Category: Business and Workplace
With the qualified talent pool shrinking across the globe, the pressure on businesses to retain talent grows. In hopes of retention, companies across most industries are accommodating for generation X and Y’s desires by building a flexible, fun, informal environment that includes summer Fridays, remote work days, casual attire, and more. Start-ups are going to great lengths to mimic the Google and Facebook environments that attract and retain talent across the globe. I benefit from, and am a proponent of these environments. Some companies, however, particularly start-ups, must be mindful of, and guard against allowing informality to result in a lack of accountability, misalignment, and ambiguity. Now more than ever, it is critical to keep talent aligned with a clear company mission and hold them accountable. The flexible, fun, informal environment can only keep talent interested for so long. There must be something deeper for talent to identify with.
Talent must first identify with a company’s mission and core values. It is critical that veterans of the organization all understand, communicate, and embody the same message. Remember, Millennials look for guidance from those above them and as we know, businesses are constantly evolving to remain competitive. It is imperative that managers and executives keep these messages consistent. We cannot expect talent to feel secure and have the desire to commit to an environment that has a mission that continually changes, or a list of core values that is adhered to only when convenient.
Secondly, there must be a “fit to role.” When talking about a fit to role, most people will identify with qualified talent fitting the role; however, the fit to role actually starts with the role being appropriate for the department, division and company. Does the role benefit the company, and can it be successful within the current confines of the environment? With the ever-changing business environment, talent acquisition should ensure that an assessment of true business needs occurs or has occurred with each and every job requisition. It would be extremely challenging, if not impossible, for someone to remain engaged in a role that doesn’t make sense for the organization and is not aligned with its mission.
After identifying the appropriate role for the company, the appropriate candidate should be determined for the role. Many companies focus on the technical skills of the candidate and hope for a plug and play that will ensure the business doesn’t miss a beat. However, hiring managers cannot omit the importance of assuring alignment and engagement with the role by determining what the potential hire enjoys, doesn’t enjoy, and what drives her to achieve. This can be accomplished through conducting a personal assessment (such as the Harrison Assessment), as well as through technical assessments that assess her technical skill sets for the role.
Hiring the candidate is just the beginning of ensuring engagement and alignment exists throughout the talent’s tenure. There must be a clear relationship among the talent’s job description, career path and development. As soon as talent does not have clarity and understanding around their job descriptions and career paths, one can expect highly desired talent will begin their search for the next step in their career elsewhere. Generation X and Y have had information at their fingertips that allows them to learn; however, simply learning is not enough. It must have a purpose. Aligning short-term, tangible goals to reach the mission at hand will help ensure long-term engagement. Managers should anticipate the need for feedback and the desire to know how this newly acquired knowledge helps talent get from here to there in a career path.
In this fast-paced, ever-changing world, it is more important than ever to keep your talent aligned with your business and working for a greater purpose. Increased retention rates will be accomplished by creating an aligned environment that is buttressed by accountability across the organization. In addition to the fun, flexible environment that is permeating business places across the globe, leadership must establish and maintain a clear path and hold the talent accountable for accomplishing the plan. After all, how can they be recognized for their accomplishments if their objectives aren’t being established and tracked?
Photo credit iStockphoto
About the author: Amanda Papini, Recruiting Director at Response Mine Interactive started her career in recruiting at Medical Staffing Network in 2005, and moved over to a corporate recruiting role at BKV and Response Mine Interactive in 2007, where she built an internal recruiting practice for both companies. Amanda has since staffed over 250 full-time employees within both companies; an average of 50 hires per year. After assisting with RMI and BKV’s growth over the last 5 years, Amanda decided to move over to focus solely on RMI’s talent acquisition and take on a role more dedicated to employee development.
With social media, what you don’t know can seriously hurt your organization. One 2010 survey found that employees estimate spending roughly four hours every day checking multiple email accounts, with up to two hours spent on social media sites like Facebook and Twitter. A 2012 Salary.com survey found that 64 percent of employees visit non-work related websites daily. And don’t think blocking employee access to social media on company networks is the answer; personal smartphones and tablets are ubiquitous, and easily fill the gap.
The rub for today’s organizations is that while social media use at work has definite risks, it also is one of the best ways to empower and engage employees. Increasingly, in our connected 24/7 businesses, the line between work and personal time is blurring. This is especially true for Generation Y employees; as long as they meet deadlines and deliver, these employees don’t feel that it’s particularly useful to distinguish between time spent updating Twitter or engaged in team meetings. Organizations may beg to differ, especially when an offensive or inappropriate blog post or tweet can damage their brand, lower employee morale, and even lead to workplace lawsuits.
Yet, most organizations don’t really know how their employees are using social media, either personally or professionally, let alone what impact it’s having on employees’ overall levels of productivity.
That’s why it’s so important, before you set policy, to know how your managers currently handle social media use at work, as well as how its use by employees is effecting their management. Get at these fundamental issues by asking managers five key questions:
- Have your employees’ use of social media ever triggered a workplace lawsuit or regulatory investigation?
- What impact have your employees’ personal use of social media during work hours had, if any, on their productivity?
- How do you use social media, if at all, to help manage your projects and employees?
