Three Things Employees Need

Posted on March 6th, by Judith Lindenberger in Business and Workplace. 9 comments

Three things needed for a long term relationship are commitment, caring and communication. Just as partners in a successful marriage, who are committed to one another, understand the benefits they receive from one another, employees and employers require the same. Employees need to achieve results and employers to provide stability.

Caring is not a word used often in employment agreements but love has a place in the corporate world. The best employers treat their employees well by providing competitive salaries and benefits, training supervisors to manage effectively, giving employees the tools that they need to do their jobs, and, most important, letting employees know how they are doing. Employees show that love back by being passionate about quality and loyal to the companies for whom they work.

And then there is communication. In order to sustain a long term and healthy relationship with employees, smart companies provide job descriptions, mission statements, vision, goals, and frequent performance feedback. And smart employees, who understand where the company is headed and what they need to do, offer innovation.

Just like a successful marriage takes work, the relationship between employers and employees requires the same commitment, caring and communication, not just offered once, but provided continuously over the long term.

 

Photo credit

About the author: Judy Lindenberger is the President of The Lindenberger Group, an award-winning human resources consulting firm, located near Princeton, NJ. They are experts in career coaching, customized training workshops, online training programs, mentoring, 360-degree assessment and feedback, HR audits, employee handbooks, and more. Learn more about them at www.lindenbergergroup.com.


Desperate Times Call for Not-So-Desperate Measures

Posted on August 29th, by Judith Lindenberger in Career Advice. 2 comments

During a recent career coaching session with a client, I realized that much of the advice that he had been given was, in my humble opinion, not so very good. In fact, the advice was desperately bad.

 

For instance, my client said that a friend told him that he should not wear a suit to an interview because it would make him look desperate. The word desperate came up a few more times. The same friend told my client that you should never admit that you have been laid off from your job, even if is true, because that would make you seem desperate. And last, my client asked if reaching out to prospective employers, without seeing a job posting, would make him look desperate.

 

My advice about the suit. If you own a good suit, wear it to an interview. Dress up. Polish your shoes. Trim your facial hair. Be clean and neat. You want to make a good impression. Dressing well helps make desperately good first impressions.

 

My advice about admitting that you were laid off from your job. Tell the truth. There is no shame in having been laid off. The vast majority of Americans know at least one person (a friend, relative, neighbor) whose job has been eliminated. Explain that your job was eliminated, stay positive about your former employer, and move on to explaining why you are interested in their job opening. Doing so will make you seem desperately honest and focused.

 

And last, my advice about reaching out to prospective employers. Do it! It shows initiative and drive not desperation, in my book.

 

I am curious. Do you agree or disagree with my advice? And what crazy career advice have you heard and disagreed with?

 

About the author: Judy Lindenberger is the President of The Lindenberger Group, an award-winning human resources consulting firm, located near Princeton, NJ. They are experts in career coaching, customized training workshops, online training programs, mentoring, 360-degree assessment and feedback, HR audits, employee handbooks, and more. Learn more about them at www.lindenbergergroup.com.

 

Photo credit: iStockphoto


Workplace Bullying: A New Trend or an Old Problem Gaining New Attention?

Posted on April 18th, by Judith Lindenberger in Business and Workplace. Comments Off

“”My relationship with the office bully is strained and unproductive. Whenever we interact I get a knot in my stomach.”

If you have experienced something similar, you’re not alone. In 2013, The Workplace Bullying Institute (WBI) reported that “35% of the US workforce has experienced workplace bullying” (http://www.workplacebullying.org/individuals/problem/being-bullied/).

Bullies yell, spread rumors, roll their eyes or “forget” to invite you to meetings. According to WBI, workplace bullying is “repeated, health-harming mistreatment of one or more persons, by one or more perpetrators in the form of verbal abuse, offensive conduct/behavior and work interference.”

Rakesh Malhotra, founder of Five Global Values, writes “most bullies portray themselves … as polite and respectful, as they are charming in public …” Gretchen, from the movie, Mean Girls, says: “I’m sorry that people are so jealous of me … but I can’t help it that I’m popular.” Bullies often see themselves as the victim and don’t get or care how they make others feel. Says one bully, “The biggest problem I have at work is that I don’t get respect from others.”

