Periodically, we like to share the success stories of companies dealing with HR issues. This case study comes courtesy of Paul Graziani, CEO of Analytical Graphics in Exton, PA.
The U.S. has some 1,500 franchise companies operating about 320,000 outlets. If you’re not one of them, how do you compete with them for entry-level talent?
A court recently fined one company $325,000. Why? For having an extreme jerk in the office.
Despite the fact auto features are proven to bolster workers’ 401k participation/contribution rates, some firms aren’t sold on these features.
The turnover rate among hourly workers is a whooping 49% on average, according to some research. When turnover is that high, it almost always means engagement is precipitously low.
Here’s a case of two different surveys melding together nicely: One indicates that nearly two-thirds of employers expect staffers to work more hours than they did before the recession. And another says employee turnover is expected to increase significantly over the next five years.
There’s a dangerous disconnect afoot when it comes to what employees really want. And it could be costing your company a bundle – both in money and employee turnover.
Some analysts are predicting 2015 will be a big year for hiring. That’s good news. But the bad news is some employers have glaring holes in their hiring processes.
Are you starting to worry about an increase in employees leaving your organization for greener pastures? A report just released by the DOL might heighten your concern.
Everybody’s heard about how the Baby Boomers are putting off retirement. That’s going to put a big burden on employers, right? Wrong.
If you’re in one of these four industries, you can expect to be busy filling a lot of key positions this year.
Most HR pros would agree that conducting harassment training is no walk in the park. Here are the most common problems companies face, and strategies that will reduce an organization’s legal liability:
Everybody’s worried about hanging on to their best and brightest. Here’s how one organization made sure it was bringing on the people who’d be successful over the long haul.
Human Resources plays a massive role in how a company is constructed. As a result, it deserves a seat at the executive table. But it’s not a seat that’s easily claimed.
A lot’s been written about how much a bad hire (one you terminate and replace quickly) costs companies. But a group of researchers has taken that concept a bit further — examining how much letting a toxic employee stick around costs employers.
Too many times, people get placed in managerial jobs for all the wrong reasons, and they make all the wrong moves. Funny thing is, most of those who don’t succeed at managing gave off all the signals that they wouldn’t work out, but no one was listening.
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