Western Digital Corporation (NYSE: WDC) (often abbreviated to WD) is the largest computer hard disk drive manufacturer in the world, ahead of Seagate[2] and has a long history in the electronics industry as an integrated circuit maker and a storage products company. Western Digital was founded on April 23, 1970 by Alvin B. Phillips, a Motorola employee, as General Digital, initially (and briefly) a manufacturer of MOS test equipment. It rapidly became a speciality semiconductor maker, with start-up capital provided by several individual investors and industrial giant Emerson Electric Company. Around July 1971 it adopted its current name and soon introduced its first product, the WD1402A UART.
Hard drive maker Seagate Technology is seeking a court injunction to prevent a former employee, Pete Goglia, from going to work for Western Digital, saying Goglia knows too much about Seagate's hard-drive reading and writing technology to work for a competitor.
"This particular employee, who has been here for a very long time, has extensive knowledge of proprietary and confidential information," said Brian Ziel, a Seagate spokesman. "We believe he will inevitably disclose some of that proprietary information that he has gained through working at Seagate."
Goglia worked at Seagate for 17 years. Most recently he was executive director of its Recording Head Operation. He left the company July 30 and is scheduled to start work at Western Digital on Monday, Ziel said.
Seagate filed an injunction Friday with Minnesota State Court for Hennepin County, seeking to keep Goglia from working on Western Digital's read/write technology for two years, Ziel said. "We're not saying he can't work there in that division forever," he said.
Millennials are eyeing the economic recovery with one target in mind: getting a new job. More than 87 million Americans who are 18 to 34 highly anticipate changing jobs this year, according to a survey released last week by Western Union Payments’ Money Mindset Index. A survey of future hiring trends released Monday shows that 42 of 84 companies plan to add jobs in the next six months.
And as the jobs situation improves, small business could be the hardest hit as ambitious Millennials opt for work at bigger firms. “We’re entering the era of the disengaged as many employees seek alternatives elsewhere,” says Bob Kelleher, CEO of the Employee Engagement Group, in Waltham, Massachusetts, and author of Louder Than Words—10 Practical Employee Engagement Steps That Drive Results. “As companies start hiring again soon, employees will again believe that it is OK to be someone’s low man on the totem pole, and the musical-chair aspect of job movement will take root.”
When it comes to the retention risk for small-business owners, Kelleher explains that they “have a difficult time competing on salary, benefits, job security, etc. If a small business is interviewing a candidate who is weighing an opportunity with, say, GE, as well, the smaller guy is going to lose the ‘us versus them’ competition,” he says. “The candidate the small business should be interviewing in someone who does not want to work for GE.”
So what can small businesses do to hold on to valuable talent? They have to offer a different employment deal. And they need to clearly define who they are, what their goals are, and what their employment brand is, Kelleher advises. “Small-business owners need to think: Who works here and why? What are the behaviors and traits of our top employees? A smaller firm should be hiring entrepreneurial people who are fast on their feet, want to wear many hats, and see the smallness of the company as a plus, not a minus,” he adds. In terms of offering incentives, potential stock or options can go a long way toward successful employee retention.
Another key element to keeping employees engaged during a difficult economic period or a time of uncertainty is keeping the channels of communication open. Managers should share with their teams what the company’s vision is and how the employees fit into the bigger picture. “Always be transparent and honest with your communication,” Kelleher warns. “Meet often with employees both collectively and individually during tough times. If job security is not an issue, make sure to reassure people that their jobs are safe.”
Remember that engagement starts at the top. Leaders who demonstrate support for their company’s culture and values are often more successful in gaining their team’s buy-in—which in turn, often leads to a longer and more productive relationship.
And don’t forget to have some fun, when possible. Holding social events brings people together and injects a feeling of positivity in the workplace. Going out for a drink after work with significant others (so the team gets to see a glimpse of what people are like outside of the office) or hosting a bowling night at a local business not only goes a long way to support that establishment, but also to foster team bonding. “Remembering to take a breather to have some fun is always important—even more so during economic depressed times,” says Kelleher
Long-term employees have a strong knowledge base. As a custom manufacturer, employee longevity plays an important role in our products getting produced accurately and of the highest quality possible. Being an industry leader requires a structure of knowledge and directive that builds over time. Long-term employees have a wealth of knowledge in manufacturing techniques, materials and production procedures. When a manager strives to retain and put this valuable knowledge to use in their daily operations, productivity naturally increases. Success becomes routine and easily becomes part of day-to-day business.
2. Long-term employees pass down their skills to new employees, and operations run more smoothly. When problems arise, long-term employees most likely have seen those same problems in the past and know exactly how to overcome them quickly without slowing down production. In turn, waste, errors and spoilage is kept to a manageable level. Veteran employees skills are invaluable in a manufacturing environments, especially when they can use their knowledge gained over the years to benefit new employees who may still be green to the ways of the business.
