Employee Engagement

Not Loving it…McDonald’s Needs More Than a Minimal Pay Raise to Resonate With Millennials

mcdonaldsYou’ve probably heard the good news, and if you didn’t let me repeat it: McDonald’s will raise wages by more than 10 percent and offer new benefits to 90,000 employees working in the 1,500 U.S. restaurants it operates.

You might think this is good news for McDonald’s. It’s true that $9.90 per hour, the new average salary (as of July 2015), is still far from the $15 per hour fast food workers demand (and the reason some see this raise as a cynical move), not to mention that the increase doesn’t apply to 750,000 employees working in about 12,500 McDonald’s franchises. Yet, you could still see it as a step in the right direction that will help the company in its efforts to “get the turnaround going.”

Well, that might be the case for the paid employees, but not so much for McDonald’s.

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Also posted in Business and Sustainability, millennials, new economy, raz godelnik, Social Impact | Tagged , , , | Comments closed

Achieving “Zero Waste” requires a re-think about what goes in and what comes out.

Recently I lectured in my hometown about the top 10 ways to take your office to zero waste. Based on feedback from that blog I was invited by Barbara Weigand, of Copper River Salon in Princeton, NJ, to audit her salon and advise her on how to become a zero waste business.

I was pleased to see, as I waked in, that Copper River had already started on the path to Zero Waste. They were recycling everything that they can recycle municipally and were running the Garnier Beauty Brigade for their cosmetic waste, a free way to turn cosmetic and beauty packaging into donations for non-profits!

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Also posted in Behaviour Change, Culture Change | Tagged , , , , , | Comments closed

5 ways boards of directors can support sustainability

board-meetingWhile corporate responsibility has risen as a strategic priority for many companies, boards have not been driving this change. The UN Global Compact LEAD board program conducts extensive surveys and interviews with board members, which have revealed some significant key areas where board members often are not aligned. Those key areas are what sustainability means, what value it brings to the company, whether it adds to (or subtracts from) profit and innovation, what the risks and opportunities of sustainability are and who the most important stakeholders are for the company’s success or failure.

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Also posted in Business and Sustainability, Culture and Leadership, Culture Change, Leadership, The Hub | Tagged , , , , , , , | Comments closed

PWC’s Future of Work Report: Where does Sustainability Fit in?


Susan Camberis offers 5 key takeaways from the recently released PwC Report, The Future of Work — A Journey to 2022.

I like thinking about the future.

Ever since hearing Jennifer James discuss her book Thinking in the Future Tense at the Society for Human Resource Management (SHRM) conference years ago, I’ve been fascinated by how mega-trends affect the world of work.

I also like thinking about sustainability.

A little more than five years ago, I had a catalyzing moment that piqued my interest in sustainability and I’ve been hooked ever since. I’m particularly interested in how organizations are aligning their business, sustainability, and human capital strategies, and the resulting impact on HR’s role in the enterprise.

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Also posted in Business and Sustainability, HR | Tagged , , , | Comments closed

Why Employee Engagement Needs to be Infectious

“Employees who believe that management is concerned about them as a whole person –not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.”
                          Anne M. Mulcahy – Former Chairperson and CEO of Xerox Corporation


The term “employee engagement” is usually considered an HR responsibility for building employee morale and retention. It is also valued by executives and team leaders to build internal relationships and a greater sense of “team.” In either case, the very concept of “employee engagement” is often perceived to be a feel-good effort versus strategic investment and competitive advantage.  Support, or lack thereof, for such programs, tends to be polarizing. The emotional benefit these programs represent can often obscure and distract traditional business minds from seeing the true impact they can ultimately have on improving corporate performance.

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