If you struggle to give feedback to your employees, you’re not alone; some 37% of managers find it hard to give feedback to workers about their performance.
The top 1% of your workforce accounts for 10% of organizational output. The top 5% accounts for 25%. It’s no wonder that 66% of organizations report that they purposefully identify high-potential employees.
At #movethedial Summit in Toronto this year, Molly Q Ford, Senior Director of Global Equality Programs at Salesforce, said, “Culture fit is the new racism. Forget that word. It should be culture add-on.”
You’re likely no stranger to the challenge that comes with retaining customer experience employees.
The Future of Competency Models, Part 2. In our last blog post, we came down a little harsh on competency models. We aren’t going to apologize though; it was pretty well-deserved.
The Future of Competency Models, Part 1. The words “competency model” may feel a little dated, but competency models — when created and used correctly — are only just reaching their heyday.
Unless you’re Apple or Google, chances are, when a job seeker clicks on your open job on Monster or Indeed, it’s the first time they’re interacting with your company brand.