ASQ - Team and Workplace Excellence Forum


December 1998

Articles
Once Around The Block

A Better Place To Live

Chevron Fuels-Up For The Future

Imagine What Creativity Can Lead To



Columns
Lessons Learned At The Water Cooler

by Maryann Brennan
Features
Brief Cases
Business News Briefs

Views for a Change

The Quality Tool I Never Use

Sites Unseen

Pageturners
Book Review

 

Brief Cases
Business Briefs

Starting Off On the Right Foot
A study conducted by Robert Half International, headquartered in Menlo Park, Calif., revealed that over 80 percent of the chief financial officers polled said that formal orientation programs are effective in helping to retain and motivate employees
“An employee’s first few days and months on the job play a formative role in his or her commitment to the organization. By investing adequate time in assimilating newly hired staff, businesses will realize improved productivity, higher job satisfaction and reduced turnover,” said Max Messmer, chairman and CEO of Robert Half International.
As part of the orientation process, Messmer suggests that companies pair each employee with a mentor who can provide a “big picture” view of the business as well as communicate the more subtle elements of corporate culture.



Empowerment to the People
According to a national survey conducted by Benefits Access Inc., based in Hartford, Conn., 60 percent of human resource executives at mid-size companies wish they could empower their employees to make their own benefits decisions.

“Benefits choices have a terrific impact on employees’ lives. Employees need to take as much responsibility as they can for their benefits,” Benefits Access President Rick Swaye said. “Empowering employees is the present and the future of employee benefits,” Swaye said.

The survey also examined attitudes of human resource professionals on a range of issues including reduced staffing issues, staffing levels and fiscal challenges.



Workers’ Attitudes Cross Cultures
“Workers internationally expressed a similar set of opinions about their workplace needs despite cultural and economic differences,” according to study conducted by Gemini Consulting, New York, New York.

This study, which surveyed workers in 13 countries, including 10 European countries, Russia, the United States and Japan, found that surprisingly, employees want fundamentally similar things from their jobs regardless of culture. “The study showed us that workers feel employers are not meeting core needs,” said Jane Buxton, a Gemini Consulting principal and author on workplace issues.

Specifically, workers emphasized the importance of advancement potential and the opportunity to build skills as a way to maintain employability and job security.

December '98 News for a Change | Email Editor
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