Get comfy! Accommodation at Sky Backpackers offers more than just a bed in a box. Our rooms are a mix of private rooms and shared dorms. Dorms range from 4 to 6 people and can be mixed co-ed dorms or female only. Our private rooms come with either twin beds, a double bed, or dorm style, housing 4 or 6 people.
All of our rooms come with everything you'll need to ensure your trip in Dublin is the best it can be! All rooms have full linen included, an ensuite bathroom, free wifi, USB charging ports and power outlets and shelves and lockers to store your belongings. Towels are provided in private rooms, but can be loaned from front desk for a small fee for other guests.
Bookings can be made via our website, alternatively, feel free to shoot us an email or give us a ring over the phone!
For those seeking a little privacy, or just the pleasure of stretching out. Our double rooms come with a lovely, big, and comfortable double bed, and also include all the regular features of our other rooms!
Don't fancy sharing the same bed with your travel buddy? Then our twin room is for you. A bunk bed in your own little private slice of the hostel, so you can rest easy when it's time to sleep. Our twin rooms also include all the regular features of our other rooms!
Life's better together. With two bunk beds our 4 person rooms are perfect for small group of friends who are keen to get a taste of Dublin together. Our 4 bed private rooms also include all the regular features of our other rooms!
For our larger groups of guests, we've got you covered. Our 6 bed private rooms have 3 bunk beds so you can stick together in and out of the hostel. Party on friends! Our 6 bed private rooms also include all the regular features of our other rooms!
Bunk up! Don't mind sharing with other guests and love that hostel vibe? We have our shared dorms here for you! Being social is part and parcel of the hostel experience, and what better way to do that than with some roomies? Our 4 bed shared dorms also come with all the regular features of our other rooms!
Looking for something a touch cheaper, or simply love meeting new people? We also have shared dorms with 6 beds at Sky Backpackers. With three bunk beds in the room it's the perfect balance of cosy and social, get to know your roomies and then hit the town! Our 6 bed shared dorms also come with all the regular features of our other rooms!
Birds of a feather flock together. Prefer the company of your fellow ladies? We also have female only 6 person dorms for you. Our female dorms also come with all the regular features of our other rooms!