When bullies run amok in the workplace, they can cause emotional and psychological turmoil. Dr. Gary Namie, who is leading a campaign to enact the Healthy Workplace Bill, which requires employers to implement policies and procedures to prevent workplace bullying, says victims can have “hypertension, auto-immune disorders, depression, anxiety and … have their work and career disrupted.” One victim reports, “I did not go to the satellite office for months because I did not want to see the bully.”

To learn more about workplace bullying, The Lindenberger Group, a New Jersey-based, award-winning human resources firm, conducted written surveys and interviews in 2012. 121 people participated, from age 20 – 65, from companies with 50 – 5,000 + employees, and from a variety of industries.

Over 80% of respondents believe that bullying is a serious problem but fewer than 25% of companies do anything about it.

Bullying includes swearing, shouting, humiliation, and unwarranted criticism and blame. One victim reports, “I had to make a bank deposit so I left the office and locked the door. When the bully could not get in, she called me, screamed, and threatened to have me fired. The next day another employee showed her the office key on her key chain. She never apologized. Her response was just ‘Oh, silly me.’”

In o

ur study, over 50% witnessed or were victims of bullying in their current workplace (60% at a previous company).

Over 95% of victims report increased stress and 90% report lower job satisfaction. Other effects include health complaints (65.4%) and lower productivity (57.9%).

Men are bullies more often (55%) and women are victims most of the time (77.1%). Most victims (59.3%) and bullies (68.6%) are ages 41 – 60 which leads to an interesting question … will Millennials (born 1977 – 1992), reputed to “play well with others”, be less prone to bully?

Another finding is that most bullies (77.6%) are at a level above the victim. In the movie, The Devil Wears Prada, Andy says about her boss, “She’s not happy unless everyone around her is panicked, nauseous or suicidal.”

The majority (78.2%) state that no actions were taken to correct bullying. However, when action is taken, coaching is the preferred strategy (50%) followed by termination (38.9%).

Most believe that bullies have psychological issues (88.1%) while others see bullying as career-driven: to weed out competition (60.3%) or get ahead (52.4%). One victim states, “Our office bully needs to listen and manage her temper. She needs to stop throwing people under the bus.”

80% favor laws to prevent workplace bullying but believe that laws have not been passed because employers worry about lawsuits (63%) or don’t understand differences between bullying and harassment (59.7%). Bullying can be directed at anyone regardless of race, religion, nationality, gender, age, disability or skin color. Harassment is treating someone differently because of those differences.

Over 90% think that discipline is the best course of action, 88.8% favor policies, 86.4% want to know how to report bullying, and 84.8% favor training. Says one executive, “It’s important to take complaints seriously and handle things quickly.”

The course of action for human resource professionals is clear: develop policies, provide training, let employees know how to report bullying, offer coaching, and create exit strategies. The course of action for managers is also clear – take complaints seriously and follow through with disciplinary action. Leaders must create a culture to prevent workplace bullying. And if that doesn’t happen, remember Ralphie from A Christmas Story? His best line in the movie?  “Say Uncle. Say it!”

About the authors: By Judy Lindenberger and Travis Johnson. The Lindenberger Group is an award-winning human resources consulting firm located near Princeton, New Jersey with experience in developing policies, conducting training and providing coaching on all types of workplace issues, including bullying. You can learn more about The Lindenberger Group at www.lindenbergergroup.com.

zp8497586rq

{Random Encounters} Fate, Preparation or Luck?

Posted on April 11th, by Judith Lindenberger in Women of HR Series: Random Encounters. 2 comments

I read through the posts on random encounters and was reminded of two random encounters I have had in my life – one which I had prepared for and one which I had not – but both of which changed my life for the better.

When I was in my twenties, and broke up with my college boyfriend, I wrote a list of the things I wanted in a man. Tall, funny, family minded and a great kisser were among my top ten. Shortly after writing my list, I met my future husband randomly. In meeting and talking with him, I quickly realized that he had many of the things on my list (tall and funny for two) and looking back, I think I used my HR skills to “interview” him on some of my other “must haves” like being family minded and political views. My preparation helped me realize the potential in a random encounter and we recently celebrated thirty years of marriage.

The second random encounter I did not prepare for but it was a situation that I took full advantage of. I had been working in HR for a Fortune 500 company in Kentucky and my husband was transferred to New Jersey. I decided to take some time off and do some volunteer work while I tried to figure out what I would do next. I found a nonprofit organization that I wanted to learn more about, sent them a letter along with my resume, and offered to do volunteer work in whatever capacity they needed.

