[ The Workplace ]
More women in senior roles: If only companies really wanted it
by Gerry Purcell and Shirley Knight | November / December 2011
Promoting women to C-Suite positions and nominating them to sit on boards are goals that are still, for the most part, a long way from being realized. As these authors underline, responsibility for stepping up to meet these goals...
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The Millennials: A new generation of employees, a new set of engagement policies
by Jay Gilbert | September / October 2011
“The millennials,” a wistful F. Scott Fitzgerald might have written today, “are different than you and me.” Managers accustomed to using certain practices to engage boomers are going to have to change their ways - and practices - if they hope...
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The Stratford Shakespeare Festival’s journey to diversity and inclusion
by Alison M. Konrad, Cynthia Reyes, and Hamlin Grange | July / August 2011
The Stratford Festival was already one of the world’s best-known and successful drama festivals – though probably one of the most homogenous with respect to its audiences and playbill. When staff set out to make both the audiences and...
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THE FOUR INTRINSIC REWARDS THAT DRIVE EMPLOYEE ENGAGEMENT
by Kenneth Thomas | November / December 2009
Motivational dynamics have changed dramatically to reflect new work requirements and changed worker expectations. One of the biggest changes has been the rise in importance of psychic, or intrinsic rewards, and the decline of material or extrinsic rewards. This...
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A NEW EMPLOYMENT DEAL FOR THE 21ST CENTURY WORKPLACE
by Kevin Aselstine and Keri Alletson | March / April 2006
As these authors write, a new paradigm is settling in and occupying top managers’ waking hours. It’s one that focuses on workforce effectiveness, managing talent, and reinventing the core employment value proposition. The companies that will win in this era...
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FROM CRISIS TO CONTROL: NEW STANDARDS FOR PROJECT MANAGEMENT
by Michael Stanleigh | March / April 2006
Metrics and best practices for project management are few and far between, which is one reason why many projects fail. One of the main problems, this author argues, is that the projects are not aligned with organizational goals. From creating...
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CRISIS COMMUNICATIONS: MANAGING CORPORATE REPUTATION IN THE COURT OF PUBLIC OPINION
by David Weiner | March / April 2006
A crisis is the ultimate unplanned activity and the ultimate test for managers. In a time of crisis, conventional management practices are inadequate and ways of responding usually insufficient. This author, a communications practitioner with global experience, details a well-managed...
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ENGAGING EMPLOYEES THROUGH HIGH-INVOLVEMENT WORK PRACTICES
by Alison M. Konrad | March / April 2006
Recent research suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee engagement, and that these practices can generate the kinds of discretionary behaviors that lead to enhanced performance. Simply put, employees who conceive, design...
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WHAT ENGAGES EMPLOYEES THE MOST OR, THE TEN C’S OF EMPLOYEE ENGAGEMENT
by Dan Crim and Gerard Seijts | March / April 2006
Practitioners and academics have argued that an engaged workforce can create competitive advantage. These authors say that it is imperative for leaders to identify the level of engagement in their organization and implement behavioural strategies that will facilitate full engagement....
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“OUR MOST VALUABLE RESOURCE IS OUR…”: HOW TO HELP EMPLOYEES BELIEVE IN A SLOGAN
by Stephen Ferris | March / April 2006
Look around and you’ll see that many companies are wasting their human capital by not matching work assignments to each employee’s level of capability. Whether they are stifled by too many layers in the chain of command or not being...
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