diverse pools of talent ranging from free agents to alliance partners to full-time employees.
Onboarding seems to be getting all the attention these days when it comes to the employee experience—but what about offboarding?
Reductions in force still happen and are never pleasant for anyone involved, but they shouldn’t necessarily be the end of an employee-employer relationship.
Smart organizations are using thoughtful offboarding programs to transform the relationship.
If you didn’t catch it this week, a job board executive came out with how often you should be promoted early in your career. Basically, he said it should be every three years. Do you agree?
Do you have an intentional leadership development strategy?
As Henry Ford once said, “The only thing worse than training your employees and having them leave is not training them and having them stay.”
“With the right people, culture, and values, you can accomplish great things.” – Tricia Griffith, American Businesswoman
Ginger Hardage, award-winning former Senior VP of Culture and Communications with Southwest Airlines, discusses the importance of organizational culture and it’s impact on talent with Emily M. Dickens, SHRM Chief of Staff, backstage after speaking to nearly 1,700 HR and business professionals at SHRM’s 2019 Talent Conference and Exposition, as the opening keynote speaker.