Heineken Mexico CEO, Dolf van den Brink, estimates that the company is saving several million dollars a year by selling their used paper bottle labels to paper companies to make napkins and tissues.
Employee engagement is one of those management attributes that can be hard to define. Different companies characterize it differently, but there’s one thing they pretty much all agree on: They do want engaged employees
A December 2016 BetterWorks survey of 1,000 employees found that 64 percent of respondents continued to feel that their company’s leadership wasn’t transparent in communicating top goals.
Management is one of the top reasons cited for lack of engagement in the workplace, representing 70% of the variance between high and low engagement.
Researchers at Oxford Economics note that the new class of emerging leaders embraces a digital mindset, is highly proficient at using technology to achieve competitive advantage.
Can compassion be good for the bottom line? According to Emma Seppälä, author of The Happiness Track, the answer is a clear yes. In the following excerpt from the book, Seppälä tells the story of someone who used compassion to his competitive advantage.
As the competition for the best talent grows; businesses must reduce the disconnect between their talent requirements and the strategies and processes which underpin them.
Whether you’re an IT manager locking down access and permissions to IT-business collaboration tools, or a micromanager who forces a process on her employees to get work done, you may be negatively affecting business productivity.
Paul Krugman, the Nobel Prize [winner] in economics, once wrote: “Productivity is not everything, but in the long run, it is almost everything.”