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2019 Employee Engagement & Loyalty Statistics
Posted by Ashley Autry on Jan 31, 2019 9:03:02 AM
Boston University School of LawLast year the unemployment rate dropped to a nearly 50-year low, making it harder than ever to find, hire and keep good talent. And it looks like this sentiment is carrying over into 2019.
So what will employers do to recruit and retain?
What is it that employees want from their employer? What makes them loyal?
This is where we come in. We'll be gathering all the employee loyalty and engagement statistics we can get our hands on to help answer these questions.
Check the stats out here:
2019 Employee Engagement & Retention Statistics
2019 Workplace Satisfaction Statistics
Of course, all of these statistics will also find their way onto our Ultimate Collection of Employee Engagement & Loyalty Statistics.
Stats related to Millennials will also be added to our database of Millennial Employee Engagement & Loyalty Statistics.
Looking for employee benefits and perks stats? We've got those too.
Have data you'd like to see on these pages? Drop us a link in the comments.
This page is brought to you courtesy of Access Perks, provider of America's best employee discount programs. Visit our site to learn more!
2019 Employee Engagement/Retention Statistics
Employees who feel empowered, respected and like they're making a difference are more likely to stay onboard, and those who don't have a 35% chance of staying (LinkedIn)
There's a 76% chance of an employee still being at a company after 12 months, after two years that likelihood drops to 59% and after three years to 48% (LinkedIn)
More than a third of workers are searching actively or casually for a job (Ceridian)
88% of full-time workers who changed jobs in the past two years are willing to pursue a new job opportunity, while about one-third said they were actively seeking a new role (an 8% increase over last year) (Ajilon)
61% of full-time workers who changed jobs in the past two years said that a 9% pay boost could persuade them to quit their job, while 30% said being underpaid would probably cause them to look for another job (Ajilon)
29% of full-time workers who changed jobs in the past two years said a bad boss could drive them out (Ajilon)
Most employees would quit their job today if offered a position at a different company with a similar role, pay and benefits (O.C. Tanner)
89% of employers think employees leave because of money, when only 12% actually do (O.C. Tanner)
59% of employees said they would take a new opportunity (O.C. Tanner)
36% of workers would consider a position if it presented itself, and only 27% said they are not interested in a job outside their current company (Ceridian)
Half of workers feel like they have a career, the other half feel like they just have a job (CareerBuilder)
32% of employees in talent acquisition media, technology and services plan to make a job change this year (CareerBuilder)
29% of employees said that they regularly search for jobs even when employed (CareerBuilder)
78% of employees said they aren't looking for a new role, but would be open to the right opportunity (CareerBuilder)
85% of professionals would consider leaving their company over an unfair performance review (Reflektive)
69% of employees will reject a job offer if they find out that a company's workers are generally unhappy (Hibob)
35% of Millennials were more likely than any other generation to leave for a better paying job, compared to 19% of Gen X and 9% of Baby Boomers (Bankrate)
26% intend to look for a better job in the next 12 months (Bankrate)
Households that bring in less than $30,000 a year were most likely to look for a new job over the next 12 months, with nearly two out of five (37%) reporting so (Bankrate)
33% of Millennials reported they were going to kick start their job search over the next 12 months, compared with 21% of Gen X and 20% of Baby Boomers (Bankrate)
25% of employees reported leaving a previous job because they felt underpaid (Hibob)
Top reasons for leaving a job included inaccurate performance reviews, being passed over for a promotion based on a review that didn't reflect performance and bias (Reflektive)
Top reasons workers left a job were not feeling valued, not being paid enough, and inadequate opportunities for advancement (Reflektive)
58% of workers said money is the main driver in choosing their work, followed by benefits and vacation packages (Reflektive)
32% of employees said they need to leave their job to move forward in their career (Ceridian)
Employees are 55% more likely to leave their jobs in the coming year, 32% more likely to feel dissatisfied in their jobs and 18% less likely to feel cared about by their employer (Colonial Life)
67% of workers consider leaving their job if work arrangements became more rigid (Staples)
Nearly half of workers have left a job because it didn't align with their expectations (ThriveMap)
48% of workers left their job because it wasn't what they thought it would be (ThriveMap)
73% of Gen Z workers left their job for not meeting their expectations (ThriveMap)
78% of Gen Z employees and 43% of Millennials plan to leave their job within the next two years (daVinci Payments)
79% of Gen Z and Millennial employees said an increase in recognition rewards would make them more loyal to their employers (daVinci Payments)
70% of Gen Z and Millennial employees would stay at their job for another year if given rewards amounting to only $150 over one year (daVinci Payments)
Nearly a third of millennials say they'll be chasing higher salaries at another employer five years from now (Staples)
79% of employees would not accept a job with a higher salary from a company that failed to act in response to a report of sexual harassment (The Manifest)
76% of employees wouldn't join a company offering a higher salary that sells users' data without users' knowledge (The Manifest)
Half of employees would sacrifice their salary, as much as 29% of it, to work a job they enjoy (Kforce)
Money remains the top reason workers quit their jobs, but it's not always what attracts them to a new opportunity (PayScale)
About 50% of female workers and 35% of male workers said not earning enough money is the top reason they're unhappy with their employers (Ceridian)
25% of employees cited a bigger paycheck as the top reason for quitting their job, but 27% said the opportunity to do more meaningful work is why they accepted a new position (PayScale)
Less than one-fifth of employees said they were unhappy at their current organization, while the same number said increased responsibilities drove them to a new job or that more pay was the key driver for switching jobs (PayScale)
Women were 11% more likely than men to say flexible work options drove them to a new job, and millennials were 9% more likely to leave a job for more money than boomers (PayScale)
72% of employees wouldn't accept an employer that endangers the environment (The Manifest)
69% of employees won't accept companies that lobby against consumer protection regulations (The Manifest)
68% of employees would consider leaving their job if they didn't feel supported by more senior employees (Staples)
63% of employees wouldn't accept a job without first knowing that the organization is actively inclusive of women, minorities and people with disabilities (Staples)
75% of employees are happy at work, but nearly 8 in 10 said they're likely to leave in search of another position after just one bad day on the job (Addison Group)
81% of job seekers cited dissatisfaction with the work environment as the major reason they started look elsewhere for work (Addison Group)
75% of job seekers said being passed over for a promotion was a reason to go job hunting (Addison Group)
66% of professional employees plan not to stay at their current company long term (ExecuSearch)
70% of staff members would be at least somewhat likely to leave their current organizations and take a job with one that is known for investing in employee development and learning (The Harris Poll)
Among employees who left their previous job, 34% said finding a new job with more career development opportunities spurred them on (The Harris Poll)
Career development ranked 2nd to compensation as the reason employees left their organizations (The Harris Poll)
More than 80% of employees would quit their jobs for better development opportunities (ExecuSearch)
61% of U.S. adults look for career development opportunities when considering employment opportunities (Jobvite)
40% of Gen Z workers said they regret accepting a job offer (Gartner)
More than 50% of workers envision themselves being in a long-term career at an organization, and more than a third who regret accepting a job offer planned to quit within 12 months (Gartner)
More than half of employees were willing to go to a competing firm in search of a better culture, and 48% said they'd consider working a 60 hour week in exchange for a better culture (Speakap)
43% of workers would be willing to leave their companies for a 10% salary increase, and weak company cultures are to blame (TINYpulse)
Companies with highly rated management teams have greater retention rates (LinkedIn)
Employees said managerial support was the most important aspect of company culture and 71% would quit if another employer offered them flexible scheduling in a new job (ExecuSearch)
38% of younger employees ages 18-25 and 34% of employees ages 51-55 were most likely to quit their job because of a co-worker (Comparably)
51% of employees, regardless of job title or role, say their peers are the No. 1 group that inspire them to stay with a company (Globant)
62% of employees wish they knew their coworkers better, and 83% believe that knowing their coworkers better would make them a more engaged team member (Globant)
90% of employees report hiring is a problem at their companies, and 87% say employee attrition is an issue (Globant)
86% of employees said it is important for employers to provide learning opportunities (Ceridian)
More than 35% of 18-34 year olds ranked compensation as the top motivating factor to leave their job (Ceridian)
73% of U.S. workers said health and wellness programs are a consideration in deciding whether to work for a company (OfficeTeam)
87% of U.S. workers ages 18-34, 70% ages 35-54, and 44% ages 55+ factor in health and wellness offerings in their job decisions (OfficeTeam)
79% of men and 65% of women consider health and wellness in their employment decisions (OfficeTeam)
51% of employees admitted increased expenses around the holiday inspire them to look for jobs with greater financial opportunity (Allegis)
62% of employees said they planned to increase their job search efforts in 2019 (Allegis)
83% of HR professionals struggled with recruiting suitable candidates in the past 12 months (SHRM)
52% of HR professionals said the skills gap has worsened in the past two years, and 83% said the quality of job applicants decreased (SHRM)
The skills gap grew by 12% last year (Wiley Education & Future Workplace)
Nearly two-thirds of HR leaders reported a skills gap in their organizations, up from 52% in 2018 (Wiley Education & Future Workplace)
Nearly a third of HR leaders attributed the skills gap to a lack of qualified candidates (Wiley Education & Future Workplace)
90% of HR leaders said they'd hire a job seeker who lacks a four year college degree, though 68% said a degree is useful in validating certain skills (Wiley Education & Future Workplace)
93% of employers are actively taking steps to address the talent shortage (SunTrust)
45% of employers have raised pay rates in order to stay competitive attracting and retaining talent (SunTrust)
43% of employers increased benefits in order to stay competitive attracting and retaining talent (SunTrust)
30% of employees said they've left a job for not offering work flexibility (Flexjobs)
16% of employees are looking for a new job because they want flexibility (Flexjobs)
80% of employees said they would be more loyal to their employer if it offered job flexibility, and more than half said they have tried to negotiate flexible work with their employer (Flexjobs)
36% of employers offered more flexible work arrangements in order to stay competitive attracting and retaining talent (SunTrust)
80% of workers say they would choose to work a job with a flexible work option over one without (IWG)
81% of employers say expanding the talent pool is the key motivator for adopting flexible work policies (IWG)
23% of employers offered additional recognition programs in order to stay competitive attracting and retaining talent (SunTrust)
17% of employers offered college loan repayment and/or college savings programs to combat the talent shortage (SunTrust)
40% of employers plan to fill current and future openings with full-time workers, and 47% plan to hire part-time workers going into 2019 (CareerBuilder)
50% of HR managers have current openings for which they can't find qualified candidates (CareerBuilder)
32% of workers are looking to change jobs in 2019, citing low pay or a lack of benefits (15%) and poor company culture (10%) as the reasons (CareerBuilder)
More than 25% of HR professionals said their organizations partner with schools to create a pipeline of candidates, but nearly half said the education system has done little to remedy the problem (SHRM)
More than 60% of employers said it's difficult to find skilled workers, a little less than half said the same about meeting compensation requirements, and about the same amount have struggled to identify diverse candidates (LaSalle)
49% of employers said it was a challenge to find candidates with hard skills, and 51% experience difficulty in looking for employees with soft skills (LaSalle)
74% of employers said they plan to increase staffing, with 67% stating they plan to add 1- 50 jobs (LaSalle)
90% of CFOs said the competitive hiring environment is complicating their companies' ability to recruit talent (Robert Half)
64% of HR professionals said sourcing quality applicants was challenging (XpertHR)
More than half of HR professionals reported being challenged by making sure workers and supervisors have the skills needed now and in the future, and about the same amount of people have been challenged by increasing employee engagement, morale and satisfaction (49%) and retaining employees (40%) (XpertHR)
Employers believe some of the most challenging issues in the year ahead are:
Attracting strong, competent management and dedicated, capable staff (33%);
Offering competitive compensation and benefits (31%)
High employee turnover (26%)
Developing employees and future leaders for succession (23%)
Managing the hiring process and tracking applicants (16%) (Oasis)
A company's equitable resolution of issues will affect voluntary turnover 2.5 times more than it impacts engagement (Globalization Partners)
Nearly 1.4 million U.S. workers could lose their jobs over the next decade due to technological change (WEF)
Almost 75% of HR professionals said their organizations currently use technology-driven HR initiatives, and 75% have turnover rates averaging up to 30% a year (Speakap)
Almost 25% of U.S. workers were actively look for another job, a 7.6% increase from last quarter but still lower than the global average of 27% (Gartner)
43% of U.S. workers expressed high intent to stay with their current employers, a slight decrease from 4Q18 but significantly higher than the global average of 33% (Gartner)
Organizations with attractive EVPs can reduce the compensation premium needed to attract qualified candidates as well as potentially decrease annual employee turnover by just under 70% (Gartner)
The cost of retraining workers from current roles to new, viable, desirable and growing roles would be $34 billion in total or $24,800 per worker on average (WEF)
Private-sector employers could profitably reskill 25% of at-risk workers, 45% by collaborating with stakeholders and the government could assist as many as 77% of all at-risk workers (WEF)
About 2% of long-term workers left their jobs the year automation spiked at their company, rising to 8.5% after about 5 years (Boston University School of Law)
