By Alice Wang
Year after year, Singapore is one of the most prime and thriving economy’s in Greater Asia.
Given its centrally situated geographic location, Singapore possesses a competitive economy for investments, as well as numerous business opportunities for a vast variety of service industries. If your company is considering doing business in Singapore, an understanding of the Singapore’s employment and labor laws are essential. Read more…
How effective are efforts in the United Kingdom to make employee engagement a nationwide concern through its Engage for Success initiative?
This article about one person’s experience at a recent Engage for Success event is positive and encouraging, but not earth shattering.
This article in Employee Benefits, however, really does change the game. Now, the UK’s Local Authority Pension Fund Forum (LAPFF) is putting a company’s ability and willingness to create a culture in which employees choose to engage as a primary reason for pension fund trustees and asset managers to invest in the company.
A guide published by LAPFF includes questions to assess how well organizations engage employees, including: Read more…
Employee engagement has become one of the top human capital concerns of U.S. companies.
As executives are contending with this issue for their U.S. workforce, they are finding that their operations in the rest of the world are having similar problems. Executives are realizing that employee engagement is a global issue.
Which countries have higher engagement scores, and which have lower scores? Read more…
This is a landmark week in the United Kingdom for employee engagement. The Engage for Success initiative has launched – the result of three years of intensive research, collaboration and networking on employee engagement across the UK.
HRZone.co.uk offered this detailed synopsis of the beliefs, aims and outcomes of Engage for Success, including:
Its aim is to:
- Raise awareness of the employee engagement issue;
- Equip people to develop and deploy employee engagement approaches; Read more…
There is a continuum in management between “hard” and “soft.”
The “hard” is the management that makes plans, sets up structures and monitors performance. The “soft ” is the people-friendly management based on emotions.
The classic, modern dichotomy was shown by the switch of John Sculley in 1983 from the “hard” corporate world of Pepsi to Apple, which was based on “soft” management, and then, as Apple developed and investment bankers became involved and the company grew bigger, friendship went out of the window, management became tough and aggressive, and everything was about the bottom line. Read more…
What does it take to move “employee engagement” from buzzword or annual survey exercise to actual workforce change?
Obviously, it requires investment and commitment at an organization level. But what could happen if that investment and commitment were made at a national level?
The UK is about to find out.
The Employee Engagement Task Force, which includes academics, consultants and research houses, is publishing the website providing advice, tools and networking opportunities to UK employers. The website will go live on 26 November and will be accompanied by a series of free workshops across the country.” Read more…
As companies become increasingly global, they recognize the need to leverage their international presence to better meet the needs of customers. Using global virtual teams help companies increase their responsiveness to change in today’s hyper-competitive markets.
A study, Virtual Work Environments in a Post-Recession Era, conducted by Forrester Consulting, included 135 senior leaders and hiring managers in America’s Fortune 500 and large global companies (5,000 employees or more). The survey revealed that 40 percent of company employees work in virtual teams today. More than half (56 percent) expect virtual teaming to increase in the next one to three years.
So, if you are a global team manager who has just been given responsibility for a team with members in Boston, Buenos Aires, Bangalore, Beijing, and Brussels, read this and learn about some of the challenges of working with global virtual teams. And more importantly, learn about the promise they hold for global companies. Read more…
Thanks to a great article in HRZone.co.uk by Leslie Allen, I came across these interesting results of a recent Chartered Institute for Personnel and Development (CIPD) study in the UK.
The CIPD in the United Kingdom is similar to SHRM in the United States. This 2012 research reflects the employee satisfaction and engagement attitudes of nearly 300,000 employees and managers across industries throughout the UK.
- 39 percent are engaged (up 3 percentage points);
- 3 percent are completely disengaged (constant from Winter 2011);
- 58 percent are neutrally engaged (up 2 percentage points from Winter 2011). Read more…
If you haven’t been contacted by a recruiting offshoring company yet, you can add yourself to a rare segment of Talent/HR Pros.
Almost daily, I receive an email or phone call – from a U.S. phone number – telling me how I can save thousands of dollars by using their services to help us recruit for our open positions.
I always find this funny since my company is a third-party recruiting company. So basically, they are telling me that they can save me thousands of dollars from the thousands of dollars I tell my clients we are going to save them – sounds to good to be true!
But I’m also a sucker! Yep, I took the bait! Read more…
I recently had the opportunity to travel a bit in India. How excited I was to pick up a Times of India newspaper on my first full day in the country to encounter the article pictured at right.
In “India Inc rewards staff to tide over slowdown,” there are quite a few points made that prove my oft-cited truism that recognition has real power globally – across all cultures and nationalities.
1. Recognition is particularly powerful in difficult economic times
Recognition is about far more than a pat on the back. Strategic, social recognition conveys to employees how valuable they, their contributions, and their behaviours are to the success of the organization. Making this message clear is never more important than in a stressed economy. As the article points out: Read more…