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This article provides a concise guide to achieving effective leadership through three steps. The first step involves addressing employee engagement by understanding their emotions and effectively communicating organizational values. The second step focuses on fostering employee growth by connecting their job responsibilities to the organization's values and helping them achieve their career goals. The third step emphasizes the importance of conducting regular one-on-one meetings with employees to gather feedback, discuss goals, and set action plans. The article also explores different leadership styles and highlights the need for leaders to continuously improve and adapt. It concludes by encouraging leaders to embrace a growth mindset and demonstrate self-confidence to inspire their employees and organization. [Extracted from the article]

The article discusses the concept of a mini retirement, which is when an individual takes an extended break from work. It emphasizes that a mini retirement is a personal and conscious decision that requires careful planning and financial support. The article also mentions that while mini retirements are not common in the workplace, more employers are recognizing the need for intentional career breaks and may hold a job during this time. The article highlights the importance of considering factors such as financial planning, personal circumstances, and the potential benefits of a mini retirement before deciding to take one. It also touches on the topics of burnout, job stress, and the changing dynamics of the workforce. The article concludes by suggesting that individuals should evaluate their own situations and make a decision based on their specific needs and goals. [Extracted from the article]

Just as many faculty needed to pivot in their pedagogy and teaching modalities in the early stages of the pandemic, academic leadership now must also respond to and pivot in the face of the Great Resignation and quiet quitting. Incidentally, midcareer faculty are those most likely to step into chair positions and mentor junior faculty through their leadership positions. By virtue of its critical function in the university and its liminal position (as both faculty and administrator simultaneously), the chair is vulnerable to both role strain and role conflict. [Extracted from the article]

Undoubtedly, the Great Resignation--arising in the wake of the COVID-19 pandemic--continues to plague employers to this day. Thanks to the short attention span of media headlines, much of the public does not seem to be aware. However, HR professionals are painfully aware that recruiting and retaining a quality workforce is one of their top challenges. Employers want to know what they can do to keep good workers. A study published in Harvard Business Review clear back in 2014 may provide the direction we are all searching for. That study revolved around a survey of some 20,000 employees from all over the world. It inquired about their experiences on the job in categories like trust and safety, enjoyment and satisfaction, and meaning and significance. Researchers compared the responses and found that no other leadership behavior had a bigger effect on employees than respect. The authors found that being treated with respect was more important to employees than recognition, getting feedback, and even professional development opportunities. Employees who do not feel respected consistently demonstrate less engagement, more turnover, and less focus and productivity at work--all costly behaviors for the companies that employ them. Business leaders--from workgroup supervisors to CEOs--are often unaware of their behaviors that leave employees feeling disrespected. The causes of such "uncivil" behavior can range from mindless neglect to general contempt or even angry dismissal. A leader lacking selfawareness runs a high risk of sending negative messages to the rest of the employees. This article suggests a three-step process for raising your own self-awareness and breaking the cycle of uncivil behavior in your work culture: 1. Step 1: Uncover your blind spots. Consider asking a couple trusted colleagues for their views about how you treat other people. Ask what you could do better. Listen openly and carefully. 2. Step 2: Get a coach. Coaches bring an objective, outside point of view that can unearth some of the underlying assumptions, experiences, and personal qualities that lead us to be dismissive and disrespectful. 3. Step 3: Use the "feedforward" method to improve. In his 2012 book, FeedForward, Marshall Goldsmith wrote creatively about the negative connotation associated with feedback. It implies judgment and critique. "Feedforward," as he coined it, does not discuss the past, but helps others to envision improvements in the future. Seek "feedforward" from others--asking them to make positive suggestions and to help you create and follow a plan of action. [ABSTRACT FROM AUTHOR]

The article discusses the importance of adopting a people-first leadership approach, specifically through servant leadership principles, to enhance organizational culture and employee experience. Topics discussed include implementing empathy and active listening, creating a supportive work environment, and using data-driven insights to sustain and improve these efforts over time.

