During times of change, cutbacks and slowdowns, are the words ‘leadership’ and ‘engagement’ simply hype, or do they offer real substance and value? What could happen if research documented not only their true significance but also reinforced an implicit link between leadership and engagement?
‘Every one of us must have a career strategy. Always remember that YOU are in charge of your career; NEVER get sucked into the “company knows best” approach to your career.’ – Hear from Ron Thomas, as he discuses career strategies and more.
Many organisations across the GCC are having to reduce costs in the light of low oil prices and the new economic environment that this heralds. Training [which the ATD estimates to be $1,208 per employee per year] is often seen as a cost that can be reduced without any impact on the business and sometimes just a perk without any real business value.
There are certain pressing concerns that will always be weighing heavily on the mind of an HR professional, the chief among these being engagement and retention. One certainly feeds into the other, as dissatisfied employees who don’t feel engaged with the organisation will naturally feel more compelled to leave in favour of a company that perpetuates a more supportive, encouraging atmosphere.
According to Gallup research, 55 percent of people in the U.S. define themselves by their job, instead of considering work as simply what they do to earn a living. When I read this stat, it was frightening. Jobs and titles are fleeting. Lose your job, lose your title; lose that job, lose your identity. I applaud the 45 percent who have a strong sense of themselves.