Building Great Places to Work

September 2. 2013

Case Study: Attracting & Engaging Gen Y

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 2. 2013

Background

As Gen Y – adults aged 18 to 34 – has become the largest age population in America’s history it has, obviously, become an important and growing demographic at Sterling Jewelers Inc., the largest specialty retail jeweler in the country, and operator of national jewelry store brands Kay® Jewelers and Jared the Galleria of Jewelry®. In fact, Gen Y is now a significant customer base, with a double-digit increase between 2006 and 2012. As a company, the organization understood that its present and future success will be defined by how it adapts its business to engage and cultivate this younger customer demographic. Just as important, the organization began developing initiatives to more meaningfully connect with potential employment candidates and Sterling’s existing Gen Y team members. This dual-focused effort was designed to enhance its business on every level, but it has also revealed opportunities to grow as well as offer a continuous evolution that will drive us forward. More...

September 2. 2013

Case Study: Communication

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 2. 2013

Background

While Plante Moran had a number of tools that it used to communicate and connect with employees, including its intranet, email, instance messenger, and voicemail; it was lacking in one area that had been overlooked: video. The organization also needed a centralized place where it could share videos with employees. More...

September 2. 2013

Case Study: Career Development Program

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 2. 2013

Background

During OEConnection's annual associate satisfaction survey process, career development was consistently rated lower than other aspects of the workplace. In addition, during exit discussions, it found that some employees were leaving the organization to further develop their career. These insights helped the organization realize that it needed to focus on career development company-wide to enhance retention as well as job satisfaction. More...

September 2. 2013

Case Study: Connecting Employees to the Mission

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 2. 2013

Background

Mercy's mission is deeply integrated into its culture and the organization undertakes numerous initiatives to connect each employee to the mission through on-boarding, training and development, and communication efforts. Over time, Mercy has recognized the need for a more user-friendly communication vehicle to educate its employees on the concepts, meaning, and practical application of the mission and values into their daily roles. More...

September 2. 2013

3 Career Development Practices Among Employers of Choice

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 2. 2013

Opportunity is one of the most significant reasons top performers stay at their organizations and one of the most common reasons they leave. Over the years, ERC has found that top performers are at risk of leaving their organizations to pursue other career opportunities if they are not continually provided with room to grow and advance in their careers.More...

September 1. 2013

Case Study: Workplace Flexibility

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 1. 2013

Background

Over time, Main Street Gourmet has needed to gradually develop flexibility initiatives in response to various scheduling conflicts among its staff and institute greater acceptance and encouragement of people having lives outside of the workplace. The organization determined that it was to the mutual advantage of the company and employees to explore some options in terms of providing more flexibility in work schedules. More...

September 1. 2013

Case Study: Performance Management Tool

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 1. 2013

Background

Lake Health recently embarked on a cultural transformation, and as part of that transformation, the organization determined that the only way it could flourish is if its team members were engaged and committed to going the extra mile to provide superior care.

The organization determined that it needed a set of standards of behavior to complement its values and mission which created new criteria for how they would interact with one another, develop customer service training, recognize and reward employees, and assess and coach team members' performance.

Eight standards of behavior were created and included brief definitions and a few examples to help clarify the definitions. They were introduced to all staff through training, communications, and contests; but while some change in behavior and the culture were observed, the organization found that a tool was needed to more clearly define the behavioral expectations for each of the standards. More...

September 1. 2013

Case Study: High Performance Culture

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 1. 2013

Background

KPMG has always encouraged high performance with its employees and teams, but in light of an increasingly competitive market for its services, it wanted to more deeply engrain high performance into its culture to ensure that its firm thrives. As a result, it developed a "High Performance Culture Program."

To KPMG, a "High Performance Culture" means having the best people with the skills and determination to deliver above and beyond, develop and maintain strong customer relationships, build and maintain productive business and professional relationships, and accomplish individual and team objectives. The organization is looking for strategic thinkers who are results-driven and use their knowledge to enhance its competitive position, work on initiatives that have strategic impact for the organization, and connect departmental actions to the organization's vision and mission. More...

September 1. 2013

7 Tools Winners Use to Communicate 'Line of Sight'

Share on LinkedIn Share on Facebook Share on Twitter Share on Google Plus Share this Page

September 1. 2013

Top performers want to make a meaningful impact on their organizations and with their customers and appreciate when their organizations create a sense of purpose. NorthCoast 99 winners have devised many effective approaches to help their employees see how their roles and goals connect to the broader organizational goals, and ultimately impact the organization’s success. Through these seven (7) tools, winners help employees understand how their work matters and makes a difference. More...

Copyright NorthCoast 99

Top