Engagement & culture | Page 113 (1,153 items)

A single recruit can cost a company more than $100,000, and employers are at risk of squandering that investment if the new hire doesn't feel "attached", says Sork HC managing director, Anthony Sork.

Leaders who believe they can cease efforts to keep employees engaged during the downturn risk damaging their company's financial performance, according to Gallup research.

Employers that align their external and internal brand message by engaging new hires and turning them into company advocates can expect productivity to increase by up to 30 per cent a year, according to an HR analyst.

Google is famous for its employees perks but they're not what keeps it attrition rate around two per cent, says Sue Polo, director of HR - engineering and operations.

With nearly four in five employees believing they will receive a pay rise in the next 12 months - and more than a third also expecting a bonus - employers must be open and realistic about remuneration this year, says Randstad CEO Debra Loveridge.

Australian HR departments are struggling to meet the challenges created by recession-driven cost-cutting with fewer resources and less control over decision-making, a new study confirms.

"New entrant" airlines investing heavily in employee development and resisting the urge to "slash and burn" their workforce during economic slumps are outperforming the industry giants, says a new book on the flight trade.

Poor redundancy strategies are leaving employers vulnerable to having their top talent poached by their competitors, according to human capital firm Chandler Macleod Group.

Employer branding as a business tool is even more useful in a downturn than it is in a candidate-short market, according to TMP Worldwide's James Wiggins.

Effective communication and a "scientific" approach are critical in developing - or removing - performance bonus and recognition schemes, says head of reward at Hewitt CSi, Jairus Ashworth.