Page 18 - MetalForming January 2015
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  Human Capital By Debbie McGrath
Holiday Bonuses: A Poll of What Employees Want, and What Employers Give
Posted to by Robert A. Bob Funk, chairman and chief executive officer of Express Employment Professionals, Oklahoma City, OK.
Express Employment Professionals recently released
the results of two polls on holiday bonuses revealing
that what employees want and what employers are willing to give often are different things.
In an online poll, employees and job seekers were asked, “How do you wish your company showed appreciation to employees?” Twenty-seven percent said “cash bonus,” and 13 percent said “pay raises.”
How Do You Wish Your Company Showed Appreciation?
Cash bonus: 27 percent
Pay raises: 13 percent
Days off or shortened holiday hours: 9 percent
Gift cards: 5 percent
Gift items other than money: 1 percent
A holiday party: 1 percent
A combination of the above: 35 percent
In a separate online poll, business leaders were similarly
asked, “What type of holiday bonus will you give your employees this year?” Most said cash, but 21 percent said, “We will not give holiday bonuses.” In addition, of the seven per- cent who chose “other,” 27 percent self-reported answers like “no holiday bonuses ever.”
What Type of Holiday Bonus Will You Give Your Employees?
Cash: 34 percent
We will not give holiday bonuses: 21 percent
Gift cards: 12 percent
Other: 7 percent
Extra days off: 3 percent
Tangible gifts: 3 percent
A combination of the above: 19 percent
Cash is the top choice among employers, meaning some
employees were satisfied this holiday season. But many more were not, particularly those working for an employer who offers no form of a bonus. Gift cards, popular among
Content for Human Capital comes courtesy of Debbie McGrath, founder and chief instigator of, Auro- ra, Ontario, Canada. McGrath has a degree in comput- er science and business administration from the Uni- versity of Guelph. Founded in August 1999, aims to help build great companies by connecting them with the knowledge and resources they need to effectively manage the people side of business.
tel: 877/472-6648
employers, are not as popular among employees.
During the holiday season, it’s important for businesses to show their appreciation to their employees. It can be disheart- ening for an employee to feel unappreciated, yet our poll indi- cates that more than a fifth of employers won’t give their work- ers anything this holiday season. You don’t have to be extravagant about your holiday bonuses, but it’s important to show recog- nition. As one respondent told us, “A thank you note will suffice.” Showing appreciation is investing in your employees. It improves morale and increases loyalty. It’s good for business. So even if you’re a business that’s struggling through difficult eco- nomic times, be sure to say thank you. Even the simplest gesture can go a long way and make the holiday season that much
brighter for the people who make your business possible.
The Costliest Part of a Bad Hire Isn’t What You Think
Posted to by Naz Araghian, Robert Half, Intl. Staffing Operations
As expensive as it is to replace a bad hire, the money isn’t
what concerns employers most. In a Robert Half survey, chief financial officers (CFOs) say that the single greatest impact of a poor hiring decision is lower staff morale (41 percent), followed closely by lost productivity (34 percent). Monetary costs came in third, garnering 19 percent of the response.
CFOs were asked, “Which one of the following, in your opinion, is the single greatest impact of a bad hiring deci- sion?” Their responses:
Lower staff morale: 41 percent
Lost productivity: 34 percent
Monetary cost: 19 percent
Other/don’t know: 6 percent
“In the current hiring environment of talent shortages,
employers may feel pressured to cut corners in order to speed up the hiring process,” notes Greg Scileppi, presi- dent of Robert Half, International Staffing Operations. “Although acting with a sense of urgency is important, fol- lowing a clearly defined hiring process and using the right resources can help prevent unnecessary headaches often associated with rushed decisions.
“A bad hiring decision can cause a negative ripple effect through the organization,” continues Scileppi. “Hiring a bad fit or someone who lacks the skills needed to perform well has the potential to leave good employees with the burden of damage control, whether it be extra work or redoing work that wasn’t com- pleted correctly the first time. The added pressure on top per- formers could put employers at risk of losing them, too.” MF
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