I received a call from the Founder who asked me to come in and talk with her. I went to the meeting and after many questions about my background, skills, and how I would handle certain situations at the organization, she asked me about salary. Only then, did I realize that this was a job interview.

I explained that I had sent a letter offering to volunteer, she pulled out my letter and reread it in amazement, and then handed me a job description for an Interim Director. Long story short, I quickly changed gears and got the job. This was a life-changing experience at which I become good friends with three incredible women and which was the exact right stopping place for me to be in before starting my own business.

Random encounter or fate? Opportunity meets preparation or luck? What do you think?

About the author: Judy Lindenberger is the President of The Lindenberger Group, an award-winning human resources consulting firm, located near Princeton, NJ. They are experts in career coaching, customized training workshops, online training programs, mentoring, 360-degree assessment and feedback, HR audits, employee handbooks, and more. Learn more about them at www.lindenbergergroup.com.

Photo credit iStockphoto.com


Leadership Agility and the Presidential Candidates

Posted on November 6th, by Judith Lindenberger in Leadership. Comments Off

This month I attended a presentation conducted by Bill Joiner, co-author of Leadership Agility. Joiner conducted a five-year research project in which he interviewed over 500 leaders about leadership.

According to Joiner, leaders define agile leadership as “flexibility with purpose” and report what agile leaders do differently when confronted with a challenge – they focus, step back, gain a deeper, broader view, reengage and take action.

Using data from his study, Joiner broke leadership agility into several categories including;

  • Expert – at which 45% of leaders operate
  • Achiever -  at which 35% of leaders operate
  • Catalyst – at which just 5 –10% of leaders operate

Experts are respected because of their authority, take a tactical focus, micro manage and have a low tolerance for conflict.  Achievers motivate others by making work challenging and satisfying, have an outcome-based focus, seek stakeholder buy-in, and have a moderate tolerance for conflict. Catalysts articulate an inspiring vision and empower others to make it a re

ality, develop organizational capacity to meet strategic challenges, create highly participative, empowered teams that lead change together, and have a greater tolerance for conflict.

As I listened to the presentation, I kept thinking about the current presidential candidates and how I would characterize their leadership styles according to this model. I went up to Joiner after the presentation and asked him my question. His analysis was what I had come up with.

What about you? How would you characterize the current presidential candidates based on this leadership model? Is one or the other an Expert? What about Achiever? Does either presidential candidate operate as a Catalyst? And how does understanding their leadership style affect your vote?

Photo credit: iStockphoto

About the author: Judy Lindenberger is the President of The Lindenberger Group, an award-winning human resources consulting firm, located near Princeton, NJ. They are experts in career coaching, customized training workshops, online training programs, mentoring, 360-degree assessment and feedback, HR audits, employee handbooks, and more. Learn more about them at www.lindenbergergroup.com.

zp8497586rq

Don’t Put Up With Workplace Bullying

Posted on July 19th, by Judith Lindenberger in Business and Workplace. 5 comments

Workplace bullying, just like childhood bullying, is when individuals or groups intentionally humiliate another person. At school, the victim is another student. At work, it is another employee.

A 2006 study of workplace bullying* identified the following behaviors as bullying:

  • Threat to professional status: an unwarranted or invalid criticism and blame without factual justification.
  • Threat to personal standing: being sworn at, shouted out, or humiliated.
  • Isolation: preventing access to opportunities, withholding necessary information, or using silent treatment to “ice out” and separate the victim from others.
  • Overwork: being given unrealistic work deadlines.
  • Destabilization: failure to acknowledge good work, allocation of meaningless tasks, setting the target up to fail.

In 2012, the Workplace Bullying Institute conducted a survey about the prevalence of bullying in the workplace. Fifty-eight percent of respondents reported being bullied currently, 39% reported having been bullied in the past, and 3% reported having witnessed workplace bullying. Most perpetrators (63%) and victims (79%) were women. Women bullies torment women in 89% of cases; men bully women in 63% of cases. Most of the bullies (75%) are bosses; 18% are coworkers or peers, and 7% are subordinates.

Women bullies tend to use subtle tactics like giving the victim the silent treatment or encouraging colleagues to turn against the victim. Men bullies tend to use more obvious tactics like ridiculing or yelling at a victim publicly.