Nearly 50% of companies expect automation to lead to a reduction in their full-time workforce by 2020 (WEF)
87% of employers said they planned to maintain or increase their head counts because of automation (Manpower Group)
About 25% of job seekers are worried their job will be automated within five years, up from 15% in 2017 (Jobvite)
94% of senior managers would rehire ex-employees who left their companies on good terms (Accountemps)
52% of workers would apply for a job with a previous employer (Accountemps)
Reasons cited for not wanting to work for a former employer: dissatisfaction with leadership (22%), didn't fit organizational culture (17%), unfulfilling duties (13%) and bridges burned by the company (11%) (Accountemps)
About 14% of job seekers didn't feel respected throughout their most recent job search (Monster)
77% of employees thought there were threats to their current job like new management (20%), toxic boss or working environment (19%), layoffs (17%), recession (16%) and younger coworkers (15%) (Monster)
Tech employers account for 10% of the nation's jobs and 86% of recruiters and hiring managers still have trouble filling tech openings (Indeed)
57% of tech workers said they've previously moved for a new job and 80% have thought about moving for a job at some point (Indeed)
60% of men and 53% of women have moved for a job (Indeed)
Reasons workers move for a job include better career opportunities (65%), desire for a change (44%) or fresh start (40%) and lower costs of living in other locations (33%) (Indeed)
Almost three-quarters of employees would be more likely to work for a company with a green footprint (Swytch)
A little less than half of employees would accept a smaller salary to work for an environmentally friendly and socially responsible employer (Swytch)
More than 90% of workers in each age group think it's important for an organization to be socially responsible (Paychex)
More than 10% of employees would take a salary decrease of $5,000-$10,000 each year and 3% would accept a decrease of more than $10,000 to work at an environmentally friendly and socially responsible employer (Swytch)
About 40% of millennials have taken one job over another because of a company's sustainability (Swytch)
70% of millennials said a company's sustainability would impact their decision to stay with a company for the long haul (Swytch)
A majority of Gen Z plan to stay at their first job for more than one year (Nintex)
The number of employers concerned about retention rose by 7% since 2018 (PayScale)
71% of workers are engaged at work (The Predictive Index)
When employers use assessments and workers have access to the results, engagement is 87%, versus 64% for those without access (The Predictive Index)
Engagement is higher at companies five years old or younger (77%) than older ones that are more than 30 years old (68%) (The Predictive Index)
84% of employees aren't fully engaged at work (ADP Research)
21% of gig workers were fully engaged compared to just 15% of full-time employees (ADP Research)
29% of virtual workers were fully engaged compared to 18% of employees who work in an office (ADP Research)
Workers with a higher level of education were more likely to be fully engaged than those without a college degree, and C-suite and VP-level executives were more likely to be fully engaged than mid-level team leaders and those at the first-level of team leadership (ADP Research)
15% of adult employees are engaged with their employers, although organizations globally invest $18 billion per year on tools to boost engagement (ITA Group)
65% of employees plan to stay in their current jobs despite disengagement at work (Achievers)
20.8% of employees consider themselves very engaged, 16.3% are fully engaged and 31.3% are engaged but feel their company could do more to improve employee experience (Achievers)
34.7% of workers plan to look for a new job in 2019, down from 74% last year (Achievers)
70.1% of employees do not consider themselves very engaged (Achievers)
18.6% of employees haven't even decided if they'll look for a new job yet (Achievers)
31.6% of employees said they have average engagement in their current job (Achievers)
14% of employees said the main reason they would change jobs is because they aren't engaged (Achievers)
54.2% of employees would leave their job for a pay raise, career advancement (37.8%) and for better corporate benefits (20.7%) (Achievers)
26% of employees ranked recognition for their work in their top three factors for staying with their current employer, but 17% said their manager/employer was horrible – they never recognized their work and 43% ranked their manager/employer as just okay – recognizing them annually or quarterly at least (Achievers)
49% of American workers have thought about leaving their current organization (SHRM)
Six out of ten employees say managers are the reason they left their organizations (SHRM)
70% of workers stress about their health, jobs and finances, and more than 20% spend at least five hours each week thinking about these stressors during their working hours (Colonial Life)
50% of workers said they lose between one and five hours of work time each week due to stress (Colonial Life)
When workers are stressed, 41% feel less productive, 33% feel less engaged, 15% said stress made them look for a new job and 14% said it made them absent more frequently (Colonial Life)
More than 60% of 18-34 year olds said their productivity at work suffers due to stress over poor work-life balance or unrealistic professional demands (MHA/Total Brain)
More than a third of Americans said emails, text messages and social media updates helped make them mentally unproductive at work (MHA/Total Brain)
Mondays are workers' most productive weekday and mornings are their most productive time of day (Accountemps)
More than half of workers said their productivity peaks at the beginning of the week (Accountemps)
29% of workers said they were most productive on Mondays, 27% on Tuesdays, 20% on Wednesdays, 13% on Thursdays, and 11% on Fridays (Accountemps)
Workers' top distractions at work for lowering productivity were chatty and social co-workers, office noise, unnecessary meetings and conference calls, cell phone use, and unnecessary emails (Accountemps)
Workers are interrupted an average of 13.9 times per day, and scientific study indicates it can take more than 20 minutes after an interruption to return to the original task (Workfront)
62% of global workers chose wasteful meetings as the number one thing in the way of getting work done, with excessive emails coming in second at 53% (Workfront)
Wasteful meetings can make up nearly 10% of an average work week (Workfront)
About 10% more men than women said they love their jobs (Kforce)
60% of employees said they would be more loyal to a company that helped cover prenatal care, family planning and abortion care (NARAL Pro-Choice America)
45% of job seekers said it's become harder to find a job this year, despite low unemployment numbers (Jobvite)
Nearly 20% of Americans age 65+ are employed or actively looking for work, up from less than 12% about 20 years ago (Associated Press)
Hourly workers are twice as interested in earning a promotion at their current employer via their work experience rather than in changing jobs to climb the ladder (Branch)
Hourly workers prefer to be developed for advancement internally rather than look elsewhere for career growth opportunities (Branch)
About half of HR leaders said it's difficult to find hires, including those that fit the company culture (Paychex)
Companies that embrace emotional intelligence report higher levels of productivity and better employee engagement than those that don't (HBR-AS)
Employees who change jobs internally, either in a lateral move or a promotion, generally remain on board longer than those who stay in the same position (LinkedIn)
After three years on staff, employees who are promoted have a 70% chance of staying onboard, those who made a lateral move have a 62% chance of staying, and those who remained in their current position have a 45% chance of staying (LinkedIn)
Top deal breakers when applying for or accepting a job:
Inappropriate interview questions (53%)
Unrealistic job or skill requirements (51%)
Misrepresenting job duties (50%)
Aggressive behavior of recruiter or hiring manager (49%)
Not responding to questions about open positions (38%)
Poor follow-up by recruiting or hiring manager (37%)
No face-to-face contact during hiring process (30%) (American Staffing Association)
Women are more likely than men to express that inappropriate interview questions (56% vs. 50%) or aggressive recruiter/hiring manager (52% vs. 45%) would discourage them from pursuing employment with an offending company (American Staffing Association)
76% of workers said a tuition reimbursement program would make them more likely to remain at their organization (Bright Horizons)
65% of millennials are satisfied in their current jobs (LaSalle)
62% of millennials are generally satisfied with their benefits, and 63% with their company culture (LaSalle)
72% of employees said having more work benefits would increase job satisfaction (Zoro)
71% of employees felt a sense of purpose at work (O.C. Tanner)
66% of employees felt a sense of opportunity at work (O.C. Tanner)
67% of employees felt a sense of success at work (O.C. Tanner)
62% of employees felt a sense of appreciation at work (O.C. Tanner)
54% of employees felt a sense of wellbeing at work (O.C. Tanner)
61% of employees felt a sense of leadership at work (O.C. Tanner)
10.8% of workers call their manager/employer awesome and are recognized weekly and 29.4% call them pretty good and are recognized at least once a month (Achievers)
31.3% of employees who considered themselves engaged said their employer could do more to improve the employee experience (Achievers)
74% of employees say workplace culture is important to them (Speakap)
40% of employees reported having a positive work culture at their company (Speakap)
19% of employees said being invited to join employee communications apps before their first workday would make them feel connected within a company's culture (Speakap)
Employees said the most important attributes of a strong company culture are respect and fairness (39%), trust and integrity (23%), and teamwork (9%) (Speakap)
9% of employees said leadership is very committed to improving company culture and employee experience (Achievers)
Less than one third of people believe they have a strong work culture (TINYpulse)
29% of employees believe they have a strong work culture, and less than a third said they had a lot of fun at work (TINYpulse)
75% of employees agree their company culture drives active engagement at work (TINYpulse)
39% of employees believe they have a strong work environment (TINYpulse)
66% of employees feel the employee experience matters at their organization (O.C. Tanner)
92% of employees describe their employee experience as their everyday experience, and 42% rate their employee experience as positive (O.C. Tanner)
Nearly 50% of employees believe their organization regularly sacrifices the employee experience to improve the customer experience (O.C. Tanner)
When organizations have a thriving culture, employees rate their satisfaction with employee experience 102% higher (O.C. Tanner)
Thriving cultures with great employee experience are 8x more likely to have high incidence of great work, 13x more likely to have highly engaged employees, 3x less likely to have layoffs, 2x more likely to have an increase in revenue, 3x less likely to have employees experiencing moderate to severe burnout, and 7x more likely to have employees innovating (O.C. Tanner)
38% of employees have either never heard senior leadership talk about culture or they talk about it, but there's no action to back it up, 31.4% call senior leadership average – they are reactive but not proactive (Achievers)
77% of employees agree a strong culture allows them to do their best work, 76% see the impact in productivity and efficiency, and another 74% draw a correlation between culture and their ability to serve their customer base (Eagle Hill Consulting)
Only about 25% of employees said their organization has a strong culture based on core values and a similar amount said they trust their leadership at the executive level (Eagle Hill Consulting)
More than 75% of employees said a strong corporate culture is extremely important to them (Hibob)
16.3% of employees said their manager was horrible at soliciting feedback on their employee experience and 40% rated them okay – they ask for feedback only once or twice a year (Achievers)
When it came to acting on feedback, workers ranked managers/employers even worse – 42.3% said they're okay – they make a few changes based on it but 21.4% said they never do anything with feedback (Achievers)
70% of workers said they would likely participate in an employer-provided training program if it was offered to them (Clutch)
64% of workers said their employer's tuition reimbursement program made them happier at work (Bright Horizons)
19% of employees want tuition reimbursement for classes, 19% want classes and workshops, 13% prefer job shadowing opportunities, 12% ask for presentations from experts, and 7% want learning resources like books, videos and online courses (Clutch)
50% of employees said it had been a year or more since they were last offered job retraining, 23% said it had been 6-11 months, and 27% were offered training less than six months ago (Clutch)
32% of employees were satisfied with their career advancement opportunities and 37% were satisfied with their company's training and learning opportunities (CareerBuilder)
58% of employees thought their company failed to offer enough opportunities to acquire new skills and help them advance in their career (CareerBuilder)
73% of employees whose companies don't offer education opportunities or workshops outside of work hours said they would likely participate if these learning opportunities were made available (CareerBuilder)
14% of employees said they would like more training or learning opportunities to improve their job satisfaction (CNBC)
9% of employees said more paid time off would most improve their job satisfaction (CNBC)
41% of employees said a higher salary would improve their job satisfaction (CNBC)
25% of workers say they are very well paid and 48% say they are somewhat well paid (CNBC)
40% of workers give their companies a negative rating on how well they help their employees advance their careers (CNBC)
47% of employees feel underpaid, 44% are dissatisfied with benefits and 43% feel unsatisfied with their career path (Addison Group)
Reasons employees value their work and are loyal to their employer include the work they perform (55%), salary (50%) and immediate supervisor (39%) (Addison Group)
89% of employees said disjointed digital communication tanks employee morale, lowers productivity and impacts customer satisfaction and the bottom line (RingCentral)
75% of employees said disjointed communications tech complicates how they collaborate with colleagues, frustrates their productivity and makes them unhappy at work (RingCentral)
92% of employees said a seamless platform would allow them to connect to and communicate with co-workers and customers, which would raise job satisfaction (RingCentral)
86% of employees said a seamless platform would raise a company's profitability and 83% said it would entice them to stay longer at a company (RingCentral)
45% of millennials are pleased with their career path, and 49% with training and development programs at their company (LaSalle)
44% of employees don't feel they have sufficient opportunities for professional growth in their current positions (TINYpulse)
54% of employees said their promotion and career path were unclear to them (TINYpulse)
Less than one-third of people strongly agree they can reach their full potential at their organization (TINYpulse)
84% of people agree they feel challenged at work (TINYpulse)
When asked "How effective is our organization at offering help when you ask for it?" high performers provided a rating 22% higher than low performers (TINYpulse)
Slightly more than half of employees feel they make an impact on overall business goals (Ceridian)
