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The article presents companies included in the second annual Best Places to Work list by the periodical "Outside" in the U.S. The list includes Clif Bar & Co., Chesapeake Energy Corp. and Oakley Inc. It notes the strengths of these companies which help in minimizing the impact of the global economic recession on the labor market and their employees.

The article presents practical and usable insights to librarians applicants unfamiliar with the academic interview in the U.S. It mentions that once a candidate's resume has secured an interview, the candidate my still have questions about what to expect and notes that once a potential candidate has submitted an application he or she should receive confirmation of its receipts with general information about the selection process. It further says that once the search committee may feel confident that it has identified the best candidate, there are references to check and academic records to verify which could take a month or more.

The article offers information on how to effectively manage an organizational change in the U.S. According to the author, the cost of failure to an organization can be seen in lower productivity and morale, missed objectives, and higher employee turnover. Companies failed because an attempt to change did not succeed. Most change efforts require significant transitions on the part of a large number of people who need to not only address their individual responsibilities but also work together in teams. The leaders of any change effort also need to address the concerns that people have when they are asked to change to assist them in making transitions.

The article discusses the significance of an effective communication skill during organizational change in the U.S. Accordingly, during times of unexpected, unwanted, and unpredictable change, emotions often run high because resistance to the different or the unknown is an omnipresent aspect of human nature. However, change can represent an opportune time for executives and employees to re-evaluate the culture or brand. When communicating a brand or culture change to employees, it would be essential to ask for suggestions on the side of the employees, while focusing on the benefits. Once the brand message has been communicated to employees, managers would then provide the tools necessary for employees to properly deliver on those brand promises.

The article presents the recommendations raised by Tony Bingham and Tony Jeary regarding the significance of connecting workplace learning and performance (WLP) work with the business opportunities in the U.S. They suggests that it would be essential for the professionals to attend any WLP conference or read any of the measurement and evaluation literature, and the conversation ultimately turns to levels. Applying the predicted value to the immediate business had shown how the WLP resources contributed to the business and opened numerous doors that were previously invisible to other WLP professionals.

The article discusses the significance of industrial survey in assessing informal learning training in the U.S. One approach in finding whether informal learning is manageable is to contemplate what a workshop on informal learning would look like. The workshop initially would be more survey than training and be less information directed and more about information gathering. Moreover, the discovery mode of dialogue should focused on determining the extent to which it is possible to not only capture the dynamics of informal learning interaction, but also to develop the managerial metrics to direct, track, and evaluate its frequency and quality.

The article focuses on the Athena Factor: Reversing the Brain Drain in Science, Engineering, and Technology (SET), a study conducted by Center for Work-Life Policy (CWLP) on training and development programs designed for female employees in the U.S. According to the survey, 52% of female employees in SET careers quit their jobs. The researchers also found a great deal of inconsistency among companies that claimed to have individual development plans for their employees. Moreover, successful corporate programs directed toward female employees aim their solutions at various stages of the employment cycle.

The article discusses the significance of a leadership skill on the success of medical practitioners in the U.S. It suggests that practitioners should put projects ahead of people to produce a chasm between leadership and staff. It is also essential to make sure that everyone understands the ease of use and the strengths and weaknesses of each contender. Moreover, the result of great feedback is a highly motivated and productive team.

The article highlights the reasons for contract disputes in the U.S. The author suggests companies should impose some policy concerning employees' pets at work. He adds that employed doctors and their bosses should revisit the paperwork annually. He also believes that a non-complete should be described as a radius from a set address.

The article discusses the significance of an effective management scheme on the success of the business in the U.S. According to the author, a successful management includes the challenge of training and developing employees. Much of what is wrong in a good deal of current business theory and practice is its failure to recognize that the heart of any factory is its employees. Moreover, management's training and development responsibility is to cultivate within the workplace an environment that lends itself to creativity, dreams, and collective spirit larger than the sum of its paychecks and mechanical parts.

The article focuses on the study conducted by the American Society for Training & Development on how organizations handle executive development in the U.S. According to the survey, 27% of organizations with annual revenues less than $10 million have an executive development program that is either currently active or activated on an as-needed basis. However, 88% of organizations with revenue of $10 billion or more have such a program. Also presented are the methods used by most organizations to identify and screen program participants.

The article offers information on the Drug Free Work Week which will be held on October 20-26, 2008 in the U.S. Employers can find ideas and access a Drug-Free Work Week Tool Box at the Department of Labor's (DOL) Web site. The DOL cites research finding that 75% of the nation's current illicit drug users are employed, with 3.1% saying they have used illegal drugs before or during work hours.

The article offers information a study on workplace ethics in the U.S. According to the study, 23% of human resource professionals say that their organizations have comprehensive ethics and compliance program in place. Federal Sentencing of Organizations guidelines suggests a comprehensive ethics and compliance program, one that includes written standards of ethical conduct, training on ethical conduct, and a means for an employee to report ethics violations.

The article reports on the Ethics Landscape in American Business, a joint study by the Society for Human Resource Management (SHRM) and the Ethics Resource Center (ERC) on workplace ethics programs in the U.S. Evidence cites that very few companies have a strong ethics program in place. Moreover, the study found that only 23% of professionals say that their organizations have a comprehensive ethics and compliance program in place.

The article reports on the survey conducted by Robert Half Technology on the challenges of attracting and retaining information technology (IT) workers in the U.S. The study found that 22% of chief information officers believe that finding qualified IT workers is very challenging compared in 2007\. Some cited a real shortage of qualified workers. Demographic shifts and the changing demands of the technology field are also transforming the roles of IT workers.

The article offers information on several surveys conducted by Fresh marketing on corporate social responsibility in the U.S. A study found that one-third of businesses are taking sustainability to the core of the firm. In addition, 54% of employees feel confused over how environmental and social impacts are addressed or feel they are treated in silos. Most employees want more education and resources on corporate sustainability since only one in 10 feel completely prepared.

The article reports on the 2008 Employee Benefit Research Institute (EBRI) survey of recent retirees in the U.S. It suggests that 63% of employees found possible job incentives most effective in delaying their retirement. The study was based on responses from 4,981 workers in the aerospace and defense fields who retired in 2003 and were between the ages of 55 and 65 years. Moreover, 48% of retirees said that feeling truly needed for a job assignment is very effective in encouraging them to stay.

The article reports on the survey conducted by the Creative Group on advertising and marketing executives in the U.S. Megan Slabinski, executive director at the Creative Group, believes that the implications are substantial because they represent a no-win state of affairs for all involved. The respondents were asked to provide their response to an associate seeking to thwart them professionally. As a result, 70% said that a one-on-one confrontation would be the best way to handle the situation.