When clients first come to me, I often hear these senior leaders talk about the lack of sleep at night. More often than not, they describe being fearful of what they don’t know when it comes to Human Resources compliance or an employee relations issue they fear may lead to a lawsuit. While we certainly alleviate their concerns by getting their HR department into shape, what I actually get excited to hear more is when a leader is worried about not doing enough to attract and retain top talent. They want to learn how to engage employees and develop them beyond the skills they have today to make a bigger impact.

With the dawn of health care reform and the increased focus on regulation and cost control, it has never been more important for employers to have a good insurance broker to help navigate the logistics and best practices surrounding benefits administration. But, not all brokers are created equal.

Innovative benefits can strengthen employee engagement at your company by showing employees their organization cares about them as a person and not just as a number. Work-life benefits take into account an employee’s life inside and outside of work and are also a great way to attract potential employees. One of the best ways to gain the interest of potential job candidates is to offer flexibility at work and advertise your organization’s innovative and competitive benefits.

Things are a bit different in the 21st century around the workplace with laptops, cellphones, and even tablets as the norm for technology issued when a new hire begins. Although employees are provided with different tools to communicate from any and everywhere, leaders sometimes fail to effectively engage their virtual workforce. While of course this is not on purpose, but we see it occur due to the old saying, "out of sight, out of mind".

The job market is slowly but surely recovering from the 2007-2009 recession. As hiring increases across the United States, more and more people are leaving their jobs voluntarily. In fact, according to the Federal Bureau of Labor Statistics, since the recession, the number of voluntary separations has increased by 49 percent. So, how can you as an employer stop or reduce this significantly increasing voluntary turnover? One answer is by analyzing the reasons that employees are leaving. This can be done through an exit interview, ensuring that there is a conversation and not just an automated questionnaire. The difficult part once you have found out why employees are leaving, is to address the issues and come up with long-term solutions.

Most people agree that the explosion in technological advances over the past century has made the world a smaller and more closely linked place. And it’s also changed and expanded the way that people do business and made it easier to overcome previously impenetrable geographic barriers. Despite the ease and utility provided by modern technology, companies still continue to send their employees abroad in record numbers. And they do so for a variety of reasons. Some large MNCs (multi-national corporations) view international work experience as a core competency. Smaller businesses may see expansion into a new market via business development and marketing as critical to diversifying their consumer base. Some companies look to offshore certain parts of their operations to achieve cost savings. If your organization is considering sending even just one employee overseas, think carefully about how you plan to address the following things: