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In the ever-evolving world of construction, a meticulously crafted handbook is your North Star, providing essential guidance for both employers and construction crews amidst the intricacies of company policies, expectations, and values.
We work with enough leaders like you to know that hard conversations are scary in their own way. You probably wouldn’t use the word “scary,” but there are real fears that get in the way.
How do you feel when you know you’ve got to have a hard conversation with someone?
Have you ever felt unappreciated? What was the situation? How did that impact you? Whether you’re aware of it or not, appreciation is a deep human need.
We hear it all the time: it’s hard to hire and keep people. There is obviously truth to this.
If you have any trouble finding, hiring, developing or keeping people—you should care about the Employee Lifecycle.
What does it mean, practically, to “get people on board” with change? It often boils down to communication. Specifically, effective change communication is: early and often, clear and compelling and other-centered.
Getting skeptics on board with change is very, very hard. Not impossible, but hard. If someone’s skeptical, it’s probably for one of two reasons.
Change is easier when people are actually excited about it. So, to change well, find out what people actually want—what would make them most excited if they saw it—and then incorporate as much of that as you can.
Change is everywhere. It can hurt us or make us stronger. It can divide us or bring us together. We believe one key thing can make the difference: how leaders prepare for, communicate during, and persist through change.
Many leaders approach hard conversations the wrong way. The two most common mistakes we see are (1) allowing your emotions to set the tone and (2) making judgments about a person.
Recently we helped a family-owned general contractor re-engage two key employees. One was a supervisor whose future was in question as a large job was winding down. The other was a back office team member who’d become demotivated. Both were valuable to the business. The owners wanted to know: How can we help them stay?
In this article, we’re focused on hiring. Almost all of our clients tell us it’s hard. Whether it’s unskilled labor, project managers, estimators, supervisors or executives—they’re all hard to find, and increasingly hard to keep.
In today’s evolving workplaces, it’s common to see baby boomers to gen z working together in the same company. How can different generations work together with different value systems, approaches to work-life balance and skill sets?
The workplace is no stranger to diversity, including race, religion and culture. But in the last few years, there has been a significant increase in the diversity and differences in generations.
Those in management positions or roles of influence should learn the best ways to connect and manage each generation in a way that encourages a strong sense of community.
By 2030, all baby boomers will be 65 or older. Not to mention that many Gen Xers — or those born between 1965 and 1980 — are now in their 50s. Combined with workforce changes brought about by the COVID-19 pandemic and the ongoing “Great Resignation,” the potential for knowledge loss is growing across all industries.
When it comes to sustaining or growing a business today, the status quo isn’t good enough anymore. We are in exponential times where the change around us is no longer incremental and we must anticipate the opportunities and challenges facing us in the future.
A critical challenge facing businesses today is leadership development. Opportunities for exponential growth and succession of various leadership roles require companies to plan and be intentional to develop the leaders to secure a bright and growing future.
Large and small businesses have gone through massive changes in the past few years. Many saw their profits fall; they lost employees and suffered from supply chain issues.
The global pandemic reshaped the way we work. Not only did it expedite the shift to remote teams, it also highlighted the importance of work-life balance and allowed many workers to re-think their personal and career goals.
Courtney Bishnoi, Vice President of Quality and Programs at the American Health Care Association and National Center of Assisted Living joins this episode to promote the adoption of safe and effective COVID-19 vaccines. AHCA/NCAL launched the #GetVaccinated campaign as a way to share strategies to improve staff vaccination rates, debunk myths, and share important facts about the vaccine. They have made available important resources you can access at getvaccinated.us.
On June 11, 2021, the U.S. Department of Labor (DOL) issued a new agenda – one key topic included the fairness of tipped worker pay. While the agenda is specifically related to tipped worker pay on federal contracts, this could be an indicator of wider scale changes for all employees.
Payroll is undoubtedly complex and an administrative burden. The risk of ‘getting it wrong’ comes with a high price. Employers can face fines and penalties from the IRS, state governing bodies and the Department of Labor (DOL), to name a few. Furthermore, payroll mistakes can lead to costly missed opportunities. With that in mind, we would like to highlight a few of the most common [and costly] payroll mistakes you could be making with your in-house payroll.
“That won’t ever happen.” That is what I told my father-in-law, Ralph, every time he wanted to discuss what I should do if he were to pass away before his father did.
Tara Chrisco is the director of people & organization development at HORNE. She is responsible for team member talent and potential over the entire worker life cycle – including talent acquisition, onboarding, learning, coaching and organization development. She also works with organizations that want to accelerate the growth of their workforce and business results.
Getting paid wages from the same day you work? It may sound like something from the future but it’s already here, and it’s a trend that isn’t going away.
Bruce Walt is a partner at HORNE where he leads business development for business strategy, data and technology, learning and development, marketing, and process transformation solutions.