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When thinking of brand-building techniques, we consider typical methods of communication through traditional advertising, public relations and Web sites. However, most often overlooked are internal employees or “brand ambassadors,” as I prefer to call them. |
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Thursday, 20 September 2007 |
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Motivation guru Bob Nelson has long said that it’s not a reward if the recipient doesn’t value it. His advice to those who create workplace recognition programs is to find out what workers want before assuming that a one-size-fits-all acknowledgement fits everyone. |
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Wednesday, 19 September 2007 |
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Businesses small and large have always had difficulty retaining talent. Employees enter and exit companies on the same basic premise, maximizing the latest opportunity with the best pay. Supervisors, managers and anyone else in charge of hiring, in their complacency, accept this turnover as the norm even when it could be a clear indicator that maybe people aren't satisfied and would have stayed with the company for something as simple as the occasional pat on the back |
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Tuesday, 18 September 2007 |
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You've made your choice, extended an offer and received the response you want: It's a deal. Congratulations. Now the hiring process enters an important new stage: introductions and expectations. Begin with the end in mind. SMART goals establish your expectations for the probationary and annual performance review |
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Tuesday, 18 September 2007 |
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While some business owners might say they are too busy to deal with staff problems, others not only acknowledge the need for happy employees, they promote programs that put the team back in teamwork. |
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Friday, 14 September 2007 |
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A starting call center adviser at Beryl makes between $20,000 and $22,000 a year plus benefits. A more experienced call employee makes $30,000 to $35,000. Rather than paying everyone a buck an hour more, company founder and CEO Paul Spiegelman spends "hundreds of thousands of dollars a year" to make work fun. |
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Monday, 10 September 2007 |
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Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Employee involvement is not the goal nor is it a tool, as practiced in many organizations. Rather, it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organization. |
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Monday, 10 September 2007 |
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According to new research, organizations that have excited and passionate people are more likely to create a service-focused culture that delivers great customer service. And having a customer-focused workforce means that organizations must treat their people well so they, in turn, will treat their customers well. |
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Monday, 10 September 2007 |
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Every entrepreneur knows the hectic lifestyle that comes along with starting and running a company. But this work schedule affects employees. They don't enjoy the long hours or the days and nights they must unexpectedly come into the office to handle emergencies. |
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Wednesday, 29 August 2007 |
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Counseling and disciplining employees to bring out their best performance is a concept similar to the old joke: "How many monks does it take to change a light bulb? Only one, but the light bulb has to want to change." |
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Wednesday, 29 August 2007 |
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