A Quote by Marcus Buckingham

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.
I have never left the company. I keep a tiny residual salary to this day because that's where my loyalty should be forever. I want to be an "employee" on the company data base. I won't engineer, I'd rather be basically retired, due to my family. (talking about his relationship with Apple Inc)
The underpinnings of the alliance: the company helps the employee transform his career; the employee helps the company transform.
Employee participation programs and employee ownership are important efforts to deal with powerlessness at work.
Profits are related to customer retention. Customer retention is related to employee retention. Employee retention may or may not be related to benefits, but benefits could be part of the package that causes people to stay and -- by the way -- engage in discretionary effort. .. If you go into any organization that's customer-facing, you can tell in five minutes when the employees are feeling abused. They retaliate on the customers.
The employee is regarded by the employer merely in the light of his value as an operative. His productive capacity alone is taken into account.
The rapid deterioration of education has been recognized as a national problem for the past several years. Consequently, American businesses must meet the immediate challenge of poorly-educated people in today's workforce by strengthening employee training programs.
The corporation is the "master", the employee is the "servant". Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
Some good employers provide people benefits. Many do not. The ones that do not tend to be the low end of the pay scale. This program will give those employers a way to support their employees. The employees will get this benefit, making it more likely that their employee will come back to them - that's a benefit for the employer over the long term and a benefit for the employee and all the while supporting families in their time of need.
While our managers debated what steps to take to address the sales and cash-flow crisis, I began to lead week-long employee seminars in what we called Philosophies. We'd take a busload at a time to places like Yosemite or the Marin Headlands above San Francisco, camp out, and gather under the trees to talk. The goal was to teach every employee in the company our business and environmental ethics and values.
As Starbucks' CEO Howard Shultz explains, the high-quality customer service that makes it possible for his company to charge a premium for its coffee results from the investments it makes in employee welfare and training.
What you should be in a rush for isn't necessarily the immediate monetary return, but it's to know that this equation existing between an employee and a company is being honored. What's the equation? I'm going to give you my most precious thing that I have - my time and my reputation. That's what the employee says. And the company says I'm going to take your time and your reputation and direct it at things that we believe collectively have a huge impact opportunity to do something extremely positive. And that positivity will get measured in impact and also economic upside.
As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.
I first learned of the value of employee stock ownership plans while representing Louisiana's 3rd congressional district, home of employee-owned Acadian Ambulance.
If you have the opportunity to go be an early employee at a company that's just going crazy, and you believe it's the next Facebook or Google, you should go join that company.
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