3. Long-term employees create better productivity. Knowing the ropes, and showing them to coworkers, makes long-term employees invaluable in the production process. Long-term employees know that, for example, an order e-mailed to the production people is taken care of faster than one that is faxed. Years of experience in the company have shown them shortcuts that lessen the time it takes to get a myriad of things done. In addition, long-term employees have a better knowledge of how to reduce waste in the production process, and therefore increase productivity.
Hard drive maker Seagate Technology is seeking a court injunction to prevent a former employee, Pete Goglia, from going to work for Western Digital, saying Goglia knows too much about Seagate's hard-drive reading and writing technology to work for a competitor.
"This particular employee, who has been here for a very long time, has extensive knowledge of proprietary and confidential information," said Brian Ziel, a Seagate spokesman. "We believe he will inevitably disclose some of that proprietary information that he has gained through working at Seagate."
Goglia worked at Seagate for 17 years. Most recently he was executive director of its Recording Head Operation. He left the company July 30 and is scheduled to start work at Western Digital on Monday, Ziel said.
Seagate filed an injunction Friday with Minnesota State Court for Hennepin County, seeking to keep Goglia from working on Western Digital's read/write technology for two years, Ziel said. "We're not saying he can't work there in that division forever," he said.
Millennials are eyeing the economic recovery with one target in mind: getting a new job. More than 87 million Americans who are 18 to 34 highly anticipate changing jobs this year, according to a survey released last week by Western Union Payments’ Money Mindset Index. A survey of future hiring trends released Monday shows that 42 of 84 companies plan to add jobs in the next six months.
And as the jobs situation improves, small business could be the hardest hit as ambitious Millennials opt for work at bigger firms. “We’re entering the era of the disengaged as many employees seek alternatives elsewhere,” says Bob Kelleher, CEO of the Employee Engagement Group, in Waltham, Massachusetts, and author of Louder Than Words—10 Practical Employee Engagement Steps That Drive Results. “As companies start hiring again soon, employees will again believe that it is OK to be someone’s low man on the totem pole, and the musical-chair aspect of job movement will take root.”
When it comes to the retention risk for small-business owners, Kelleher explains that they “have a difficult time competing on salary, benefits, job security, etc. If a small business is interviewing a candidate who is weighing an opportunity with, say, GE, as well, the smaller guy is going to lose the ‘us versus them’ competition,” he says. “The candidate the small business should be interviewing in someone who does not want to work for GE.”
So what can small businesses do to hold on to valuable talent? They have to offer a different employment deal. And they need to clearly define who they are, what their goals are, and what their employment brand is, Kelleher advises. “Small-business owners need to think: Who works here and why? What are the behaviors and traits of our top employees? A smaller firm should be hiring entrepreneurial people who are fast on their feet, want to wear many hats, and see the smallness of the company as a plus, not a minus,” he adds. In terms of offering incentives, potential stock or options can go a long way toward successful employee retention.
Another key element to keeping employees engaged during a difficult economic period or a time of uncertainty is keeping the channels of communication open. Managers should share with their teams what the company’s vision is and how the employees fit into the bigger picture. “Always be transparent and honest with your communication,” Kelleher warns. “Meet often with employees both collectively and individually during tough times. If job security is not an issue, make sure to reassure people that their jobs are safe.”
Remember that engagement starts at the top. Leaders who demonstrate support for their company’s culture and values are often more successful in gaining their team’s buy-in—which in turn, often leads to a longer and more productive relationship.
And don’t forget to have some fun, when possible. Holding social events brings people together and injects a feeling of positivity in the workplace. Going out for a drink after work with significant others (so the team gets to see a glimpse of what people are like outside of the office) or hosting a bowling night at a local business not only goes a long way to support that establishment, but also to foster team bonding. “Remembering to take a breather to have some fun is always important—even more so during economic depressed times,” says Kelleher
Long-term employees have a strong knowledge base. As a custom manufacturer, employee longevity plays an important role in our products getting produced accurately and of the highest quality possible. Being an industry leader requires a structure of knowledge and directive that builds over time. Long-term employees have a wealth of knowledge in manufacturing techniques, materials and production procedures. When a manager strives to retain and put this valuable knowledge to use in their daily operations, productivity naturally increases. Success becomes routine and easily becomes part of day-to-day business.
2. Long-term employees pass down their skills to new employees, and operations run more smoothly. When problems arise, long-term employees most likely have seen those same problems in the past and know exactly how to overcome them quickly without slowing down production. In turn, waste, errors and spoilage is kept to a manageable level. Veteran employees skills are invaluable in a manufacturing environments, especially when they can use their knowledge gained over the years to benefit new employees who may still be green to the ways of the business.
3. Long-term employees create better productivity. Knowing the ropes, and showing them to coworkers, makes long-term employees invaluable in the production process. Long-term employees know that, for example, an order e-mailed to the production people is taken care of faster than one that is faxed. Years of experience in the company have shown them shortcuts that lessen the time it takes to get a myriad of things done. In addition, long-term employees have a better knowledge of how to reduce waste in the production process, and therefore increase productivity.
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