Analytics in HR
JUNE 27, 2023
The psychological contract significantly affects what keeps employees engaged and motivated. One of the most challenging factors of the psychological contract is that it’s unwritten, intangible and sometimes based on unarticulated expectations that employers and employees hold.
HRExecutive
JULY 13, 2015
New survey data finds few organizations are investing in their employees’ training and development these days, and I’m beginning to think the “gig economy” may have something to do with it. For those companies that are providing training, only 35 percent are offering career development opportunities online.
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LACE Partners
AUGUST 28, 2020
We caught up with Kevin Green, CEO of What’s Next Consultancy and bestselling author of Competitive People Strategy to discuss what has changed in the UK talent management space since the start of the pandemic. This will be a new phenomenon for lots of people in HR and talent management. So what will happen?
HRExecutive
AUGUST 16, 2021
Everyone in HR knows the mantra that “employees join organizations and leave managers.” The health of the manager-employee relationship is hugely predictive of performance, engagement, advancement and retention of employees. at the dinner table than the relationship they have with their manager.
Chief Learning Officer - Talent Management
JULY 1, 2021
The more interesting and powerful factor is grounded in psychology and motivation. Throughout the pandemic, whether by design, accident or necessity, managers and organizations experienced the benefits of aligning with intrinsic needs. One number one for manager development. As the saying goes, there can only be one number one.
TalentCulture
DECEMBER 22, 2014
Let’s hold the presses and concentrate on “connecting the dots” with what we have learned. Consider that managers might hold the key. However, we may have overlooked that our first line of defense could be the pivotal role that managers play in our work lives. The best news? The real challenge?
Visier
MAY 8, 2018
While estimates of the number of workers who fully support themselves with work outside of employment vary , the amount of work being done outside of employment (including contracting, freelancing, and moonlighting by regular employees) is increasing. A psychological contract with the organizations they work with, A sense of continuity.
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