John M. Bremen and Thomas O. Davenport
Every year the typical global organization with twenty thousand employees invests approximately $3 billion in employee programs that include salaries and bonuses, stock grants, healthcare and retirement benefits, training, and paid time off. These employers also invest in creating employee-friendly cultures and workplaces. And too often, organizations spend these funds without clearly understanding whether the programs align with the preferences and usage patterns of those … [ Read more ]
Content: Quotation | Authors: John M. Bremen, Thomas O. Davenport | Source: The Conference Board Review | Subject: Human Resources
John M. Bremen and Thomas O. Davenport
Marketing sage Philip Kotler defines a brand as an organization’s promise to deliver a specific set of features, benefits, and services to consumers. A brand also functions as a complex symbol that conveys up to six levels of meaning: attributes, benefits, values, culture, personality, and user. When the consumer can visualize all six dimensions of a brand, his or her perception of the brand is … [ Read more ]
Content: Quotation | Authors: John M. Bremen, Thomas O. Davenport | Source: The Conference Board Review | Subjects: Human Resources, Management, Marketing / Sales, Organizational Behavior
Treat Your Employees Like Consumers
How do you define your people? Through the economic expansions and contractions of the past twenty years, executives have struggled to define and redefine the employer-employee relationship, using various analogies, metaphors, and sound bites to explain the complex, shifting connection.
Employees are no longer personnel, costs, or workers—they’re associates, assets, thinkers. They’re certainly not cogs in the industrial machine—today, they’re key links in the customer value … [ Read more ]
Content: Article | Authors: John M. Bremen, Thomas O. Davenport | Source: The Conference Board Review | Subjects: Human Resources, Management, Organizational Behavior