“To win the marketplace, you must first win the workplace.”
- Doug Conant
Strategic change is usually the need to adapt the organization, products, procedures, and processes. It is quite common for a company to adjust its business plan when it stagnates or requires rapid organic growth. Strategic change begins with a decision of the top management of the organization that identifies gaps and opportunities, then designs a vision for a strategically changed company and identifies the opportunities and benefits of such change. Strategic change redefines the organization's basic principles and components; focuses the company on gaining a sustainable competitive advantage. The leader often formulates a new vision of the company developed as part of a detailed business strategy. The need for change can come either internally or externally; however, the leader usually responds to mixed signals in reality.
Work from home requires discipline and can be a challenge for everyday life's office routine. Let us remember one thing - the current situation is difficult, we must take care of our own and our loved ones' safety, but at the same time remember about the business reality.
The construction industry has its fair share of challenges. Employing and retaining professional workers are some of the most persistent of these.
For many people, happiness is the overriding value in life. However, is happiness at work as important as what we strive for in our private life? How to achieve them? Can we work on it? In the article below, we will try to answer this question.
What to do when we do not meet all the requirements specified in the job vacancy. Is it worth applying despite some inconsistencies? Is it better to save your and recruiters' time and look for a job for which we will fit 100%? Many people looking for a job give up applying for their dreams because they do not meet all the recruitment advertisement requirements. Is it right?
Most of the management boards agree to organize such training while not expecting any results. The first myth is the slogan often uttered by leaders that HR is responsible for developing the organization's development! This is one of the stereotypes, but if we agree that it is not true, whose shoulders bear this responsibility?
The time has come for organizations to change their mindsets from survival to growth. The basis of this kind of change is caring for people. The situation related to the coronavirus epidemic and how we, as employers, team leaders, and employees, can adapt to it and create a future in a changing environment. The article touched upon many aspects of the employee's life cycle in the company. What has come to the fore is how professional life is now intertwined with private life and how employers will change, both in terms of employee care and technology.
The employee market is a concept that should be remembered by every employer who cares about building a harmonious team of professionals and maintaining the highest possible efficiency in their company. There is more and more talk about attracting the best talent on the market to your company, but have you thought about how to keep them? What actions will prevent your best employees from even thinking about looking for another employer? Here are some tips that will help you reduce turnover in your company and keep the best specialists!
At first glance, each of these departments does something completely different. Sales provides clients with solutions and cares for proper relations, marketing uses appropriate tools to promote the brand and convince clients to it, and HR employs, manages human resources and payroll, and does everything to make people want to work effectively. Three different areas, three completely different areas of responsibility, what can you get inspired by and what good practices to implement in the field of HR?
Until now, management was dominated by the approach of economizing the use of organizational space. It manifested itself in the widespread use of methods and techniques for organizing work processes in space, within which the main criterion for the arrangement of objects was to minimize the function of flows between workstations and, in general, to reduce the cost of owning and using corporate spaces.