Serious human resource shortages are looming in the United States, and new comprehensive research shows that many employers have not taken the steps necessary to retain and attract employees
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The study reveals a disconnect between the employer and the employee
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Serious human resource shortages are looming in the United States, and new comprehensive research shows that many employers have not taken the steps necessary to retain and attract employees
A recent emerging workforce survey conducted by Harris Interactive on behalf of Spherion Corporation reveals a nasty gap between employers and employees on key work issues. For the first time, the survey was expanded to include data from employers, and Spherion was able to have a more complete picture of the employment situation.
Some of the main findings of this survey show that 60% of workers rate time and flexibility as a very important factor in retaining flexibility, but 35% of employers and 49% of employers While 69 percent of workers believe it to be a very important driver of retention, it assesses financial compensation.
"The talent will be a decisive success factor for companies in the coming years," said Roy-Klaus, Spherion President and Chief Executive Officer. "Our latest research is hiring To understand how workers and employees see problems at work, and the organization understands these disconnects,
In addition, many companies do not have plans for work-life balance programs-employees for warm-button problems. Of the companies surveyed, 61% say they do not plan to offer work sharing, 56% do not plan to offer teleworking 33%
There is a small proportion of organizations that realize such disconnects and distinguish themselves as the employer of choice. These emergency employers offer not only work / life balance and training programs, but attract them and retain the most talented workers Surveys will also carry out such HR best practices It showed that it resulted in better performance and growth of the company.
"We commend the innovative efforts of the Nationwide and emergency organizations such as Ernst and Young. These organizations are clearly in their own class and are really in the fight for talents going forward "I'm in a position to be successful," Klaus added.
Strategy cycle
A strategy cycle is a simple tool that helps you achieve the goals of your organization. This cycle is an iterative process that you can use to build and improve your business each year.
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Business, Strategy, Planning, Management, Growth, Measurement
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A strategy cycle is a simple tool that helps you achieve the goals of your organization. This cycle is an iterative process that you can use to build and improve your business each year.
<b> Research </ b>
Successful business relies on making informed decisions. Managers with access to information on the market, competitors and their own business are better targeted and better to draft strategies
Large organizations often have a business intelligence unit, specifically responsible for data collection and analysis, but have their own business
In many cases, manager's personal knowledge and market experience is as effective as expensive research and research, as determined by "market sensing" as opposed to "market research"
Because the strategy cycle is an iterative process, the results of previous strategies are incorporated into business intelligence, as well as gaining significant experience and learning
<b> Plan </ b>
After analyzing business intelligence to identify the most important internal and external factors that impact the organization, managers achieve their goals
The goal of the organization is the desire that the business is trying to achieve. In general, these companies focus not only on business growth and profitability improvement but also on the industry as a technology company that wants to become such a major innovator.
To enable these goals, managers place goals to provide tangible destinations to businesses as they move toward.
For example, market leadership who seeks business will increase sales and reduce costs of setting goals. It is up to the finance, marketing, human resources, R & D and production executives to develop strategies to achieve these goals.
A strategy can be described as a collection of activities that allow an organization to reach its goals. Cost reduction strategies include staff redundancy, renegotiation of contract terms with suppliers, and more efficient supply chain development.
During the planning process, the manager should constantly consult further with the other heads of the department under the line and responsible for carrying out the operations of the strategy
Without the appropriate level of communication, different parts of the business often result in duplication of effort and inability to deliver to customers
A good example of this is to run a campaign to increase sales without notifying the production department that does not have enough time to prepare an increased level of demand
Planning process, etc. when considering other important factors:
-Decide how to measure the success of your strategy.
-Outline key milestones and mention when these are achieved
--Financial planning to agree an appropriate budget for each activity in the strategy
-Perform risk assessments and identify ways to mitigate key risks
-Establish an approval and sign-off process for each activity
<b> Implementation </ b>
Implementation of the strategy involves the delivery of a number of interrelated activities to agreed standards and schedules. This is often called project management.
In order to provide a successful project, managers have good communication so that they can work with staff, contractors and customers (both internal and external)
In a large organization, there may be many interrelated projects being undertaken to achieve the goal. This is often referred to as program management, and the program board regularly monitors and securely provides each project.
Each stage of the action strategy is complete review, signing-off is a designated manager. Activities that have not been delivered to time or quality, why not try to take corrective action and look back to the track to understand the implementation to obtain delivery of the strategy
<b> Measurement </ b>
Once you have implemented your strategy, it is important to assess how you achieve your goals. Proper measurement is a future strategy that accurately identifies the difficult aspects and what needs improvement.
The method of measuring the strategy should be closely related to the purpose set. Thus, an organization whose purpose was to increase sales would use the increase (or decrease) in actual sales as one of its measures.
In some cases, it is not always possible to measure strategy success using internal data. In such cases, it is necessary to seek external data in the form of market research and opinion polls.
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