The effect of bullying can range from lower job satisfaction and health complaints to suicide. Stress is the most predominant health effect associated with bullying in the workplace and can result in an increase in the use of sick days or time off from work. Workplace bullying is expensive. Author Robert Sutton reports that one company estimated annual losses of $160,000 from handling problems caused by one salesman’s bullying behaviors.

In addition to health, morale and productivity expenses, workplace bullying can cost a company in legal fees and settlements. Here are a few examples.

  • Former Asheville Citizen-Times editor, Susan Ihne, settled a $15 million dollar wrongful termination lawsuit against newspaper publisher, Randy Hammer, and the newspaper’s parent company, Ganette Co. Ihne claimed that Hammer yelled and raised his voice at her, belittled and degraded her on the job, and “misused his power in a calculated effort to destroy her self-confidence and get her to resign from her job.”
  • Two employees in Texas were awarded $250,000 in damages after a supervisor continually yelled at them, put his head down and “charged at them like a bull,” and made one employee wear a sign that said “I quit.”
  • Dr. Daniel Raess, an Indiana heart surgeon, yelled at perfusionist, Joseph Doescher (a perfusionist operates a heart/lung machine during surgery) following an operation, saying he was “history” and charged at him with a clenched fist. Doescher brought suit against Raess for assault, intentional infliction of emotional distress and intentional interference with his employment relationship. The jury returned a verdict for the plaintiff for $325,000.

The most awful effect of bullying is suicide or death. An article on bullying published in the Journal of Vascular Surgery cited an example of a surgeon bullying a new anesthesiologist. “After the tumor had been removed, the surgeon slipped into his disruptive pattern and verbally abused the anesthesiologist so aggressively that, in her distraction, she neglected to turn off the nitroprusside drip. The patient died.”

What can you do if you are being bullied at work? Assert your right to be treated respectfully, keep a diary (dates, times, places, what was said or done), have a witness with you during meetings with the bully, report the behavior to your supervisor and Human Resources and don’t retaliate.

Employers can create a zero tolerance anti-bullying policy, provide training, encourage prompt reporting, and respond immediately to complaints.

The benefits of addressing workplace bullying include improved staff satisfaction and retention, enhanced reputation for the organization, increased productivity and reduced liability exposure and risk management. Why put up with workplace bullying?

I’m curious … what experiences have you had regarding workplace bullying and what have you done about it?

Photo credit: Bullybusters

* Reference: F. A. Moayed, N. Daraiseh, R. Shell, and S. Salem, “Workplace bullying: a systematic review of risk factors and outcomes,” Theoretical Issues in Ergonomics Science, vol. 7, pp. 311–327, 2006

About the author: Judy Lindenberger is the President of The Lindenberger Group, an award-winning human resources consulting firm, located near Princeton, NJ. They are experts in career coaching, customized training workshops, online training programs, mentoring, 360-degree assessment and feedback, HR audits, employee handbooks, and more. Learn more about them at www.lindenbergergroup.com.

zp8497586rq

Stop and Breathe

Posted on April 3rd, by Judith Lindenberger in Wellness and Balance. 4 comments

When my younger daughter went away to school this year, and my husband and I were “empty nesters” for the first time in over 20 years, I decided that I wanted to take up quilting.

Two of my good friends are quilters and they often talked about how much they enjoyed it.

I took my first quilting class in November and made a quilt for my youngest. Then in December, I made a quilt for my eldest. In January I made a quilt for my niece and in February I made a quilt for my sister-in-law. I have two more quilts planned to do next. You could say that I am addicted!

What I love about quilting is that it gives me a chance to sit at the sewing machine and just concentrate on sewing a straight line. Doing this work clears my mind.

I also love the creative part of quilting when I am in the fabric store choosing fabrics.  Then, although my mind is whirring with what will go with what, I don’t think about anything else.

When I was younger I was a runner and I loved the times when all thoughts would disappear from my mind and the only things I concentrated on were my breathing and my feet hitting the ground.

I have been swamped with work lately and quilting in my spare time has been a joy and a needed distraction. I am curious, what do you do to stop thinking and just be?

Photo credit iStockphoto


Common Sense Interviewing

Posted on November 25th, by Judith Lindenberger in Business and Workplace. 1 Comment

As the former Manager of Staffing for a Fortune 500 company and a career coach, I have counseled thousands of people about how to ace a job interview. Here’s some advice for preparing for the interview and for responding to typical  interview questions.

