- 1 Overcoming Employee Silence
- 2 What Is Your Employee Brand?
- 3 Listen to Employees, Design Better Workplaces
- 4 Have You Been a Naughty or Nice Boss? Heidi Voorhees Shares The Ten Things Employees Tell Us They Want In a Leader
- 5 Serenity Now! Managing Emotional Labor in the Local Government Workplace
- 6 Engaging Local Government Employees
- 7 Boosting Employee Survey Response Rates
When employees intentionally withheld ideas or concerns, it can be harmful to local government organizations. This LGWI commentary in Governing Magazine talks about how cities and counties can reduce silence and increase organizational effectiveness.
What Is Your Employee Brand?
Employee branding is the image that your employees convey about your city or county to the outside world. Unlike organizational branding — the image your city or county strives to cultivate — employee branding can be consistent with the organizational brand. Or not.
Listen to Employees, Design Better Workplaces
UNC-Chapel Hill School of Government Professor Leisha DeHart-Davis and Concord Assistant Manager Lloyd Payne blog for ICMA about the importance of employee perspectives for workplace design and effectiveness.
Heidi Voorhees, president of GovGRUSA, has led more than 150 recruitments for local government and not for profit entities across the country. As part of the recruitment and selection processes, the company has interviewed thousands of employees. In her blog post, she shares what employees want in a leader, boss, manager, and supervisor.
Serenity Now! Managing Emotional Labor in the Local Government Workplace
The emotional labor process is important because it allows local government employees to interact with citizens in ways that reflect well on their city, county, or agency. As local government managers and human resource professionals, you can build your organization’s emotional labor capacity by recognizing the skill, rewarding it, and supporting it among your employees.
Engaging Local Government Employees
Engagement is no small deal given increasing public service expectations combined with dwindling resources for attracting, retaining and rewarding employees. Think of engagement as non-monetary compensation, where you are creating the very best workplace possible.
Response rates are one of the most important criteria for evaluating employee survey results. The higher the response rate, the more confident you can be that your survey results apply to the workforce as a whole.Given the importance of response rates, how can local government organizations encourage survey participation?