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Building Resiliency - The New Business Imperative:
HPI recently initiated a study of business executives to better understand the extent of damage done to workplace resiliency in recent years. The study uncovered some sobering statistics. Building individual and organizational resilience represents a significant competitive edge for businesses. Perhaps most importantly, organizations that implement human resiliency programs send a powerful message to their employees that the leadership cares about them as individuals – that the leadership wants to provide stakeholders with tools to help them successfully navigate both their professional and personal storms.
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Managing Energy for High Performance in Organizations:
This report on Canadian business demonstrates the link between energy management, employee engagement, performance and extraordinary business results. The time management movement of the 1980's and 1990's undeniably helped people to become more productive and more efficient. Yet Canadians are working longer and harder than a decade ago. According to a recent study, 26% of full-time workers worked more than 50 hours a week in 2001 - an increase of over 11% since 1991. At the same time, Canadians are feeling less fulfilled, especially at work.
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The Making of a Corporate Athlete
Theorists have long sought to identify precisely what makes some people flourish under pressure and others fold. But they have come up with only partial answers: rich material rewards, the right culture, management by objectives. The problem with most approaches is that they deal with people only from the neck up, connecting high performance primarily with cognitive capacity. Loehr and Schwartz argue that a successful approach to sustained high performance must consider the person as a whole. This Harvard Business Review article outlines the key concepts of thieir approach and presnets case studies of executives who have used the model to increase professional performance and improve the quality of their lives.
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