A Quote by Jay Samit

Most companies overlook the most basic of all training functions: the onboarding of new employees into their corporate culture. — © Jay Samit
Most companies overlook the most basic of all training functions: the onboarding of new employees into their corporate culture.
Onboarding starts with satisfying the most basic of Maslow's psychological needs: belonging. New hires shouldn't arrive to an empty cube and be forced to forage through corridors searching for a computer and the bare necessities of office life. A new hire isn't a surprise visitor from out of town. Plan for their arrival.
Onboarding – How To Get Your New Employees Up To Speed In Half The Time
In the long run, though, the greatest IT risk facing most companies is more prosaic than a catastrophe. It is, simply, overspending. IT may be a commodity, and its costs may fall rapidly enough to ensure that any new capabilities are quickly shared, but the very fact that it is entwined with so many business functions means that it will continue to consume a large portion of corporate spending.
Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
It struck me that most businesses have less than 100 employees, but most payroll services were going after bigger companies.
Behind all the hype shaping the electronic highway are corporate interests. These huge companies are doing the most natural thing in the world to them; following their own corporate interest.
In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.
Arbitration clauses have become prevalent in most corporate agreements or contracts for employees.
Most employees want to be involved in a successful business and most employees are happy for people running successful businesses to be paid a reasonable wage and a market rate for it, provided they understand the reason. What they hate most of all is pay for failure.
Few people...have had much training in listening. The training of most oververbalized professional intellectuals is in the opposite direction. Living in a competitive culture, most of us are most of the time chiefly concerned with getting our own views across, and we tend to find other people's speeches a tedious interruption of the flow of our own ideas.
A government should not become too big to fulfill one of its most basic functions: representation.
For the off-ice training, I do basic strength training, and for the on-ice training, I practice jumps, spins, steps, and my new long program with my new coach Peter Oppegard.
Now, I will say, most American companies - most are run by honorable patriotic people who care about their employees and communities. But there are still too many powerful interests fighting to protect their own profits and privileges at the expense of everyone else.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
As an entrepreneur and investor, I prioritize construction and collaboration. Whether it's a five-person start-up or a global giant, the companies that are most productive are the ones whose employees operate with a shared sense of purpose and a clear set of policies for responding to changing conditions and new opportunities.
Before 20 or 25 employees, most companies are structured with everyone reporting to the founder. It's totally flat.
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