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hrtheater

What Improv Theater Can Teach HR

With a reputation as “the fun police” or “the principal’s office,” it’s hard to imagine HR as the place employees can go for an easy “yes.” However, in their new management book, Happy Accidents: The Transformative Power of “Yes, And” at Work and in Life, improv comedy troupe Four Day Weekend shares how their improv strategies are an effective business model.

Handbook

How to Create an Engaging Employee Handbook

If someone’s only interaction with your company brand was the employee handbook, what would their impression be? How would they perceive your company culture and values? On an employee’s first day, new hires experience a similar thought process as they go through onboarding. The employee handbook is HR’s opportunity to excite and engage new hires with all of the details around what makes your company a great place to work.

nonprof

6 Reasons Nonprofits are a Great Place to Work

Despite the hurdles that come with working in the nonprofit sector, the industry has never failed to attract an energetic and passionate workforce. While resources may be spread thin compared to larger corporations, nonprofit employees are known to put heart and soul into their work.

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4 Key Practices for Successful Employee Surveys

Individual feedback from employees is invaluable, but it can be hard to collect that type of feedback at scale. As your company grows, surveys allow you to gather structured data, both quantitative and qualitative, across the entire employee journey. Culture Amp’s Global Head of People & Experience, Julie Rogers, explains, “As an HR leader, people tell me their challenges, and I get personal insights. However, the aggregated data through a survey tells me a story reflecting the overall view of where the challenges are. That's important because otherwise you're just hearing one voice.”

nap

Dreaming up an Office Napping Policy

Don’t sleep on this workplace trend: the company “nap room” has emerged as an increasingly popular perk. A surprisingly diverse list of companies lets employees sleep on the job, including Google, PricewaterhouseCoopers, Zappos, the Huffington Post and even ice cream giant Ben & Jerry’s.
 

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5 Ways Learning & Development Drives ROI

While learning and development initiatives are certainly a hot buzzword for HR professionals, it can often be hard to create and execute on an effective and continuous strategy—whether due to lack of employee interest or executive buy-in. The result? Companies are spending thousands of dollars per employee on training programs that are underutilized.

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eetrust

5 Ways HR Can Build a Culture of Employee Trust

It’s no secret that employees tend to have a negative perception of HR. It can be hard to tell whose interests HR puts first: those of the company or the employee. The truth is that it often comes down to the individual HR professional and the company culture. However, HR professionals know that it’s important to have a genuine relationship of mutual trust with employees in order to build a better workplace.

IMHRO: Open Office Floor Plans Create a Collaborative Culture

Namely’s series, In My HR Opinion, brings you honest takes on the hottest HR topics and trends, straight from industry leaders.

surveyqs

Our Employee Engagement Survey Questions, Revealed

It’s no question that employee engagement plays a central role in your workplace. It’s a core driver of happiness, productivity, and retention. The good news is that there are myriad ways to gauge and boost engagement, from learning and development to office design.

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3 Ways Tech Company Sysomos Transformed Employee Experience

When Omer Aziz first stepped into his role as Senior VP of Human Resources at Sysomos, he was spending nearly half of his day manipulating spreadsheets. “You know that guy in high school who had a Honda Civic and souped it all up?” Omer recalls, “and to him, that car was like a Porsche, but in the grand scheme of things, it was really just a junky car? That’s how I think of our HR spreadsheet.” When working from this spreadsheet, Omer was dedicating the majority of his time to a manual and error-prone process, with little time to address the cultural needs of the company.