LET MANAGERS LEAD These one-on-one meetings give managers a chance to find out what employees like and don't like about their jobs. "One very positive outcome of a recent engagement check-in was an employee candidly sharing their vision for their career", Dressler says. Employees at isolved, an HR software provider, meet twice a year with their managers for an "engagement check-in.". [Extracted from the article]

The article focuses on the pivotal role of continuous learning in modern workplaces, highlighting the shift towards personal growth and professional success as essential factors in employee satisfaction and retention. Topics include the integration of data and learning for workforce enhancement, the impact of AI on business outcomes and employee skilling, and the evolving approach to employee learning and development in the face of technological advancements.

The article focuses on factors that should be considered by organizations while dealing with volatility, uncertainty, complexity and ambiguity (UUCA). Topics include deploying innovation has become new norms; becoming more proactive and preactive due to increased disruption and the increased pace of change; and impact of "Great Resignation" on the relationship between companies and employees.

Clients "at risk" are reviewed as well, to enable shoring up the client experience. The starting point is putting a defined fence around this client group, analyzing the revenue and projected year-over- year revenue growth goals from the clients as a group. This could lead, for example, to a multithousand-dollar opportunity with a favored client that you could not have seen had your path been strewn with one-off -engagement clients, the type for whom you prepare an annual 1040 - and nothing else. [Extracted from the article]

Workers are now telling their employers: show me a pathway to grow within this company or I'll show myself the door", says Rachel Romer, Guild cofounder and CEO. Two of every three U.S. workers say they hope to be in a new job in the next two to five years, and 60,000,000 are actively applying, maintains a survey by Guild, Denver, Colo., a career opportunity platform. [Extracted from the article]

Jobberman, a Nigerian job search platform, recently held a webinar to address the issue of talent migration and the impact it has on businesses in the country. The webinar emphasized the importance of internships and entry-level graduate programs as a cost-effective way to develop skills and retain top talent. Nigerian tech professionals are being enticed by attractive work incentives abroad, leading to a competition between local and global firms for qualified mid to senior-level talent. The webinar featured HR professionals who shared tips on managing recruitment, increasing talent retention, and demystifying challenges faced by job seekers. Jobberman is also offering employers a free listing of internship and entry-level positions to encourage the hiring of interns and new graduates. [Extracted from the article]

Workers in the first tier of the wage distribution (or first quartile) have higher green bars than any other, demonstrating that switching disproportionately benefited low-wage workers. Over time these dynamics will push employers to align the wages of their workers to their competitors, benefiting low-wage workers overall. This is benefiting low-wage workers and advancing wage equality and overall workforce participation. Workers in other wage categories and older than 25 face a dilemma: the change in wage from switching is not significantly better than the change in wage from staying. [Extracted from the article]

Effective employee-development programs were seriously disrupted during the pandemic, and the challenges continue as the Great Resignation drags on. Job vacancies at hospitals and clinics have increased by as much as 30% in some markets. Staff members find themselves doing more work-and putting in unprecedented overtime-just to keep operations going. Who has time to worry about training and formal staff-development programs? Some health systems refuse to take the situation lying down. Suburban-Chicago-based Edward-Elmhurst Health, for example, has recognized a potential strategy to address the situation. Its CFO, Denise Chamberlain, says that dedicated staffers who have stepped up to fill the many gaps have demonstrated leadership and development out of necessity. Elmhurst, with 70 sites and 10,000 employees normally conducts extensive, formal programs for staff development, but time and resources are scarce, and she intends to capitalize on the grass-roots development she sees all around her. Elmhurst leadership surveyed its workers to determine what they need and want. It turns out that they want recognition for their development and growth efforts (on a day-to-day basis), and they want to see their efforts reflected in their pay. Further, they have maintained their commitment to budgeting for formal programs moving forward. They have formed alliances with local community colleges as well, providing pathways for staff members to achieve certification for the new skills that have been foisted upon them. [ABSTRACT FROM AUTHOR]

Forty-five percent of those involved in the Return Ticketprogram have already converted to full-time employees atExpedia Group "because of their strong performance in theprogram." Feature Expedia Group recently graduated its first group froma 16-week internship program aimed at reacquainting them tothe technology workforce after having been away for two ormore years. [Extracted from the article]

The article offers information on the "Great Resignation," highlighting a significant increase in job resignations among mid-career employees aged 30-45. Topics include industry-specific resignation trends, such as increases in health care and tech but decreases in manufacturing and finance. It discusses the shift in power towards employees, who are seeking jobs with better pay, reasonable workloads, better management, career development opportunities, and respectful workplaces.