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Our Clients Say...

THANK YOU. As always, you are a treasure-trove of help and information. I really appreciate WFC so much!

Mary Kalifon, Cedars Sinai Medical Center

“WFC Resources consulting services taught us that work-life is a business issue and helped us learn us how to deal with it as a business issue.”

Mike Chapin, Workforce Diversity Consultant,
Xcel Energy

“I've been getting good feedback. Both employees and managers are finding the training informative, helpful and fun. Just what I'd hoped for!”

Nancy Montgomery, Memorial Sloan Kettering Cancer Center

"Such incredible information! Monumental, truly." Dr. Sandra Burud, FlexPaths

"What a wonderful resource you are for us . . . thank you for the great info. We are just starting to establish our process and we will keep you informed. We really appreciate your expertise." Peggy Rivedal, Manager of Health Services, Mutual of Omaha

"WFC Resources proved themselves invaluable from the first time I used their services. Within seconds I was finding exactly the types of articles I
needed . . . their database saved me what would have been many hours trying to locate the data I needed from other sources." Carla Moquin
President, Parenting in the Workplace Institute

Gallup Study: Feeling Good Matters in the Workplace
January 12, 2010
Supervisors play a key role in worker well-being and engagement, reports the Gallup Management Journal's latest national study. Happy employees are better equipped to handle workplace relationships, stress, and change. Companies that understand this, and help employees improve their well-being, can boost their productivity. Gallup researchers examined employee responses to see which factors differed most strongly among engaged employees (27% of respondents) and those who were not engaged (59%) or actively disengaged (14%). When respondents were asked to respond to the statement "My supervisor focuses on my strengths or positive characteristics," 77% of engaged workers strongly agreed. Just 23% of not-engaged and a scant 4% of actively disengaged workers strongly agreed that their supervisor focused on their strengths or positive characteristics. Interestingly, not one engaged worker disagreed with this statement; 86% of engaged employees said their interactions with coworkers were always positive or mostly positive and 72% of not-engaged workers characterized these interactions as always or mostly positive, compared to just 45% of actively disengaged workers. These findings indicate that a positive relationship with the supervisor has an important effect on engagement and that people with higher levels of job engagement enjoy substantially more positive interactions with their coworkers than do their less engaged counterparts.