Managers tend to disregard investment in people, even though great benefits can often come at low cost, or none at all. Here, virtue is more than its own reward, if you believe a study of hotels by Tony Simons in Harvard Business Review. He asked 6,500 Holiday Inn employees whether their managers delivered on promises and practised what they preached. A one-eighth of a point rise in this 'behavioural integrity' (using a five-point scale) equates with a profitability jump of 2.5% of revenues. In other words, financial performance is seriously damaged by inconsistency, hypocrisy and 'flavour of the month' management that flits from one HR 'initiative' to another. New-fangled nostrums, it would seem, pay off slower and lower than good old-fashioned honesty.
It's surprisingly simple to give great service, says AmazeRealise customer experience officer Chris Barnes.
Molson Coors is offering its employees two weeks of 'life leave' on top of holiday.
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Rooting your plans in an overarching purpose makes decision-making a whole lot simpler, says Insights Group CEO Andy Lothian.
These three C-suite tips have proven invaluable to Workspace's Chris Pieroni.