Every employee is talented in some way. Discovering those strengths and fitting them to a job role improves companies and leadership.
When companies consistently talk about strengths concepts, employees use their strengths more often.
Organizations need to do more to make leadership a reality for women who have the talent and ambition to fill those roles.
Forty-two percent of Americans say now is a good time to find a quality job. Democrats are substantially more positive than Republicans about the job market.
Income is important, but women want more out of a job. They'll shop around for a role that best fits them and their lives.
When it comes to getting the most out of employees' strengths and unlocking their potential, managers play an essential role.
One factor has the greatest influence on women's decision to stay in the workforce or leave: children.
45% of female employees want to become a senior manager or leader
Leaders must create organizational cultures that make sense for women. They need to examine their policies, strategies and values to ensure each employee can maximize their potential in and out of the workplace.
When leaders make strengths-based development a priority, their companies make larger, faster strides toward strengths outcomes.
Employees across generations have a shared need for clear expectations in the workplace.
A Gallup study proves the business benefits of strengths-based development for employees.
Twenty-five million U.S. adults are invisible in media coverage of the widely reported 4.9% official unemployment rate.
A contradiction among millennials: This generation is extremely digitally connected, yet unattached to institutions and employers.
U.S. workers worry more about having their benefits reduced than about being laid off, getting a pay cut or having their hours cut. Fewer worry about each of these possibilities than did so from 2009-2013.
The Ritz-Carlton is a model for colleges and universities -- but not in the way you think.