39% of employees rated themselves as unhappy about their rewards, 26% are happy and 33% are neutral (Peakon)
36% of employees are satisfied with their workload, 39% are neutral and 24% are unhappy (Peakon)
36% of employees are satisfied with their career growth, 33% are neutral and 29% dissatisfied (Peakon)
58% of employees are happy with the support they receive from management, 14% are unhappy and 26% are neutral (Peakon)
80% of college graduates consider a sense of purpose either very important or extremely important to their work (Gallup)
Less than 50% of grads reported successfully finding purposeful work post-graduation (Gallup)
90% of workers agree that they have a source of meaning in their careers (Udemy)
14% of U.S. workers found "contributing to the greater good" as a contributor to finding meaning in their work (Udemy)
47% of workers felt happy with the meaningfulness of their work, 35% are unsure and 17% are unhappy (Peakon)
89% of employees believe their role matters (Workfront)
78% of employees say their job represents more than a paycheck (Workfront)
91% of employees say they are proud of the work they do (Workfront)
5% of employees don't think their contributions make any kind of difference, while 44% do not understand their impact or are unaware of business goals (Ceridian)
Women were more likely than men to feel burned out across occupations, except in product and sales jobs (Comparably)
46% of workers with 3-6 years on the job were the most burned out (Comparably)
Nearly half of all workers feel burned out at work, and many feel like they can't stop working even when they take vacations (Comparably)
19% of workers reported receiving unlimited time off, and nearly a third of workers said their boss pesters them with work while they are on vacation (Comparably)
Around 40% of those in business development, legal and the executive suite admitted that their work is never done, even during a vacation (Comparably)
79% of employees are suffering from mild, moderate, or severe burnout (O.C. Tanner)
95% of HR leaders admit burnout is hurting retention at their organizations, contributing to up to one-half of annual workforce turnover (O.C. Tanner)
Employee burnout is costly, as burnout is estimated to be attributed to 120,000 deaths per year and $190 billion in healthcare spending (O.C. Tanner)
Companies with moderate to severe burnout have a 376% decrease in the odds of having highly engaged employees, 87% decrease in likelihood to stay, 22% decreased work output, and 41% decrease in the perception of the employee experience (O.C. Tanner)
Companies with mild burnout see a 220% decrease in the probability of highly engaged employees, 247% decrease in the probability of great work incidence, 210% decrease in the probability an employee will be a promoter of the organization, and 12 point decrease in the reported employee experience rating (O.C. Tanner)
Employees who say they very often or always experience burnout at work are 63% more likely to take a sick day, 23% more likely to visit the emergency room, 2.6 times as likely to leave their current employer, and 13% less confident in their performance (O.C. Tanner)
Poor workplace cultures lead to a 157% increase in the incidence rate of moderate to severe burnout (O.C. Tanner)
A reduction in giving and receiving recognition leads to increased odds of burnout by 45% and 48% (O.C. Tanner)
When there was no consistent organizational strategy for recognition in place, the odds of burnout increased by 29% (O.C. Tanner)
Increased perception among employees that the bottom line is more important than people leads to an 18% increase in the odds of burning out (O.C. Tanner)
Decreased work/life balance and decreased sense of belonging at work result in 26% and 21% greater odds of burnout (O.C. Tanner)
Companies with non-existent or uninspiring purpose can increase odds of burnout by 39% (O.C. Tanner)
If leaders fail to help employees see the larger picture or the "why" behind the work they do, there is a 22% increased odds of employee burnout (O.C. Tanner)
A lack of learning opportunities or increase in sense of favoritism can stifle engagement and increase odds of burnout by 16% and 23% (O.C. Tanner)
Decreased trust in leaders can increase burnout by 29% (O.C. Tanner)
Decreased work/life balance, feeling like work has a negative effect on health, or a decreased sense of belonging can increase risk of burnout by 22%, 40% and 56% (O.C. Tanner)
79% of employees are experiencing some level of burnout at work (O.C. Tanner)
86% of all workers, 39% ages 18-34, 54% ages 45-55 and 50% ages 65+ believe burnout is connected to job satisfaction (University of Phoenix)
More than half of employees have experienced job burnout (University of Phoenix)
One in three employees say their manager doesn't know how to lead them (SHRM)
Three in ten employees say their manager doesn't encourage a culture of open and transparent communication (SHRM)
Nearly one in four employees dread going into work, don't feel safe voicing their opinions about work-related issues and don't feel respected/valued at work (SHRM)
Three in ten employees say workplace culture makes them irritable at home (SHRM)
Nearly 60% of people rated the performance of their direct supervisor as excellent and 14% rated their boss's performance as poor (TINYpulse)
Only two in five people strongly agree that their managers have clearly defined their roles and responsibilities, and how they contribute to the success of the organization (TINYpulse)
One in four employees strongly agree with the statement "My company takes my feedback and suggestions seriously and effectively" (TINYpulse)
Overall, managers are 11% more likely to have a clear idea of how their company is performing than regular employees (TINYpulse)
While 39% of managers strongly agree that management within their organization is transparent, only 22% of employees feel the same way (TINYpulse)
96% of all senior managers believe their teams experience various degrees of burnout (Accountemps)
Employees ranked constant interruptions as the top cause of burnout, while senior managers said unmanageable workloads were the primary issue (Accountemps)
Managers ranked the primary causes of employee burnout in this order: career stagnation, constant interruptions, toxic culture and dated technology (Accountemps)
Employees ranked the primary causes of burnout in this order: career stagnation, unmanageable workload, toxic culture and dated technology (Accountemps)
25% of managers rated their team's burnout as an eight or higher on a scale of ten (Accountemps)
Workers' average burnout level was five on a scale of ten, but more than 25% rated their burnout between an eight and ten (Accountemps)
Almost 70% of employees said their companies occasionally struggle in aligning with, being sensitive about and adhering to local laws, practices and cultures (Globalization Partners)
One-third of workers are not confident in their ability to perform their jobs (Docebo)
75% of Gen Z employees want a boss who coaches employees (InsideOut)
32% of workers felt unqualified to do their job, and 33% fear their boss or colleagues agree (Docebo)
52% of workers have a co-worker who isn't qualified to perform the work he or she is assigned (Docebo)
33% of Americans say employer-provided training doesn't meet their expectations (Docebo)
One in three workers said their employer's training is out-of-date (Docebo)
Nearly 25% of workers feel their lack of qualifications could result in their being let go, something workers said worries them at least once a month (Docebo)
In the U.S., 32% of workers said training is critical (Docebo)
41% of employees say their employers are training workers in preparation for the future (Axonify)
76% of employees said that an employer would be more appealing if it offered additional training designed to develop their skills for the future (Axonify)
36% of workers and nearly half of millennials would consider quitting a job that didn't provide learning opportunities (Docebo)
31% of employers are very satisfied with their recruitment process (Allegis)
80% of employees said the onboarding process was an important moment at work – yet 1 in 3 would prefer to go on an awkward first date rather than attend onboarding or orientation for a new job (ServiceNow)
About 80% of workers experienced some issues when starting a new job (ServiceNow)
One-third of workers said they received no necessary training, while 28% were unsure of their responsibilities and goals (ServiceNow)
Around 25% of workers said they received no clear onboarding, while roughly the same amount admitted to IT issues (ServiceNow)
Nearly 20% of workers believed they were not fully onboarded after three months on the job (ServiceNow)
58% of new hires ask for a walk-through of key processes or want a buddy they can turn to for questions (ServiceNow)
One in ten new hires reported their company forgot it was their first day on the job (ServiceNow)
When the onboarding experience is not positive, new hires are twice as likely to quit their job compared to those who have a good onboarding experience (ServiceNow)
62% of C-level executives said their organizations are using new technologies to collect data on their workers, but less than one-third think they're using the data responsibly (Accenture)
More than half of workers said using new sources of workforce data can damage trust, but 92% are open to their company collecting data on their work if it improves their performance or well-being or generates personal benefits (Accenture)
Almost two-thirds of employees said recent scandals over the misuse of data has them worried that their employee data will be compromised (Accenture)
Three in five workers have agreed to take on more tasks than they can actually get done on their to-do lists (VitalSmarts)
One in five workers said they've reached their limit and can't commit themselves to doing more and one in three always have more things on their to-do lists than they can get done (VitalSmarts)
60% of workers have more than 60 personal and work-related tasks to accomplish each week, while 15% have more than 100 tasks (VitalSmarts)
73% of workers say their to-do lists become overgrown because they want to be accommodating, helpful and polite; 56% because they have a tendency to solve problems; 39% because no clear limits or rules about which tasks they should accept or reject exist (VitalSmarts)
50% of workers are moderately stressed, while 35% are highly stressed and 9% are highly stressed (VitalSmarts)
52% of workers worry about disappointing themselves or others and 20% said they regret taking on so many tasks in the first place (VitalSmarts)
94% of workers reported high levels of work-related stress and 54% said stress caused them to lose sleep (VitalSmarts)
Half of employees have cried at work because of stress (Ginger)
83% of workers experienced stress at least once a week (Ginger)
Half of workers reported missing a minimum of one workday out of a 12 month period because of stress (Ginger)
Gen Z, manual workers, low-wage earners and workers from densely-populated areas reported experiencing the highest levels of extreme stress (Ginger)
81% of workers said that stress negatively affects their work, with symptoms ranging from fatigue and anxiety to physical ailments, causing them to miss work (Ginger)
21% of full-time and part-time workers strongly agreed their team enthusiastically embraces change (Eagle Hill Consulting)
28% of workers strongly agreed their teams have a stated purpose (Eagle Hill Consulting)
About 25% of workers strongly agreed their teammates are highly dedicated to the team's work, and 29% strongly agreed that they trust their teammates (Eagle Hill Consulting)
On team performance, only 21% of workers strongly believed their team regularly meets its goals and 24% strongly agreed their team constantly learns and improves (Eagle Hill Consulting)
Workers cited team leaders (46%) as the most important influencers for change, while far fewer believed their teammates (25%) and the C-suite (12%) inspire the most change (Eagle Hill Consulting)
When leaders connect their employees to purpose, they are 373% more likely to have a strong sense of purpose, 747% more likely to be highly engaged, and 49% less likely to burn out (O.C. Tanner)
When leaders connect employees to accomplishment, there is a 259% increase in odds an employee will have a strong sense of opportunity, 247% increase in odds an employee will do great work, and they will be 46% less likely to burn out (O.C. Tanner)
When leaders connect their employees to one another, there is a 156% increase in odds that an employee will have a strong sense of wellbeing, a 374% increase in odds that an employee will feel appreciated, and the employee will be 47% less likely to burn out (O.C. Tanner)
When leaders empower people to take ownership, make decisions, lead, and innovate, there's an 88% increase in the sense of opportunity at the organization, 78% increase in engagement, 255% increase in the incidence of great work, and a 184% increase in the perception of their direct leader (O.C. Tanner)
When employees feel their leader is invested in the work they do, there is a 36% increase in employees feeling they have the support of their direct leader, 35% increase in the feeling that their leader acknowledges the great work they do, and a 29% increase in engagement (O.C. Tanner)
Only 54% of employees report that their leader knows what they do (O.C. Tanner)
59% of employees believe their leader values them (O.C. Tanner)
One in five employees says their leader regularly expresses doubts about them (O.C. Tanner)
By clearly communicating the meaning of an employee's contributions, companies can see a 15% increase in organizational purpose clarity, 17% increase in purpose differentiation, 27% increase in pride in the organization, 21% increase in putting discretionary effort into helping the organization succeed, and 200% increase in the incidence of great work (O.C. Tanner)
By recognizing small wins and efforts along the way, leaders see an 83% increase in engagement and a 136% increase in feeling like a subject matter expert at their organization (O.C. Tanner)
When employees feel connected to their teams, there is a 91% increase in feeling like they belong at the organization, 133% increase in feeling like they continuously learn new valuable things, 55% increase in engagement and 83% increase in the incidence of great work (O.C. Tanner)
Monthly one to one meetings decrease the odds of employee burnout by 39% and bi-weekly one to one meetings decrease the odds of employee burnout by 84% (O.C. Tanner)
When one to one meetings are done well, there is a 432% increase in the odds that an employee has a strong sense of leadership, 226% increase in the odds an employee will highly rate their employee experience, 430% increase in the odds that an employee will be highly engaged, 27% decrease in employee burnout, and a 58% decrease in moderate to severe burnout (O.C. Tanner)
When employees feel psychologically safe at work, there is a 347% increase in the probability of highly engaged employees, 277% increase in the probability of a highly rated employee experience, 154% increase in the incidence of great work, 33% decrease in the incidence of moderate to severe burnout (O.C. Tanner)
60% of workers who said they felt cared for by their employer plan to stay with their companies for three or more years, as opposed to only 7% of those who said they don't feel cared for (Limeade Institute)
Among employees who said they feel cared for by their employer, 94% say they feel personally engaged in their work compared to 43% of those who don't feel cared for (Limeade Institute)
Among employees who said they feel cared for by their employer, 95% said they also feel included, compared to 14% among those who said they don't feel cared for (Limeade Institute)
Among employees who said they feel cared for by their employer, 90% said they're likely to suggest their company as an exceptional place to work, compared to 9% who said they don't feel cared about (Limeade Institute)
Among employees who said they feel cared for by their employer, 56% say they don't feel burned out compared to 16% of those who don't feel cared for (Limeade Institute)
