Caw 2 6-1 create your 30-second commercials

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Chapter 2: Know Yourself to Market Yourself
18
CAREER ACTION WORKSHEET
2-6 Create Your 30-Second Commercials #1
My name is William Hutton. I am a business major here at Spokane Falls Community
College. Since I specialize in HR systems, you can be sure I understand all of your unique
needs, and stay current on what's essential for you to know.
If your current system isn't keeping up with your needs, I can fix inaccurate reports, install
software upgrades, help you meet regulatory requirements, and make the system easier to
use. When your system needs replacing, I’ll make sure you avoid expensive mistakes, and
work with your staff step-by-step to manage a system replacement on time and under
budget
Your Career: How to Make It Happen, 9e
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.

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CHAPTER 11 SEPARATING AND RETAINING EMPLOYEES © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. This chapter explores the dual challenges of separating and retaining employees. Topics include distinguishing involuntary and voluntary turnover, separation process, including ways to manage this process fairly and measures the organization can take to encourage employees to stay and describes measures to take depending on whether performance is high or low. * 11-* Difference between involuntary and voluntary turnover, and their effects on an organization. How employees determine whether the organization treats them fairly. Legal requirements for employee discipline. Ways to fairly discipline employees. How dissatisfaction affects employee behavior. How organizations contribute to employees’ job satisfaction and retain key employees. Need to Know © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. After reading and discussing this chapter, you should be able to: * 11-* Every organization recognizes that it needs satisfied, loyal customers.In addition, success requires satisfied, loyal employees.Retaining employees helps retain customers and increase sales.Organizations with low turnover and satisfied employees tend to perform better. Introduction © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. This chapter explores the dual challenges of separating and retaining employees. Organizations want to keep their high-performing employees. Retaining employees helps retain customers and increase sales. Organizations with low turnover and satisfied employees tend to perform better. Organizations have to act when an employee’s performance consistently falls short. Sometimes terminating a poor performer is the only way to show fairness, ensure quality, and maintain customer satisfaction. * 11-* What was the primary reason you’ve ever quit a job? I did not like my boss or coworkers I was not a fit with the company culture Better pay somewhere else More interesting or challenging work somewhere else I was fired or laid off Other Managing Turnover © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, ...

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The Role of Business Ethics in Employee Engagement November 04, 2009 //By Tom Monahan, CEO of the Corporate Executive Board My focus on ethical management reminds me that I still own a box full of business cards with my name from a company that no longer exists. My first job out of college was with Arthur Andersen. At the time, it was a single organization and I worked in a division that became Andersen Consulting, and is now Accenture. Arthur Andersen had one of the most ethical cultures I have seen; the best people, the best business systems, and a holistic commitment to performance ethics. Yet, it went from being one of the leading professional services organizations to only a Wikipedia entry in a matter of months, due to unethical behaviors in a reasonably small niche of the firm. The disappearance of my first employer due to ethical failures is a powerful lesson I bring to work everyday. While this is a somber example of the potential downside from an ethics or compliance failure, I have the opportunity at CEB to see how much upside a manager and leader can create with a focus on this issue. One of CEB’s core strengths is a voracious appetite for quantifying the drivers of corporate performance. We ask ourselves: what do the best companies do to create inordinate value? We have gathered and analyzed millions of data points about employee perceptions and behavior and rigorously tied them to key drivers of corporate productivity. What we found is a strong link between ethical cultures and employee engagement. If an employee works for a company they consider having a strong ethical culture they work harder, stay longer, and are less likely to leave. Collectively, this data points to a 9% productivity boost from ethical leadership in the management ranks. That’s a stunning figure, and for me, maybe even more compelling than the business cards. While there is a strong link, both ethical behaviors and employee engagement are at risk. What we see happening, across hundreds of thousands of employees at the world’s largest companies, is a perfect storm brewing composed of three different factors. First, we see heightened employee cynicism about commitment of management to ethical principles and compliance standards, as management teams wrestle with critical issues elsewhere in the business. Second, unhappy employees are unable to leave their current roles. In a normal economy, if an employee does not like their boss, they can leave. However, today unsatisfied employees are unable to move because of limited opportunities. This results in what we estimate to be about a 7 percent productivity shortfall in most companies as a result of low engagement levels. Third, employee disengagement is particularly pronounced with the highest potential employees within an organization. These employees are three times as likely to leave as a normal employee once the economy improves. Mos ...

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