In a national database comprised of 2,400 organizations, only 50 percent of the professionals surveyed felt there were enough people available in their work group to accomplish the necessary workload.
293 Fidelity defined-contribution-plan sponsors reported that they had eliminated or reduced their employer contribution last year.
Only 39 percent of 2,075 American workers polled feel the economic situation has caused them to appreciate their jobs more. That's a significant dip from the 55% of workers who felt that way a year ago.
When 1,400 chief financial officers were recently asked: "Which one of the following is the greatest lesson you have learned from the recession?" the top responses were:
Focus more on maintaining employee morale -- 27%
Avoid multiple rounds of cost-cutting -- 22%
Retain enough staff to maintain productivity -- 22%
Implement more detailed succession plans -- 15%
According to an ongoing survey of about 8,500 HR and business leaders throughout the world, only about three in ten respondents felt very or fairly optimistic about economic recovery for 2010. The respondents said in 2010 they would focus on:
Creating an Engaged Workforce -- 50%
Performance Management -- 48%
Selecting/Retaining Key Talent -- 45%
Managing Change -- 44%
Reducing Costs -- 43%
Source: Human Resource Executive, June 2, 2010
CEO and HR Priorities
Has your chief executive officer (CEO) crafted a leadership style that centers on authenticity; that means constantly communicating with employees about the company's important issues?
Does your CEO try to get across what s/he's like as a person, what s/he values (like spotless ethics, emotional maturity), and the vision s/he has for the organization?
Rather than avoid the animosities, communication breakdowns, and jealous flare-ups on the CEO's executive team--as well as his or her own defects--does the CEO confront them head on?
If the answer to all the above questions is "yes," then your CEO has gotten over the CEO Disease by working with a personal leadership coach to become more self-aware and able to allow his or her leadership perceptions to evolve.
There is an old Yiddish proverb that applies to every organizational leader: "The fish always sinks at the head." The leader with CEO Disease doesn't know the smell that he or she is spreading throughout the organization. The personally coached CEO discovers what smell he or she is spreading across the corporate culture and works to make it a productive and positive scent.