Getting to Know You: Self-awareness Is Key for High-Performing, Adaptive Teams

KEY FINDINGS · Role identification behaviors, or information exchanges among team members regarding individuals’ roles within a team, are crucial to the development of a team’s self awareness. · If team members do not accurately exchange information about their roles, their responsibilities and duties may be unclear, important tasks may go unaddressed, and other tasks may be performed inefficiently (e.g., performed with redundant efforts). · The more that team members engage in role identification exchanges early in the team’s life cycle, the better the team’s performance

CAHRS hrSpectrum (November - December 2002)

HRSpec02_12.pdf: 85 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (January - February 2008)

HRSpec2008_02.pdf: 111 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (September - October 2005)

HRSpec05_10.pdf: 68 downloads, before Oct. 1, 2020

All Turnover Is Not Created Equal: Gaining Insight Into How Employee Departures Affect Organizational Units

[Excerpt] Key Findings: Traditional turnover ratios–the number of employees leaving versus the total number in a unit—may not accurately describe how employee departures affect business unit performance. Traditional measures of turnover focus primarily on the quantity of employee exits, but fail to measure important qualities of turnover events. Some turnover scenarios tend to be more damaging than others, such as if a unit loses proficient workers, loses workers all at once, gains relatively less proficient workers, or loses workers from core functions rather than peripheral ones. To effectively link turnover to performance, metrics should account for when employees leave and from which positions, and accurately reflect the capabilities of exiting, remaining, and entering employees. The authors propose a new measure of “capacity” that targets both the quantity and qualities of turnover, allowing practitioners to improve the information value of attrition-related metrics

CAHRS hrSpectrum (May - June 2006)

HRSpec06_06.pdf: 114 downloads, before Oct. 1, 2020

Identify Critical Factors to Turn Workforce Satisfaction into Bottom-Line Results

KEY FINDINGS · While practitioners and researchers assume that higher employee satisfaction equals higher sales and profits, analysis shows that there is no direct link between the two. · Between the beginning point of employee satisfaction and the endpoint of profitability lie three crucial intervening factors: employee retention, employee responsiveness to customers, and customer satisfaction. · By understanding the interplay among these factors, organizations can target their HR efforts to positively affect the bottom line

CAHRS hrSpectrum (May - June 2002)

HRSpec02_06.pdf: 66 downloads, before Oct. 1, 2020

Employee Compensation: Know the true costs of employment and optimize them to benefit employers, employees

KEY FINDINGS · While most employees—and possibly some employers—think of employee compensation primarily in terms of “wages” or “salary,” many employees’ total compensation packages add up to a significantly larger figure. · Many employees don’t understand the actual costs of their total compensation packages. · Many employers do not adequately communicate to employees the cost of benefits they provide. · Different employees place different values on specific benefits. · Offering choice over the mix of compensation has some costs, but can benefit both firms and employees