Toxic workplace cultures have driven 20% of U.S. employees out of their jobs in the past five years at a turnover cost greater than $223 (SHRM)
76% of employees say their manager creates the culture at work and 58% said they have left a job because of their manager (SHRM)
30% of employees said their manager does not foster a culture of open and transparent communication (SHRM)
91% of people rate their coworkers positively, and yet just 9% of people think their average coworker is very happy (TINYpulse)
Over half of employees rated their team members a 9 or 10 out of 10, and 37% rated them at a 7 or 8 (TINYpulse)
When asked "Do we have the right people on our team?" 81% of employees said yes (TINYpulse)
9% of people think their average coworker is very happy (TINYpulse)
Half of people think their coworkers are only moderately happy, and 39% think they are unhappy (TINYpulse)
25% of employees strongly believe their organization is doing a good job with team-building efforts (TINYpulse)
A majority of workers like their job (70%), their co-workers (69%) and their direct managers (64%) (The Predictive Index)
60% of workers said they are happy with their employer (The Predictive Index)
88% of full-time American staffers describe themselves as happy at work (Wrike)
71% of workers are mostly happy at work, while 17% are elated (Wrike)
Workers with access to collaborative work management software were 85% more likely to identify as happy in the workplace (Wrike)
Workers who identified as happy were 55% more likely to rate their company as above average when it comes to diversity (Wrike)
Happy employees are three times more likely to attend after-work events and 25% more likely to eat lunch with co-workers (Wrike)
Happy employees are 91% more likely to describe their relationship with their manager as being very good (Wrike)
People who work on an on-call basis were less likely to report feeling happy (University of California – Berkeley & San Francisco)
Workers who had more than 2 weeks notice of their schedule had a nearly 75% likelihood of experiencing happiness (University of California – Berkeley & San Francisco)
Workers who had two days notice of their schedule or less had a 65% probability of being happy (University of California – Berkeley & San Francisco)
25% of corporate professionals believe their jobs are more secure than those within the U.S. government, but 89% still prefer to work in the private sector (Korn Ferry)
Nearly two-thirds of businesses were worried the partial government shutdown would have a negative impact on their business (Korn Ferry)
Nearly half of businesses said the partial government shutdown affected their employees' morale and 31% said it affected employees' productivity (Korn Ferry)
70% of corporate professionals believe federal workers would be less engaged after returning to work after the partial government shutdown compared to 87% who said employees in their own organizations would be less motivated after returning to work following a work stoppage or strike (Korn Ferry)
75% of corporate professionals weren't worried that job competition would increase as a result of government employees looking for new opportunities in the private sector during the partial government shutdown (Korn Ferry)
90% of office professionals said they perform their jobs better in well-designed workspaces (Capital One)
More than three-quarters of employees agreed they performed better in workspaces that encouraged collaboration, and 88% said that spaces to concentrate helped raise the quality of their performance (Capital One)
89% of employees felt it was important to have places to take a break throughout the day (Capital One)
Employees aren't thrilled with the open office design, with 52% saying there are distractions created by an open office layout and 40% say their office space is too open (Staples)
Two-thirds of employees with disabilities say their office space is physically supportive compared to 82% of workers with no disability (Staples)
77% of employees without disabilities say their office spaces enable productivity, but just 64% of employees with disabilities agree (Staples)
80% of employees say their offices are set up in a way that allows them to be efficient (Staples)
73% of employees say their offices help them be better at what they do (Staples)
Almost 40% of workers said messaging apps' 24/7 messaging capabilities and social media connections complicated their ability to maintain work-life balance (Speakap)
12% of workers using messaging apps expressed worry that sensitive data could be exposed by data breaches (Speakap)
25% of workers said work-life balance is the most important aspect of how their company connects with them (Speakap)
Roughly 25% of Gen Z, 18% of Millennials, 16% of Gen X and 12% of Boomers are dissatisfied with their work-life balance (Stanford University)
10% of Gen Z and 9% of Millennials say that stress accumulated during work hours affects their personal life to a great extent (Stanford University)
85% of employees said employer technology should provide a simple, intuitive user experience (Paychex)
86% of employees say next-generation employees expect workplace technology that looks more like Amazon and Instagram, with 94% saying searching at work should match the ease of Googling (Workfront)
87% of employees think leaders should reconsider the way they think about technology in the workplace, while 84% say businesses today are missing opportunities by not moving to more modern solutions (Workfront)
91% of workers say they crave modern technology solutions (Workfront)
88% of workers said technology is an important part of the employee experience (Workfront)
71% of employees would like to have a single destination to understand and manage work but 69% say they don't have that type of solution in place (Workfront)
49% of Gen Z employees said employers can do more to promote inclusion in the workplace (InsideOut)
About 80% of people who worked from home said they felt isolated from others at least a little of the time (Amerisleep)
Roughly 76% of people who worked from home reported feeling left out at least a little of the time (Amerisleep)
57% of remote workers were more likely than the average American to be satisfied with their job (Amerisleep)
67% of employees said flexible work schedules would help them feel satisfied at work, followed by access to natural light (53%), and quiet spaces (42%) (Capital One)
Over 80% of remote workers reported high job satisfaction (Amerisleep)
Employees cited the top five office weaknesses as poor communication/feedback, employee retention, staff diversity/inclusion, lack of transparency, and health and safety (Kforce)
Top three factors employees said they value are trust, passion and mentorship (Kforce)
About two-thirds of full-time employees ages 25+ believe women's reproductive freedom is key to their success in the workplace, and that companies should publicly show their support for women's reproductive rights (NARAL Pro-Choice America)
Just one or two underperforming workers can jeopardize an entire team's success (VitalSmarts)
When a worker fails to prioritize project tasks, misses deadlines and generally underperforms, teams can lose as much as 24% of their productivity (VitalSmarts)
94% of workers said teammates lose track of things or miss deadlines because they fail to capture commitments and ideas, almost the same amount said a couple teammates spent too much time on the wrong priority, and around 40% of managers make similar mistakes (VitalSmarts)
76% of stay-at-home parents said they try to stay connected to their careers, while 24% said they'd completely disconnected from their previous careers (Flexjobs)
70% of millennials believe they may only have some or few of the skills that will be required to succeed in the future of work (Deloitte)
The number of employers with "deeply-embedded" recognition programs increased to 17% in 2019 from 10% in 2015 (Maritz & WorldatWork)
The number of employers with no recognition policies increased to 19% in 2019 from 12% in 2015 (Maritz & WorldatWork)
About 50% of senior managers view recognition as an investment (Maritz & WorldatWork)
Most employers said their recognition plans are "doing a fairly good job" meeting goals, and 18% said they were "definitely meeting" their goals (Maritz & WorldatWork)
Half of employers said HR administers their recognition programs and 25% said the compensation department handles them (Maritz & WorldatWork)
The average organization used eight recognition programs, including length of service (72%), above-and-beyond performance (62%), customer service (34%), productivity (27%) and quality (27%) (Maritz & WorldatWork)
40% of organizations used biometric/wellness programs to recognize employees who reach their health goals (Maritz & WorldatWork)
Gift cards were the most common form of employee recognition (62%), followed by clocks and watches (49%) (Maritz & WorldatWork)
18% of organizations give employee-of-the-month awards (Maritz & WorldatWork)
For more significant accomplishments, 47% of workers said they wanted to be recognized with a new growth opportunity, rather than a salary increase or high-performance rating (Deloitte)
Recognition from leaders above their direct supervisors would mean a lot to 37% of workers (Deloitte)
About 85% of professionals prefer a simple "thank you" as recognition for their day-to-day (Deloitte)
37% of employees said they wanted to be recognized by leaders above their direct supervisors, while 32% preferred recognition by their direct supervisors (Deloitte)
Only one third of workers received recognition the last time they went the extra mile at work, and just a quarter feel highly valued at work (TINYpulse)
Less than one third of employees had not received any recognition in the past two weeks and the same number said they weren't well-recognized the last time they went the extra mile at work (TINYpulse)
High performers report feeling 15% more valued by their organization, but not much better recognized (TINYpulse)
More than one-third of women said they preferred company thank-you's in writing (Deloitte)
84% of employees said regular check-ins with their managers are important to them (Appraisd)
90% of Gen Z said regular face-to-face meetings with their manager are important and 40% described them as very important (Appraisd)
One-third of employees meet with their manager once a month; 12% meet every two weeks; another 12% never meet with their managers at all; and 8% meet fewer than every six months (Appraisd)
Large organizations were more likely to have regular check-ins than midsize or small companies, and the number of employees that never had check-ins increased to 17% in small companies (Appraisd)
The annual review is still used in 36% of employees' workplaces (Appraisd)
4% of employees reported that reviews are conducted less than once a year and 8% said they've never had a review with their current employer (Appraisd)
92% of workers said they favored being reviewed more than once a year, with 49% preferring weekly formal feedback conversations and 72% preferring monthly (Reflektive)
Workers like reviews for feedback, manager face time and clarity on the path to promotion they provide (Reflektive)
90% of Gen Z want in-person check-ins with managers (Nintex)
64% of U.S. adults said they had experienced bias in the workplace within the past year (Deloitte)
Among workers who experienced bias, 83% said behavior and comments were both subtle and indirect in nature (Deloitte)
When employees experienced or witnessed bias in the workplace 29% spoke up, and 34% ignored it (Deloitte)
84% of workers said bias negatively affected their overall happiness, well-being and confidence (Deloitte)
Most people have cried at work at least once (Monster)
5.2% of employees reported crying at work daily, 8.3% did so weekly, and a plurality (49.7%) admitted to doing so only a few times ever (Monster)
Employees said the reason for crying at work was due to bullying, workload, boss, colleague, client, personal work-related error, or personal matter (Monster)
45.4% of employees said the reason they cried at work was because of a boss or colleague (Monster)
Organizations that value emotional intelligence have stronger customer experience ratings (37% vs. 8%), and higher levels of customer loyalty (40% vs. 12%) (HBR-AS)
Less than 20% of companies instilled emotional intelligence into their corporate cultures, and one-third don't see emotional intelligence's benefit to their organizations (HBR-AS)
Fewer than one-third of participants don't see emotional intelligence skills in their job ads, but 40% provide training and online courses in emotional intelligence (HBR-AS)
62% of workers would relocate for a job opportunity (Robert Half)
76% of Professionals ages 18-34 are more likely to relocate vs. 62% of those ages 35-54 and 40% age 55+ (Robert Half)
49.3% of people relocate to seek a higher paying job or career advancement, find a job closer to family (20.5%), or transfer within an existing company (11.1%) (Allied Van Lines)
22.1% of people relocated to work for a company of 1-49 employees, 100-499 employees (20.1%), 1,000-4,999 employees (17.2%), and over 5,000 employees (17.1%)(Allied Van Lines)
When relocating for a job, about 26.4% of employees received some moving expenses, 15.75% help with temporary living expenses, 12.05% a discretionary expense allowance, and 8.7% a lump sum for miscellaneous expenses (Allied Van Lines)
29.86% of employees relocating for work received no moving assistance at all from employers (Allied Van Lines)
41.5% of employees said they only had 0-30 days to relocate and settle in before starting their positions, 31-60 days (29.5%), 61-90 days (17.9%), and 91 days or more (11.1%)(Allied Van Lines)
54.6% of people relocating for work believed that the benefits of job relocation outweighed the challenges (Allied Van Lines)
91% of senior managers said organizations have loosened up over the past decade (Accountemps)
54% of organizations frown upon using foul language in the workplace, bringing pets to the office (51%), and displaying political signs or messages (48%) (Accountemps)
About one-third of companies now see no problem with employees having visible tattoos (35%), casual attire (34%) and non-traditional hair colors (34%) (Accountemps)
Managers who said the workplace has become more relaxed cited looser societal standards (59%) and companies catering to younger professionals (52%) as the top reasons for the shift (Accountemps)
One in three employers said having nontraditional piercings (33%) and using casual language or emojis in emails (30%) were problematic in the past but are now acceptable (Accountemps)
Roughly two in five employers reported that playing music without headphones (41%) and streaming sports events (39%) remain office no-nos (Accountemps)
In addition to exhibiting political décor at work (48%), senior managers said streaming political events (44%) and talking about politics (33%) are inappropriate (Accountemps)
High performers rate the level of support they receive at an 8 out of 10, while low performers rate it at a 6.8 out of 10 (TINYpulse)
Top 10 pain points in the workplace:
Technical issues with software and other tools
Interruptions and disruptions from Slack, emails and noisy office environments
Poor communication from management/lack of training and information
Disorganized and time-wasting systems and processes
Misguided decisions from management/bad leadership
Lack of flexibility/no opportunities to work from home
Overworked/under resourced team
Office politics/favoritism
Difficult customers
Too many meetings (TINYpulse)
26% of employees report feeling highly valued at work (TINYpulse)
33% of employees feel undervalued at work (TINYpulse)
High performers are roughly 15% happier at work than low performers (TINYpulse)
While low performers rated their work-life balance a 6.8 out of 10, high performers rated it a 7.4 out of 10 (TINYpulse)
Written by: Ashley Autry
Ashley Autry is a Marketing Professional at Access Development. She's an expert proofer, gatherer of loyalty stats, research guru, writing queen, and overseer of various marketing projects.

