Investing in employees means spending both time and money to ensure that your staff feels valued and informed. It can be as simple as a thank you card for a job. Today, I was incredibly proud to announce a nearly $M additional investment in our people with across-the-board salary adjustments for. It also empowers local people to access the benefits of employment in the mining sector. Key initiatives include our: Apprentice programs – typically in. RUSSIA ETHEREUM

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In The Good Jobs Strategy , Zeynep Ton, a professor at the MIT Sloan School of Management, demonstrates how the best retail companies align their customer value proposition with their operations strategy and their approach to human capital. Customer advocacy and employee engagement are inextricably linked in the examples Ton uses, allowing those companies to create a better customer experience, higher quality jobs and better financial outcomes for shareholders.

Small and large companies alike are experimenting with these concepts. Managed by Q, a cleaning and office services company in New York City, decided to pay employees higher wages than the prevailing market rate. In turn, the company is achieving lower levels of employee and customer churn, and correspondingly lower employee hiring and customer acquisition costs.

The compounding and virtuous effects of increasing customer and employee advocacy more than offset the higher cost of wages. Our careless treatment of time represents a shocking level of underinvestment in human capital. For knowledge workers, time is incredibly scarce. Our research suggests that, on average, managers have fewer than seven hours per week of uninterrupted time to do deep versus shallow work.

They spend the rest of their time attending meetings, sending e-communications or working in time increments of less than 20 minutes, a practice that makes it difficult to accomplish a specific task and in the worst cases can lead to employee burnout. We know that great ideas that drive breakthroughs in productivity come from human beings with the time, talent and energy to innovate.

One step in reversing this trend is to start treating hours like dollars, with a real opportunity cost. Companies should seek to systematically eradicate organizational drag — all the internal complexity that leads to inefficient and ineffective interactions. Giving managers more time to do deep thinking can unlock innovations that can have a significant impact on productivity.

Companies that follow the Toyota Production System use Kaizen events to improve productivity on the manufacturing line. That requires pulling workers off the line and giving them the time and space to make processes leaner or to devise innovative work methods. Similarly, many organizations are experimenting with using Agile sprints beyond the traditional areas of product development and innovation.

A well-run sprint takes talented, cross-functional team members out of their daily routines and focuses them in weekly increments on creating breakthroughs in products or processes. Both Kaizen events and Agile sprints are investments in innovation and human capital productivity. Perhaps the most transformational thing a company can do for its workforce is to invest in creating jobs and working environments that unleash intrinsic inspiration.

This is the gateway to the discretionary energy that multiplies labor productivity: An inspired employee is more than twice as productive as a satisfied employee and more than three times as productive as a dissatisfied employee. Yet, only one in eight employees are inspired. We measure organizational energy through employee engagement, and despite decades of investment in engagement programs, levels of engagement remain systemically and stubbornly low.

As companies think about how to change this, they should focus on the jobs that will survive into the future. The forces of creative destruction inevitably will continue to eliminate some work through automation, digitalization, or the virtualization of work, but these same forces also create new types of work and jobs. A workplace without red tape, unwritten rules and politics is as mythical as a unicorn. However, today's business leaders are beginning to look inward to analyze how people experience their workplaces.

Inclusive leaders want to know how their team members work and respond to their environments, from human interactions to corporate culture. Luis Alvarez Getty Images Now more than ever, leaders must engage and invest in their people.

Company leaders long have speculated that most employees leave their current jobs primarily for better-paying positions. However, the retention report instead uncovered consistent, underlying issues: career-development opportunities, work-life balance and poor management. In all, the Work Institute report identified 50 important reasons people decide to leave their jobs. These reasons then were grouped into 10 categories -- seven of which comapny leaders have the power to prevent.

Employee turnover is expensive. The employee lifecycle encompasses advertising, recruiting, training and lost productivity. Companies that fail to proactively invest in their workforce will see these costs amplify. Staff salaries, benefits and "help-me-grow" environments all are a good start to grow human capital. But leaders also must spend money developing their people. Here are five ways companies can invest in their people's success and enjoy a more sustainable business.

Cultivate a culture of honesty. Skilled communicators hold power. Failure to communicate costs money and compromises bottom lines. Poor communication is a leader's conscious decision not to improve. These bad bosses might think they don't have time to get bogged down with employee communications.

Maybe they believe workers will come up with their own interpretations regardless of the message, or they've decided to keep employees on a very need-to-know basis. Leaders of the future must create a culture of honesty. The flow of truthful information within the environment fosters courageous conversations. It's worth every second to communicate with intent so the message aligns with business values, resonates with the team and inspires action. Understand the whole is greater than the sum of its parts.

Wellness encapsulates a range of programs aimed at protecting employee health, boosting performance and embracing employee health and wellbeing.

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