More Proof that Putting Workers First Should Be
Priority #1

Nearly one in two Americans believes the most important proof of corporate social responsibility is treating employees well, more than environmental stewardship and philanthropy.  A national opinion survey commissioned by the National Consumers League and Fleishman-Hillard International Communications found that American consumers have views on corporate social responsibility that run counter to established beliefs. “Our research reflects an exciting coming-of-age for consumers, Read more


Forum Research: Managers Say Non-Cash Motivation Works Best

Awards Selection Study: The Forum for People Performance Management and Measurement at Northwestern University released results of a new study looking to gain insight into what type of incentive and recognition awards work best, and in what situations. The research acknowledges the use of cash and non-cash awards, and that there is a place for the spectrum of choice.
 
Insights from Managers sheds light on the efficacy of 12 distinct motivational tactics used by HR and marketing-related managers across many industries to achieve 10 specific organizational objectives. Read more

Correct Poor Performers, Strong Performers Will Succeed

An organization’s failure to deal effectively with its few workers who are consistently poor performers may decrease the extent to which other employees are engaged in their jobs and their companies, according to a survey by Sirota Survey Intelligence. Only two out of five employees who believe their companies are doing too little to correct poor employee performance are favorably engaged at work, according to a survey of 34,330 employees. This correlates with a favorable engagement level of 73% among those who believe their company is taking the necessary steps to correct employee performance. “The main reason employees get away with poor performance is the lack of management’s will and persistence in stepping up to the problem,” says David Sirota, lead author of the study. These results indicate that it would behoove managers to place as much emphasis on correcting poor employee performance as they do on rewarding strong performance.