redpajama_set_name: RedPajamaCommonCrawl


Datalagringsdirektivet er et klart varsel fra dets arkitekter om at de ønsker mer mistillit mellom folk, mer splid, mer utrygghet, slik at vi blir lettere å manipulere, slik at vi mistrives. Barn som vokser opp blir preget av overvåkinga, den blir status quo og er bygd på mistillit, og det man odler, det får man, mistillit skaper mistillit.
Quote: A strong earthquake struck near the Spanish city of Granada early Monday, but at a depth that made damage to the medieval Moorish capital unlikely, the U.S. Geological Survey reported. The magnitude 6.2 earthquake struck at 12:08 a.m. local time Monday (6:08 p.m. Sunday ET), the USGS reported. It was centered about 24 kilometers (15 miles) southeast of Granada and about 370 kilometers (230 miles) south of Madrid, Spain's capital. There was no immediate report of damage or injuries from the midnight temblor, and the quake's recorded depth of 616 kilometers -- nearly 400 miles -- means little damage is likely, geophysicist Susan Potter told CNN. "When an earthquake is deeper, the seismic energy is absorbed by the Earth," Potter said. "So there will be less damage expected in the epicenter area."
Quote: In Response To: POLISH PRESIDENT KACZYNSKI INSTISTED ON LANDING IN FOGGY SMOLENSK... (FarSight3) Compare the curved appearance of the clouds above Smolensk at the time of the plane crash with the second radar image taken above Australia under different circumstances. Wonder if HAARP was involved in creating the extremely foggy conditions that led to the airliner crash? Polish president dies in plane crash during heavy fog .. New Radar Detects Huge Waves in Atmosphere Discovery News. There are a variety of atmospheric waves, but many require radar to detect them. This NASA satellite image however shows more obvious gravity waves peaked with clouds off the coast of Australia. .. Huge Waves Detected in Atmosphere. Scott Stevens WeatherWars.info June 4, 2009 Researchers have detected giant, fast-moving waves of air, caused by thunderstorms and other disturbances, above Poker Flat, Alaska, where a new radar is churning out the first three-dimensional images of upper atmospheric phenomena in the polar region. ..
• Blasik, Andrzej, Chief of the Polish Air Force.
• Bochenek, Krystyna, Deputy Speaker of the Polish Senate.
• Chodakowski, Archbishop Miron, Orthodox Ordinary of the Polish Army.
• Deptula, Leszek, Member of the Sejm (Lower House of Parliament).
• Dolniak, Grzegorz, Member of the Sejm.
• Fetlinska, Janina, Member of the Polish Senate.
• Gagor, General Franciszek, Chief of the Polish Army General Staff.
• Gesicka, Grazyna, Member of the Sejm.
• Gosiewski, Przemyslaw, Member of the Sejm.
• Handzlik, Mariusz, Undersecretary of State in President's Office.
• Jaruga-Nowacka, Izabela, Member of the Sejm.
• Karpiniuk, Sebastian, Member of the Sejm.
• Karweta, Vice Admiral Andrzej, Commander-in-Chief of the Polish Navy.
• Kaczynski, Lech, President of the Republic of Poland.
• Kaczynski, Mrs, wife of the President of the Republic.
• Kochanowski, Janusz, Polish Ombudsman for Citizen Rights.
• Kremer, Andrzej, Polish Deputy Foreign Minister.
• Kurtyka, Janusz, Historian and President of the Institute of National Remembrance.
• Natalli-Swiat, Aleksandra, Member of the Sejm.
• Nurowski, Piotr, President of the Polish Olympic Committee.
• Plazynski, Maciej, President of the Polish Community Association.
• Ploski, Tadeusz, Bishop of the Military Ordinariate of the Polish Army.
• Przewoznik, Andrzej, Secretary-General, Council for Protection of Struggle and Martyrdom Sites.
• Putra, Krzysztof, Deputy Speaker of the Sejm.
• Rumianek, Ryszard, Rector of the Cardinal Stefan Wyszynski University.
• Rybicki, Arkadiusz, Member of the Sejm.
• Skrzypek, Slawomir, President of the National Bank of Poland.
• Stasiak, Wladyslaw, Chief of the Office of the President of the Republic of Poland.
• Szczyglo, Aleksander, Head of the National Security Bureau.
• Szmajdzinski, Jerzy, Deputy Speaker of the Sejm.
• Szymanek-Deresz, Jolanta, Member of the Sejm.
• Walentynowicz, Anna, free trade union activist, member of Solidarity (Solidarity heroine).
• Wassermann, Zbigniew, Member of the Sejm.
• Woda, Wieslaw, Member of the Sejm.
• Wojtas, Edward, Member of the Sejm.
• Wypych, Pawel, Secretary of State in the Office of the President of the Republic of Poland.
… and several other Members of the Sejm.
• The Chief of the Polish Air Force.
• The Chief of the Polish Army General Staff.
• The Commander-in-chief of the Polish Navy.
= ALL THE MILITARY SERVICE CHIEFS.
• The head of Polish Intelligence (National Security Bureau).
• The three top officials inside the Office of the President of the Republic.
• The Governor of the National Bank of Poland.
• The Deputy Foreign Minister of Poland.
Moreover the timing of this 'planned accident' is highly suspicious. For starters, the 25-year-old aircraft had undergone a complete overhaul at a factory in southern Russia late last year, being delivered to the Polish authorities in December 2009.
Sitat: Politiets sikkerhetstjeneste sier Norge kan bli en fristat for kriminelle og terrorister. Dette er faktaene som ikke får være med i analysen. Politiets sikkerhetstjenestes leder Janne Kristiansen legger hele sin faglige tyngde bak at et nei til EUs datalagringsdirektiv kan gjøre Norge til en fristat for terrorister og kriminelle. Les også: PST-sjef vil ha datalagring , Les også: Datalagringslov truer journalistikk , Les også: Kritisk til økende overvåking , .. Fakta PST-sjefen ikke snakker om 1. Lederen for Politiets sikkerhetstjeneste velger nemlig bort en del viktige fakta når hun gir sin analyse av eventuelle konsekvenser dersom direktivet ikke blir innført. Kristiansen og PST unnlater blant annet å fortelle at EU-landet Romania i oktober 2009 bestemte at datalagringsdirektivet er grunnlovsstridig og derfor ikke kan implementeres i landet. .. Fakta PST-sjefen ikke snakker om 2. Ifølge Waterhouse omfatter datalagringsdirektivet kun såkalte e-com-tjenester. Det vil si at man ikke registerer trafikk mellom tjenester som driftes utenfor området der datalagringsdirektivet er virksomt. – 2,5 millioner nordmenn bruker Facebook, og internchatten her er unntatt direktivet. .. – Skremselspropaganda. Waterhouse sier smutthullene for ikke å bli registrert er så store at de gjør direktivet meningsløst i forhold til å avdekke alvorlig kriminalitet. Han sier det er så lett å omgå registrering at det vil være meningsløst å reise til Norge for å drive kriminalitet over nettet. – Å si at Norge blir en fristat for kriminalitet er helt søkt. Det har ikke noe med direktivet å gjøre. For det første har land i EU motsatt seg å innføre det, og for det andre er jo Europa omkranset av land som ikke kommer til å ha et slikt direktiv, sier Waterhouse. .. PST-sjefen ikke tilgjengelig. NRK har vært i kontakt med Politiets sikkerhetstjeneste for å få dokumentasjon på påstandene som kommer frem i intervjuet med Kristiansen og høringsuttalelsen til PST. ..
Quote: BEIJING — A series of strong earthquakes struck China's western Qinghai province Wednesday, toppling houses, killing at least 67 people and burying many others in a mountainous rural area, officials and state media said. The U.S. Geological Survey reported on its Web site that a magnitude 6.9 temblor struck an area in southern Qinghai, near Tibet, on Wednesday morning and was followed by three quakes in the same area. The main quake sent residents fleeing as it toppled houses made of mud and wood, said Karsum Nyima, the Yushu county television station's deputy head of news, speaking by phone with broadcaster CCTV. "In a flash, the houses went down. It was a terrible earthquake," he said. "In a small park, there is a Buddhist tower and the top of the tower fell off. ..
Sitat: Askeskyen etter vulkanutbruddet på Island kan stanse hele den norske flytrafikken. Luftrommet fra Namsos til Tromsø stengte for flytrafikk onsdag kveld. Luftrommet over Vest- og Østlandet og hele Nord-Norge stenges i løpet av natta. Askeskyene fra vulkanutbruddet på Island førte til at flyplassene fra Namsos og nordover til Tromsø ble stengt onsdag kveld ved 21-tiden. Også alle redningshelikoptre og ambulansefly er satt på bakken. I løpet av natta vil flyplasser over store deler av landet også bli stengt, opplyser Avinor. Gardermoen stenges. – I løpet av natten vil også luftrommet over Finnmark, Vestlandet og deler av Østlandet stenges. Det vil medføre at det meste av flytrafikken i Norge være lammet dersom våre prognoser slår til. Oslo Lufthavn Gardermoen vil også bli rammet, sier pressesjef Sindre Ånonsen i Avinor til NRK. ..