Do your homework. Learn about the job, the company and the person interviewing you. Be prepared to intelligently answer the question, “What do you know about our company?” Study what the company does, the number of people it employs, how long it has been in business, its mission statement, and where the company is headed. The Internet and LinkedIn are great places to do research. Determine, ahead of time, the highest salary you believe you should make and back it up with what you bring to the table and market data from websites like Salary.com. Also, determine the lowest salary you are willing to take.

Bring your best self. I have given many training workshops to hiring managers about how to interview job candidates. The complaints I hear most are that job candidates arrive late, answer their cell phones during interviews, chew gum, and, the number one complaint, that job candidates look sloppy. Make sure that you look professional and put together.

Identify job skills. Decide what job skills are most important for the job. Then, come up with S.O.A.R. stories to show that you what it takes for each key job skill. S.O.A.R. stands for Situation, Obstacles, Actions and Results. For example, if time management is an important skill for the job, be prepared to tell about a Situation you had in which you had to manage your time well, the Obstacles you needed to overcome, the Actions you took, and the Results you obtained. In my experience, people often forget to tell about the results … remember to do that.

Have answers ready for typical interview questions.

  • “Tell me about yourself.” This is not an invitation to talk about your childhood, your family or your hobbies. Instead, it’s a chance for you to describe what you can offer the company. Focus on your key accomplishments at previous jobs, the strengths demonstrated by those accomplishments, how these relate to the job for which you’re applying and why you are the perfect candidate.
  • “Why did you leave your last job?” Here are some pointers for answering this question, depending on your circumstances:

If you were fired, be honest, but quick about explaining it. Don’t say anything derogatory; rather, explain what you learned from the experience and how it makes you an even stronger employee today. Never lie. When the interviewer calls your references, he or she may learn that you were fired.

If you were laid off, don’t apologize or act defeated. Simply say something like: “Because of the economy, the company decided to eliminate several departments, including mine.”

If you quit, be honest and positive. You might explain that your previous job wasn’t challenging, that you are seeking higher levels of responsibility or that you are ready to make the next step on your career ladder – and that the job for which you are interviewing is the ideal next step.

  • “What’s your biggest weakness?” The “weakness” question is popular because interviewers want to know how you tackle challenges. Pick a weakness that is real and work-related and discuss what you have done to overcome it. For example, “I used to have a hard time staying organized. Now, I carry a schedule book everywhere and use my Blackberry to keep me on track.” Don’t pick a weakness that will torpedo your chances such as “I have a hard time getting to work on time.” (No kidding, when I worked as a Staffing Manager, I heard that one way too many times.)
  • “You seem overqualified.” Point out that your traits and skills match the job requirements. If you plan to be with the company for a while, you could offer to sign a contract to stay for a certain period of time.

End Strong. Be prepared for the final question, “Do you have any questions for me?”  You could ask a few questions like, “What do you like best about this company?” or “What is the next step in the interview process?” Don’t ask about salary, vacation days or benefits until you have an offer. Send a thank you letter or email, within 24 hours. Thank each person you interviewed with for the time they spent with you, restate your interest in the job, and restate what you can do for them.

If you accept an offer, find out how much notice you need to give your current employer before letting your future employer know when you can start.

To recap, common sense interviewing means thinking ahead and being yourself. What common sense tips do you have to share?


The Unwritten Rules of Career Success

Posted on September 23rd, by Judith Lindenberger in Networks, Mentors and Career. 4 comments

Last week, I taught a half dozen workshops for a client on how to succeed at work. In doing research, I came across a survey entitled “Unwritten Rules: What You Don’t Know Can Hurt Your Career.”

According to the authors, Laura Sabattini and Sarah Dinolfo:

“Building professional relationships, whether through networks and affinity groups or with mentors, supervisors, and other individuals who can share knowledge emerged as particularly important. Effective communication and defining career goals were also deemed important to success. Respondents sometimes learned about important career rules by trial and error or simple observations, but many were proactive in asking colleagues and supervisors for information to understand how things work in their organization. Respondents also said that they wished they had known that ‘just’ working hard is not enough to succeed or that they had been more aware of organizational politics and about the advantages of self-promotion.”

I asked the audience to brainstorm who in their organizations they think are highly successful, to say why they are successful, and to give examples of what these stars do and the skills they have. Not surprisingly, the skills they came up with were in line with what the survey said.

