December 04th, 2013
By Sandra Reder, CPC
There isn’t a simple answer to this question but 9 times out of 10 it has nothing to do with money. There’s a saying that “people don’t quit companies they quit managers”. Having spent the first half of my career as an agency recruiter I can attest to the fact that when asked “why are you looking for a new job” the answer invariably was “my boss, he/she doesn’t have a clue what’s going on” or “the management team is so dysfunctional that no one knows what they’re supposed to be doing” or “management doesn’t care about the employees”. Whatever the reason, the cost of losing a good employee is more than just what it takes to replace them. It can also affect productivity, morale and increase the workload of others until you find a replacement.
So how do you figure out if you’re at risk of losing good employees? Here are some key areas to focus on:
November 21st, 2013
By Al Jones, BA, CHRP
Senior HR/OD Consultant
Why are we applying ideas from then…
Why is it that performance reviews are a source of so much frustration, anxiety, resentment and wasted time? How is it that a system rooted in the last century still dominates many of the key processes we still use to measure performance in today’s organizations?
The performance review process was invented about the same time the first transatlantic radio telephone service was inaugurated. With a capacity of 300,000 calls per year, a three minute call would cost the equivalent of $550 US in 2010. In 2012 at essentially no cost to the consumer, Google processed 120 million searches from around the world EVERY hour. Facebook had about 1 Billion users in 2012. Should employers manage their employees using the same approaches that were based in work developed at the turn of the last century?
November 06th, 2013
Credit: Business in Vancouver (BIV) Ask An Expert (November 5th to 11, 2013)
Sandra Reder (right) in BIV
Sandra Reder: President and founder, Vertical Bridge Corporate Consulting
Studies show that companies that recognize and reward their employees have a higher level of engagement and retention. But how you recognize and reward your staff is not a “one size fits all” undertaking.
Recognition is personal; there are those who are not comfortable with public acknowledgement and others who thrive on it. A pat on the shoulder and a simple “job well done” from a manager may be all it takes for one person. There will be others who are motivated by public acknowledgment from a supervisor or manager. Whether you have a formal program in place or not, managers should be encouraged to watch for ongoing opportunities to say “thanks for a job well done” this alone can change the level of engagement in a workplace.
October 24th, 2013
Is your business ready for Bill 14?
Are you ready for Bill 14?
On July 1, 2012 amendments to the Workers’ Compensation Act came into effect. These amendments expand workers’ compensation to include diagnosed mental disorders caused by bullying or harassment. By legislating employers to have these policies, procedures and training in place, Work Safe BC has ensured that negligence will be considered non-compliance with the WCA, resulting in possible fines.
October 03rd, 2013
By Jennifer Gerves-Keen, MA, ACC
Certified Coach & Learning/OD Consultant (view all HR consultants)
In this October’s Harvard Business Review, Peter Cappelli has written an article entitled “HR for Neophytes” which really resonated with me and highlighted some of the challenges my clients are currently experiencing. The article is based on the premise that more and more of the traditional HR function – recruiting, performance management and retention – is falling on the shoulders of managers as opposed to being conducted solely by the HR department. Not only has the responsibility shifted, but due to the fact that they are often more connected to what’s happening in their area, and what they actually need to be successful, research shows that these “line managers” are 29% more successful at these HR-based tasks that their own Human Resources department.
September 12th, 2013
This is a great article written by Lorie Corcuera, one of the amazing consultants working with Vertical Bridge. It’s a sentiment that I also feel very strongly about. Thanks Lorie for sharing this great article with us!
July 19th, 2013
This is a great Forbes article that Jennifer Gerves-Keen sent in. Definitely something to think about!
June 03rd, 2013
by Sandra Reder for the June 3rd, 2013 Canadian HR Reporter
Why does someone leave an organization? The answer can often be found in an exit inter- view. So why don’t more employers conduct them? With the cost of turnover ranging from 50 per cent to 200 per cent of an annual salary, and a skilled labour shortage, it has become increasingly important to under- stand what you’re doing right and wrong — people don’t usually leave for one single reason. But how can the exit process be done effectively?