Welcome to the third post in this series on strategic employee onboarding where we tackle the second of six common onboarding questions. Question #2: How long should a strategic onboarding process last? As companies look at designing their strategic onboarding process, a common question is … Continue reading Strategic Onboarding – Part 3: Beyond Day One
Welcome to the second post in this series on strategic employee onboarding where we tackle the first of six questions prevalent in the market today. Question #1: What real business results are possible with a strategic onboarding process? We hear the topic “employee onboarding” mentioned … Continue reading Strategic Onboarding – Part 2: Real Business Results
At cfactor Works, we believe the best way to improve organizational performance is to focus on the employee experience. To this end, we provide efficiency & productivity, engagement, and workforce insight (metrics & dashboards) solutions. These solutions give HR, managers and employees the relevant just-in-time … Continue reading Strategic Onboarding – Part 1: On Your Mark…
I have been thinking a lot about the future lately. Maybe it is because my oldest boy is in Grade 1 this year, an official “full-timer” at school. Or, maybe it is because my little four year old girl started her first day of Zoo … Continue reading The Future…
I’m a big fan of venture capitalist reality TV shows such as Dragons’ Den (I started with the Canadian version and am now plowing through the UK seasons) and Shark Tank (the most compelling show IMO). These shows speak to the entrepreneurial qualities I admire: … Continue reading HR Technologies for the Entrepreneurial Enterprise
I recently had the pleasure of going along on my son’s Kindergarten class field trip. The plan called for us all to hop on board a Big Yellow School bus (boy that brought back memories – they still look and smell exactly the same as … Continue reading Employee Experience Lessons From Kindergarten
Aon Hewitt recently released their 2012 Total Rewards Survey – a brilliant and thorough 84 page examination of “everything an employee gets from the employer that they find rewarding”. They found companies fail to align total rewards strategy to business outcomes, fail to gather hard data and metrics and fail to listen to current and future employees. They point out it is cost and competitiveness (both misunderstood and misapplied), which drive total rewards programs and not program effectiveness or employee preferences. And they show that the difference between high-performing and all other companies is not the programs offered, but how they are executed.
This prompted an article from Andrew McIlvaine entitled “Not So Totally Rewarding”, wherein he examines the disengagement gap between what employees value and what employers believe they value.