The new Vauxhall Astra Hatchback is the next-generation of the award-winning classic.
The Vauxhall Astra remains a benchmark in the compact car category. It's an icon with impressive style, performance and economy – one of the true all-rounders. The Astra combines sporty handling with premium features and advanced connectivity.
The quality materials and design touches of the Astra set a new standard within the compact car category. Its lightweight body ensures an agile and responsive drive.
You'll easily spot the 'eagle-eye' headlights, raked windscreen and smooth face that define the model. It feels subtly different to other hatchbacks, as the unobtrusive addition of coupé body lines lend it a more individual aura. The Adaptive Forward Lighting seamlessly combines with the front of the car, changing the light patterns automatically to suit the weather, time of day and location.
Entering the Astra's cabin is instantly relaxing, as soft upholstery fabrics, a wraparound dashboard and intuitive controls await. The quality of the finish is yet more evidence of the value for money you enjoy with a Vauxhall. Vibrant chrome highlights the logical, thoughtful position of all main dials, controls and switches to make driving simpler and enhance the sense of interior space. The car has a surprisingly high number of optional specification levels, to potentially bring you a seven-inch colour display, Bluetooth®, a multifunction trip computer and sports seats.
There are also plenty of engine choices when you decide on the Astra. Spanning from 1.3 litres up to 2.0 litres in capacity, the range enables drivers to pick out their desired balance of power and efficiency. The strongest engine outputs an awe-inspiring 400Nm of torque and 192bhp, and acceleration to 60mph never takes longer than 14 seconds. Your options are enhanced by a further choice of three fluid and efficient gearboxes. Naturally it's the diesel engines that produce the highest combined fuel economy at up to 76.3mpg, and the majority include start/stop and ecoFLEX technologies.
As expected from forward-thinking Vauxhall, the hatchback has easily earned Euro NCAP's five-star safety rating. You'll find anti-submarining ramps, full surrounding airbags, ESP-plus and ISOFIX child seat attachments on the standard specification list. Many of the most protective measures are the most subtle. To give just one example, the electric windows have sensors and reverse to prevent trapped fingers.


One of the important cards in Avacyn Restored from a story standpoint is Defy Death.
Defy Death shows a time when the angels start to win the fight against the demons. The creative team decided to show the pause just after an angel has been brought back, and just before the fight with the demon continues.
Here's the art description that was given to Karl Kopinski.
Action: This is an artful shot of an angel who is about to rejoin the fight with her sworn enemy. We see her from about the mid-thigh down, in a resolute stance, facing away into the distance (maybe we're looking into the distance between her legs, or she could be standing off to the side of the frame). We can see her hand gripping her sword, held down at her side, and we can see the tips of her white-feathered wings hanging down into the frame. She's standing on top of a stone tomb or mausoleum -- some kind of somber granite structure. In the distance, we can see what she's looking at: her foe, a winged demon, whom she is about to attack -- and kill.
Focus: The angel's determined stance.
Mood: An epic fight is about to begin -- and end.
The first sketch Karl submitted was this.
That's a good piece, but the creative team felt that the focus was too much on the demon. They asked Karl to show more of the heroic angel, pushing the demon into the background. The final version still has the demon, but it's clearer that we're seeing a battle about to happen. And if you look at the bottom of the image, you can see that the angel is levitating out of a grave!


This website is brought to you by coastshop. We have been offering travel information and advice for all parts of the world for over 18 years. We started with travel information for Australia (coastshop.com.au), then travel information for New Zealand (coastshop.co.nz), and then world travel information ! (coastshop.co) and now this site is dedicated to 'find a shopping centre in the UK by county and town' (coastshop.co.uk). I hope you enjoy reading our website. Why did we choose 'coastshop' for our name…originally we provided travel information for all coastal areas of Australia and the 'shop' in our name means 'shopping' for the best travel information and travel deals.


Expenses are always at the top of the concern list for prospective Canadian franchisees. Naturally, the exact cost of a Canadian franchise varies by brand, but there are similar expense categories you'll encounter across just about every franchise. You're probably already familiar with expenses such as the franchise fee and royalties, so take a look at these other less-discussed costs you'll need to plan for.
Legal fees are entirely on you, and although it's optional, you should consult with an attorney who understands franchise law in your province before you sign any agreements with a franchisor. The attorney will review the disclosure and go over it and your franchise agreement to ensure you understand all the terms and that the documents are fair. While you can ask your franchisor questions about the franchise agreement, the company can't provide you with legal advice like your attorney can.
Depending on where you are in your search, you've likely already seen build-out costs, or the expenses associated with constructing your location and building it. Beyond that, however, there are also supplies and inventory. If you have a food franchise, for example, you'll need items beyond food, such as napkins, plates and cutlery. A retail franchise, such as furniture, will need inventory to start out with. Your franchisor should be able to give you a list of what you'll need to open your doors and the estimated cost of all these items so you can factor it all into your financial planning.
Many franchisors provide training for franchisees and even members of their management team. The training itself may be included in your franchise fee, but the cost of any traveling you have to do and your living expenses during that time may not be. Training could be a few days or a week or more, and it is often done at the franchisor's headquarters, although you may receive additional training at your location later. Find out what you are responsible for when it comes to all the costs associated with your training.
Opening your franchise will be just as expensive as opening a business on your own, but it comes with a proven brand, system and support. By planning as much as you can for all the potential costs associated with your new franchise, you'll be able to best position yourself for success.


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Home » NEWS » BREAKING NEWS! President Buhari Bans Movement In Lagos, Abuja & Ogun For 14 Days
BREAKING NEWS! President Buhari Bans Movement In Lagos, Abuja & Ogun For 14 Days
Posted by Emperor TrillionOn March 29, 2020 Under: NEWS
President Muhammadu Buhari on Sunday ordered a total lockdown in Lagos and Abuja as cases of Coronavirus continue to rise in Nigeria.
The move was taken following a number of confirmed cases outside Lagos, Ogun and Abuja.
Buhari made the announcement during a nationwide broadcast on Sunday.
The president ordered suspension of all movements in Abuja and Lagos as from 11pm of Monday, March 30th.
The restriction is also extended to Ogun state following its proximity to Lagos State.
The restriction will be for two weeks as the country takes measures to curtail the spread of COVID-19.
He ordered that all citizens in these states must stay at home excluding hospitals, PHCN, and private security companies.
Buhari said:
"We are therefore working to ensure such inter state and intercity movements are restricted to prevent further spread.
"Based on the advice of the Federal Ministry of Health and the NCDC, I am directing the cessation of all movements in Lagos and the FCT for an initial period of 14 days with effect from 11pm on Monday, 30th March 2020.
" This restriction will also apply to Ogun State due to its close proximity to Lagos and the high traffic between the two States.
"All citizens in these areas are to stay in their homes. Travel to or from other states should be postponed. All businesses and offices within these locations should be fully closed during this period.
"Heads of security and intelligence agencies have also been briefed. We will use this containment period to identify, trace and isolate all individuals that have come into contact with confirmed cases.
"We will ensure the treatment of confirmed cases while restricting further spread to other States.
"This order does not apply to hospitals and all related medical establishments as well as organizations in health care related manufacturing and distribution.
"Furthermore, commercial establishments such as;a. food processing, distribution and retail companies;
b. petroleum distribution and retail entities,
c. power generation, transmission and distribution companies; and
d. private security companies are also exempted.
"Workers in telecommunication companies, broadcasters, print and electronic media staff who can prove they are unable to work from home are also exempted."
He, however noted that all seaports in Lagos shall remain operational in accordance with the guidelines.
"Movements of all passenger aircraft, both commercial and private jets, are hereby suspended. Special permits will be issued on a needs basis."


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Records & Results: Rare & Important Travel Posters
Swann Travel Posters Auction Sets 8 Records
Philip Zec reaches $17.5K
Poster lovers from far and wide came to Swann on Thursday, October 25, sale of Rare & Important Travel Posters, setting eight records with bidding driven by eager collectors both in the room and on the phones.
The top lots of the sale were Emil Cardinaux's snowy image for a winter getaway in St. Moritz and Philip Zec's poster for travel to Scotland by night train, each reaching $17,500.
Lot 88: Emil Cardinaux, St. Moritz, 1918. Sold for $17,500.
Lot 165: Philip Zec, By Night Train to Scotland / LMS, 1932. Sold for $12,000 to $18,000.
Numerous records were realized in the sale for both artists and individual works. W. Smithson Broadhead's Sea Breezes and Sunshine at Lytham St. Annes, circa 1930, set a record for the artist with $8,125.
Lot 178: W. Smithson Broadhead, Sea Breezes and Sunshine at Lytham St. Annes, circa 1930. Sold for $8,125.
Further records for sporting and leisure posters include the circa 1925 Gleneagles / The Tennis Girl by Septimus Edwin Scott advertising the Gleneagles hotel and golf resort, which reached $8,750.
Lot 169: Septimus Edwin Scott, Gleneagles / The Tennis Girl, circa 1925. Sold for $8,750.
American Destinations
Records for travel posters advertising American destinations include Adolph Treidler's New York / The Wonder City of the World, 1927, with $13,750–double the previous record for the image–and Sascha Maurer's Atlantic City / Pennsylvania Railroad, circa 1940, with $6,500.
Lot 198: Adolph Treidler, New York / The Wonder City of the World, 1927. Sold for $13,750.
Lot 210: Sascha Maurer, Atlantic City / Pennsylvania Railroad, circa 1940. Sold for $6,500.
Additional Records
Additional records were set by The Belgian Coast, 1934, by Jean Droit with $7,000.
Lot 175: Jean Droit, The Belgian Coast, 1934. Estimate $7,000.
Savoy Hotel / St. Moritz, a lively dining scene by Karl Bickel brought $6,750.
Lot 97: Karl Bickel, Savoy Hotel / St. Moritz. Sold for $6,750.
Farman / École de Pilotage, a circa 1920 aviation poster for The Farman Aviation Works set a record for the image with $6,500 and Alexander Zhitomirsky's Georgian Military Highway, 1939, reached $5,720.
Lot 102: Designer Unknown, Farman / École de Pilotage, circa 1920. Sold for $6,500.
Lot 52: Alexander Zhitomirsky, Georgian Military Highway, 1939. Sold for $5,720.
Beach posters by Roger Broders proved popular, led by two posters featuring sun-worshiping women: Sur la Côte d'Azur, circa 1920, sold for $8,125 and La Plage de Calvi. Corse, 1928, reached $7,500.
Lot 72: Roger Broders, Sur la Côte d'Azur, circa 1931. Sold for $8,125.
Lot 71: Roger Broders, La Plage de Calvi. Corse, 1928. Sold for $7,500.
Complete Results.
More about selling at Swann.
Author: Kelsie Jankowski
Adolph Treidler
Alexander Zhitomirsky
Jean Droit
Karl Bickel
LMS Rail
Pennsylvania Railroad
Rare & Important Travel Posters
Sascha Maurer
Savoy Hotel
Septimus Edwin Scott
St. Moritz. Philip Zec
The Farman Aviation Works
W. Smithson Broadhead
"Love – PFC. Kurt Vonnegut, Infantry"
Louise Bourgeois: An Artist's Portfolio
October 17, 2018 Set Sail on the Open Seas with a Fleet of Ocean Liner Posters
December 2, 2014 Nicholas Lowry on Travel Posters from the Julius Paul Collection
November 24, 2014 Thomas Paine's American Crisis Makes the Albany News


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Ängbyvagnar kallas en spårvagnstyp som levererades till Stockholms Spårvägar (SS) och Lidingöbanorna (Norra Lidingöbanan och Södra Lidingöbanan) under åren 1944–1952. Som mest fanns 50 motorvagnar och 32 släpvagnar. (Totalt 93 tillverkade.)

