By Melanie Smith, Patch contributor
January 11, 2019
Peer mentoring is an opportunity for people to help others while developing their own skills, at any age. When a person teaches someone else, they develop a deeper understanding of the subject matter and are exposed to new perspectives on the topic.
Once a week during 9th period, a group of 8th grade students visit Mrs. Vazquez’s classroom to help her 6th graders become better writers. They play word and language writing games, help revise 6th graders’ written pieces, and share ideas on how to be a stronger writer. The 8th graders who chose to participate in “The Write Stuff” elective were motivated by the opportunity to help younger students and by their love of writing. Over the past few months, students in both grade levels have experienced a boost in their confidence as writers.
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Via People Matters
By Rajesh Kurup, Executive Vice President of Cybage
January 10, 2019
All of the above, if done effectively, will create a team of empowered employees who will be their organization’s brand ambassadors, driving the best talent in the industry to the organization.
A common factor influencing the success of most organizations is engaged and focused on employees that are led by a visionary leader and an operations group that connects with the employees.
While strategies are key to success, a real win for any organization lies in the execution of the strategy such that revenue goals are reached. And this is achieved by the employees at large, so it is important to have focused employees executing the strategy.
How does one achieve this objective, on an on-going basis, to ensure success? The answer lies in ‘continual engagement’. Every organization should build or have a strong process for employee engagement on personal, career, cultural, and social levels.
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By Robert Glazer, Founder and CEO of Acceleration Partners
December 20, 2018
As it turns out, it really is lonely at the top. According to the inaugural CEO Snapshot survey, more than half of CEOs struggle with feelings of isolation, and six in 10 believe that hinders their performance.
For all the focus today’s firms put on employee education, there’s still one role with no training program: CEO. According to a global survey published in April 2018 by executive recruiter Egon Zehnder, not even one in three CEOs says he or she was fully prepared for the job.
The problem isn’t that executives are slow to learn or that companies don’t care whether their CEOs succeed; it’s the question of who will lead the leader? Outgoing CEOs have to prepare for their own futures, and board members are rarely involved in a company’s day-to-day operations. Who’s left?
For better or worse, most CEOs learn by doing. That doesn’t mean, however, that they can’t help each other out to ramp up faster and get better results.
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Via Chain Store Age
By Marianne Wilson
December 18, 2018
More than half of retailers worldwide (52%) see a direct correlation between poor employee engagement and increased staff turnover, with retailers in the U.S. (61%) seeing the strongest connection.
Frequent unplanned absences by employees are taking a toll on store operations.
That’s according to a global study by The Workforce Institute at Kronos Inc. in which 78% of retailers said they believe that while employee engagement is important to organizational success, they are challenged by the corrosive impact that rampant unplanned absence has on staff productivity (58%0, manager stress (55%), and team morale (46%). And it’s a vicious cycle: More than half agree that poor employee engagement causes increased absenteeism.
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Via Wall Street Journal
By Sue Shellenbarger
December 3, 2018
Companies that rank in the top 10% in engaging their employees, including giving them the training and encouragement to do their best work and imbuing it with a sense of purpose, posted profit gains of 26% through the last recession, compared with a 14% decline at comparable employers.
Corporate leaders worried about attracting new talent in the coming year might take a few cues from Yudelkis Nunez-Rodriguez.
When Ms. Nunez-Rodriguez decided to move on from her job as a human-resources manager at a New York financial-services company, she turned down offers from two Wall Street firms to take a job at Mastercard. Friends working there said its culture was warm and collaborative, she says.
Via Swimming World Magazine
By Emily Thirion, Swimming World College Intern
December 3, 2018
Helping someone navigate the trials and tribulations you have already overcome increases empathy between teammates. This can foster a healthy team environment and culture from the top down.
Though many see swimming as an individual sport, training and competition do not exist in a vacuum. While everyone loves to see a best time on the scoreboard or to have the experience of standing on top of the podium, the best memories we have of the sport are those shared with others.
Some of the most meaningful moments that have come out of my swimming career were when an older swimmer took the time to cheer for me at a big meet or encourage me when I was having a rough set. As I enter my final year of swimming, the most rewarding thing I do on a daily basis is being that support system for the younger members on our team’s roster.
As swimmers progress through the different levels of the sport, we spend years looking up to the greats like Katie Ledecky or Michael Phelps, but in actuality, the people who routinely impact us the most are those who we spend day after day training with in our home pool.
Peer mentorship is arguably the most important contribution any one swimmer can make to their team. Here are some reasons why peer mentorship is so valuable.
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By Tiffany Delmore, Co-Founder of SchoolSafe
November 23, 2018
Mentorship programs have seen great success, and they’re utilized by around 71 percent of Fortune 500 companies, according to the Association of Talent Development. Ask the veterans on your team to sign up as mentors and set clear parameters for what that entails.
Let’s face it — the hiring process is painful, and not just because you have to look through reams of résumés. From posting job listings to conducting several rounds of candidate interviews to ultimately making a selection and then training a new employee, the time and money required to fill a vacant role add up quickly. According to the Society for Human Resource Management, it costs an average of $4,129 to hire a new employee. Considering this process takes an average of 42 days, it’s clear that you want to get it right the first time.
And just because you’ve made a candidate an offer and he or she has accepted it doesn’t mean you’re out of the woods. In fact, Tinypulse reports that 22 percent of turnovers occur within the first 45 days of an employee starting a new job. Without an effective onboarding process, you’re setting your business — and your new hire — up for failure. On the other hand, an effective and engaging onboarding program allows companies to retain 91 percent of new hires for at least a year, according to the same research.
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