According to participants, successful people network with others, plan to exceed expectations, do what they say they will do and take initiative. In addition, my client, a nonprofit organization, said that successful people in their organization are passionate about what they do.

In collaboration with the leaders of the organization, I designed a checklist of skills that are keys to success and grouped the skills under 4 categories; 2 categories were technical skills unique to this organization and the other 2 categories, professional development and professionalism, were more generic.

When the participants complete a self assessment on the checklist, the same 3 skills came up in every group as areas to work on. The 3 skills fell under the category, professional development: seek feedback from a variety of sources, accept constructive criticism in a constructive manner and  implement and evaluate the impact of new professional ideas at work. We then spent some time brainstorming how they could develop or strengthen these skills.

The professional development skills I taught are not unique to my client. According to Michael M. Lombardo and Robert W. Eichinger, authors of For Your Improvement, career stallers and stoppers include Blocked Personal Learner (doesn’t seek input and uses few learning tactics) and Defensiveness (is not open to criticism).

I am curious. What are the top professional development skills you need to work on? What is stopping you from taking these on or what is driving you to do so? And, what cool things are you doing to develop these skills in yourself?

Photo credit iStockphoto.com


What’s Next for Human Resources Professionals?

Posted on July 18th, by Judith Lindenberger in Business and Workplace. 12 comments

I have been working in Human Resources for many years and like to think about trends that I see. From these trends, I have developed some predictions about the future of the work of human resources.

My predictions center on Millenials in the workplace, length of training sessions, social networking, compensation and benefits reviews, bullying in the workplace, public image and workplace trust and connection.

Millenials Force Positive Changes

Many of my clients struggle with integrating the Millennials into the workplace. Based on a survey I conducted of Millennials and their managers, I predict that Millennials impact the workplace by valuing results over face time, seeking input from many voices in decision making and increasing the use of mentoring and coaching. These changes will increase morale and accelerate leadership development. For human resource professionals, this means we will need to coach leaders on new ways to assess performance, make decisions and grow talent.

Training Becomes Razor Focused

Because we all have limited time and attention, all day training classes will be replaced with short, customized training segments. I am seeing this more and more as my clients ask for shorter training sessions. We need to focus on practical, real life training that gives participants tips and strategies they can use right away. Personally, I love this. It makes me think harder about what to keep and what to delete from my training programs and how to create impact in shorter amounts of time and for human resource professionals, it means the same.

Social Networking Goes Mainstream

Social networking will be widely used to recruit employees and find jobs.  In this past year, I have provided career outplacement training and coaching for many organizations. I have found that I spend much more time this year, than I did even last year, explaining how to create a killer LinkedIn profile. I predict this trend will continue and that means job seekers and recruiters will need to bone up social media tool and increase their social marketing IQ.

Costs Decrease and Retention Increases

Organizations will conduct compensation and benefits reviews to reduce overall health care costs and retain high performers. Much of my consulting work this year has been helping organizations review compensation and benefits plans. As a citizen of the State of New Jersey, I watched the Governor reduce public workers’ pensions and health care benefits in record speed. As a board member of the YWCA Trenton, I helped conduct an internal and external review of their compensation and benefit plans to save money and retain talent.

Bullies, Bullies Everywhere

Information about bullying in the workplace will be included in training on workplace harassment. Several years ago, two employees in Texas were awarded $250,000 in damages after a supervisor continually yelled at them, put his head down and “charged at them like a bull,” and made an employee wear a sign that said “I quit.” Because of cases like this, I include information about bullying in the sexual and workplace harassment courses I teach and predict this will be the norm for many organizations.

Clean and Green Is the Goal

Because news today can travel instantaneously, there will be increased pressure to reduce risk and maintain a good public image. Many companies are developing social media policies to control what employees say about them. Companies are also proactively building their images by contributing to charitable organizations and instituting “green” technologies. The added bonus? This attracts Millennial workers who want to work for organizations that help the world and the environment.  

Trust Goes Center Stage

Downsizing has caused leaders to need to work to instill trust and connection with their employees. But many companies don’t know how to do this which will create a strategic opportunity for human resource professionals.

**************************

What trends have you noticed? What do you think will be the work of human resources in the near future? Do you agree with my predictions? What are your predictions?

I would love to hear your thoughts. Comment and let me know.

Photo credit iStockphoto