Utformning och anskaffning
För trafiken på den nya Ängbybanan mellan Tegelbacken och nuvarande Islandstorget behövdes en ny spårvagnstyp. Eftersom planer på tunnelbana redan fanns för denna sträcka, var en förutsättning att vagnarna då skulle kunna flyttas över till andra linjer. Då de flesta resenärerna antogs åka längre sträckor ansåg man att en vagn med få dörrar, många sittplatser och rörlig konduktör skulle passa bäst. För att få tillräckligt med utrymme ville man ha en vagn med en bredd på minst 2,5 meter, men detta gick inte myndigheterna med på. Vagnarna fick en bredd på 2,4 meter och blev därför något trånga.  Då man hade goda erfarenheter av vagnar med mittplattform och en salong på vardera sidan i äldre släpvagnar valde man denna utformning även för de nya vagnarna och motsittning eftersom de skulle utföras som tvåriktningsvagnar. Tidigare hade man använt motorvagnar med ett eller två tillkopplade släp alltefter behov. Nu ville man kunna ha två motorvagnar i samma tåg och de försågs därför med utrustning för att multipelköra den bakre motorvagnen från den främre. Ett normalt tåg skulle bestå av två motorvagnar med en släpvagn emellan. Motorvagnarna hade förarhytt i båda ändarna medan släpvagnen saknade hytt. Bland den utrustning som vagnarna försågs med kan nämnas gummifjädrade hjul (SAB-hjul), automatiska koppel, tryckluftsmanövrerade dörrar, högtalare för hållplatsutrop, hastighetsmätare och eldrivna vindrutetorkare.
56 vagnar beställdes, varav 34 var motorvagnar. Sex av motorvagnarna och sex av släpvagnarna skulle levereras av Hägglund & Söner i Örnsköldsvik, medan resten beställdes från ASEA i samarbete med ASJ. På grund av materialbrist under kriget blev leveranserna försenade och i juli 1944 anlände de första vagnarna. ASEA-vagnarna betecknades A24A 366-393 och B24A 630-639, 646-651, medan Hägglundsvagnarna, A24H och B24H, fick nummer 394-399 och 640-645. 1949 ändrades beteckningarna A24A/B24A till A24/B24 och A24H/B24H till A23/B23.

Även till Lidingö
De båda Lidingöbanorna (Norra Lidingöbanan och Södra Lidingöbanan) som trafikerades med vagnar från 1910-talet var i behov av ny materiel i slutet av 30-talet. Förslag till utformning av en ny vagntyp fanns, men utförandet påverkades dock av SS planer på en eventuell nedläggning. Det var osäkert om sträckan på SS:s nät till Humlegården skulle vara kvar eller om Ropsten skulle bli ny slutstation. För norra banan fanns det planer på nedläggning och busstrafik som ersättning. Krigsutbrottet 1939 påverkade dock nedläggningsplanerna och man behövde rusta de gamla vagnarna för att de skulle fungera ett tag till. 1942 lämnade dock ASEA offert på nya vagnar i stället för ombyggnad av de gamla. De nya vagnarna skulle vara av samma typ som de vagnar som skulle levereras till Ängbybanan.
Norra banan (LiB) beställde 1943-46 sju motorvagnar (nr 6 - 12) och fyra släpvagnar med förarhytt, manövervagnar, (nr 24 – 27). Södra banan (SSLidJ) beställde nio motorvagnar (nr 11 - 19) och fem manövervagnar (nr 27 – 31). Leverans skedde 1945-49. Färgsättningen avvek från SS:s blåvita, då man valde en rödbrun nyans kallad "mörk venetianskt röd".
Vid en omfattande brand i SSLidJ:s vagnhall i september 1949 totalförstördes fem motorvagnar och sex manövervagnar (varav två från LiB). Nya vagnar beställdes som ersättning för dessa för leverans under 1951-52. Därtill levererades ytterligare en manövervagn till LiB. (SSLidJ 14 - 16, 20 och 21 samt 28, 29, 32 och 33. LiB 34 – 36). Från SS köpte LiB och SSLidJ 1955-63 åtta motorvagnar (fick nummer 42 - 49) och tre manövervagnar (37 - 39).

Användande
Efter några omkonstruktioner under den första trafiktiden fungerade vagnarna bra. I och med ombyggnationerna för tunnelbanan flyttades Ängbyvagnarna över till Enskedehallen och fick nya trafikuppgifter på linje 8 och 19. 1950 kom de flesta åter till Ängbybanan och gick där till 1952 när både den västra och södra tunnelbanan var klar, och de flyttades till Brännkyrkahallen för trafik på linjerna 14 och 17 till Fruängen. Ett antal började också gå på linje 12 mellan Alvik och Nockeby. Från 1957 fick släpvagnarna förarplats i ena änden liksom på lidingövagnarna. 1964 blev även linjen till Fruängen ombyggd till tunnelbana och vagnbehovet minskade. Hädanefter användes vagntypen endast på linje 12 (Nockebybanan) samt Lidingöbanorna (Norra Lidingöbanan och Södra Lidingöbanan).

Minskat vagnbehov, ombyggnad och avveckling.
De första vagnarna som skrotades var de tolv Hägglundsvagnarna, vilka hade sämre gångegenskaper och i övrigt mindre lyckad konstruktion. Detta skedde 1964. Vid nedläggningen av Norra Lidingöbanan 1971 skrotades, efter misslyckade försäljningsförsök, motorvagnarna 43, 44 och 48, samt manövervagnarna 24, 25, 30, 38 och 39. Ytterligare vagnar skrotades efter kollisioner och andra skador. 1980 hade Nockebybanan 13 A24 och 7 B24. Lidingöbanan hade samma år 17 A24 och 8 B24.
I början av 1980-talet beslutade man att bygga om vagnarna radikalt. Detta eftersom de började bli slitna, och trafiken inte skulle läggas ned som man haft som alternativ. Nockebybanan fick ombyggda vagnar först. I stort sett allt i vagnarna byttes ut. Det som behölls, förutom boggier och vagnkorg, var i stort sett endast omformare, kompressormotor samt några kontaktorer och ventiler. Den gamla manöverveven i förarhytten ersattes med en körspak och ett elektroniskt uppkopplingssystem från AEG med en kamvals under vagnen och automatkopplen byttes mot manuella koppel (Albertkoppel) och separata kablar för överföring av signaler och kraft till manövervagnen. Nockebyvagnarna hade haft dörröppning från förarplats sedan 1971. Detta infördes också på Lidingö. När Nockebybanan 1988 fått alla sina 10 A30 och 7 B30, som de ombyggda vagnarna kallades, fick Lidingöbanan fram till 1994 14 A30B och 6 B30B. Motorvagnarna numrerades 301-324 och manövervagnarna 601-613.
I juni 2009 ersattes de sista av Nockebybanans ängbyvagnar med samma vagntyp som trafikerar Tvärbanan, A32. En vagn, nummer 605, hade tidigare flyttats till Lidingöbanan som ersättning för en som skadats i en brand 1998.
De 20 vagnarna på Lidingöbanan gick i trafik till och med 20 juni 2013, då banan stängdes av för ombyggnad, därefter skrotades de hos Stena Metall i Järfälla.

Museivagnar
Två Lidingövagnar, A24 16 och B24 34, är bevarade vid museispårvägen i Malmköping. Dessa har den rödbruna färgen från Lidingövarianten. Därtill finns även A24B 17 och 42, samt A24C 373. Dessa var de sista, ej till A30, ombyggda vagnarna på Lidingöbanan. 42 står på Stockholms Spårvägsmuseum. 17 står på Lidingö och 373 i Malmköping, vilka båda även har använts på Djurgårdslinjen. Av de till A30/B30-ombyggda vagnarna finns 302 och 604 också i Malmköping. A30 304 är ännu kvar som tjänstefordon på Nockebybanan/Tvärbanan.

Tryckta källor
Stockholm på spåret, Thomas Lange (red), 1998
Södra Lidingöbanan, Carl-Henrik Ankarberg, 1986
Norra Lidingöbanan – Tåget till trädgårdsstaden, Petrus J. Sarmento, 2009
Norra Lidingöbanan 60 år, Folke Brundin, 1967

Externa länkar
Vagn 17 hos Spårvägssällskapet
Vagn 42 hos Spårvägssällskapet
Vagn 373 hos Spårvägssällskapet
Vagn 16 hos Spårvägssällskapet
Vagn 34 hos Spårvägssällskapet
Vagn 302 hos Spårvägssällskapet
Vagn 604 hos Spårvägssällskapet

Se även
Svenska Spårvägssällskapet

Stockholmsspårvagnar
Spårvagnstrafik i Stockholm

redpajama_set_name: RedPajamaWikipedia


text:
The Only Book on the Brooklyn Bridge You Need to Read
By Anya Yurchyshyn
The Brooklyn Bridge turned 125 years old on May 24th, which means it's time for you to read The Great Bridge: The Epic story of the Building of the Brooklyn Bridge, if you haven't already. It's kinda The Power Broker lite, though it still clocks in at over five hundred pages. (But you will feel almost as accomplished and nerdy for reading it.) It's easily the best book on the Brooklyn Bridge and ultimately one of the best books on New York City history. Beyond exhaustively chronicling the political and social events over the fourteen years it took to build the bridge, it's a fascinating portrait of that period in American life and our hopes for our future.
A great book to read before or after The Great Bridge, or regardless, is Low Life: Lures and Snares of Old New York. It's another classic work of New York non-fiction. It spans a longer time period but includes the same years, and goes into lurid detail about the lives of New York's underclass in The Lower East Side. (If you liked the movie The Gangs of New York, you'll love, etc.) It covers the filth, the sex, the violence and the struggle, and shows you that New York in the 1970's really had nothing on New York in the 1870's. It's funny and scary and the language has as much charm and muscle as the gangsters is covers.
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