- Have you reviewed all applicable federal and state laws governing electronic data content, usage, monitoring, privacy, e-discovery, data encryption, business records and other legal issues in all jurisdictions in which you operate, have employees or serve customers?
- Could you comply with a court-ordered “social media audit”, by producing legally compliant business blog posts, email messages, text messages and other electronically stored information (ESI) within 990 days?
Social media can speed innovation and collaboration, but ONLY if your employees know how to both use it as well as steer clear of its many pitfalls. Start by asking managers these simple questions; they often surface extremely important information that, especially in larger organizations, you may not have been aware of. Finally, remember that for reasons of both confidentiality and fear, getting access to this sort of information is not always easy. It’s therefore important that organizations create mechanisms by which examples of social media use (and abuse!) can be regularly shared with the broader employee base.
Photo credit iStockphoto
About the author: Steve Miranda is Managing Director of Cornell University’s Center for Advanced Human Resource Studies (CAHRS), a leading partnership between industry and academia devoted to the field of global human resource management. He is also a faculty author of the new eCornell certificate program,Social Media in HR: From Policy to Practice. Prior to CAHRS, Miranda was Chief Human Resource and Strategic Planning Officer for the Society for Human Resource Management (SHRM), the world’s largest professional HR association, serving over 260,000 members in over 100 countries.
It happens to all of us in HR at some point in our lives. We find ourselves caught in an awkward position at work and we ask ourselves, “What is the best response here?”
I am talking about situations where compassion is needed, but with extenuating circumstances. You’ve encountered the scenario before. An employee confides something deeply personal:
- A health issue
- A break-up
- An unexpected pregnancy
She is coming to you not really as a friend, but as someone who she thinks can help her. She wants:
- A break
She doesn’t know or understand the awkward position this possibly puts you in. The information she provides may or may not be true. You know that:
- Her supervisor is at his wits end because her performance is so poor
- She was late again three times this week
- The organization doesn’t have a warm and fuzzy culture with flexibility
- There are impending layoffs and her employment is at risk
What are your responsibilities in this situation? How involved should you be? How do you protect company interests while being a human being?
Human resources practitioners are not registered psychologists or social workers. We are not “Mother Theresa”. For most of us, our employers do not want or expect us to be advocates for the downtrodden, but we are expected to be kind, helpful and looking for the win-win. We do not have a magic wand. Therefore suffice to say that there are no clear cut answers about the level of compassion we need to provide in these tough situations, only possible approaches.
Here are some things you can do:
- To the extent possible, help her find professional help. Does your benefit plan offer an EAP? Are there help lines or government services available? Is counseling a covered benefit? Keep abreast of the resources available to a person in need and share them freely. Short lists are better than single resources. Encourage her to make the call. That way, you don’t have to give advice or get overly involved.
- Are there small things you can do? Can she borrow your office for 20 minutes to get her composure or to make a private call? Is there some small token you have that you can give to her to show her that you and the Company care?
- Be clear about what you can and can’t keep confidential and your channel of communication within the organization. For most employees, the role of HR is unclear, which in many cases leads to the risk that an employee won’t come and see us out of fear or mistrust, even when it is prudent that they do so.
- Encourage her to be discrete about whom she confides in about the circumstances. The workplace is full of people who are your frenemies. Your Company has policies regarding fair treatment but you can’t control everything. While it has become commonplace for stars to rise out of their personal meltdowns, it is more difficult for the rest of us to do so. Also a privately-managed issue will likely result in less workplace disruption.
- Be clear about the conundrum created when personal information like this is shared with someone in HR. Ask for clarity on the reasons she came to you and what she expects your involvement to be. Be clear about what you can and can’t do for her.
- With regards to how the personal situation impacts her job, encourage her to speak with her Supervisor and to be open to possible solutions. Offer to open the discussion with the Supervisor if you feel there may be a risk that the Supervisor may not handle the situation in a manner appropriate to the circumstances. If it is possible, try to create clarity about the continuing performance expectations and work through strategies to address them. Try to keep to as much of a third-party approach as possible.
- Get legal advice as needed. There are a myriad of potential challenges that could present themselves if down the line she is terminated. It could be construed that you used the knowledge gained in the circumstances inappropriately with undesirable consequences.
Above all, be genuine. The success of the outcome is in direct relation to your ability to:
- Be compassionate
- Think on your feet
- Keep your head
- See it through
Photo credit iStockphoto
Being a stay at home mom has its perks – you don’t have to get dressed up, you can work out on your own schedule, and you don’t need to have the children’s lunch ready at 7 a.m. However, the most amazing and obvious benefit of being a stay at home mom is the opportunity to intimately know your children and to share all of the milestones of their young lives. No one can truly understand and love a child like their parent. Choosing to stay at home had its financial and career limiting consequences, but it’s a choice that I will never regret.
Being a stay at home mom however does not mean that you must put your brain or skills on hold. Especially in today’s modern world where there are countless ways for you to expand your horizons. And that’s exactly what I did. After driving many, many miles to practices, games, lessons and recitals, making sure that the homework was done and dinner was prepared, I spent countless late nights looking on the computer for ideas to sharpen my skills, and technology is what I came to love.
I am a problem solver. I love when I am given a challenge; know how to fix it, and how to fix it better. It started with setting up my own home wifi network. To most of my friends and co-workers, it’s probably no big deal, but in the stay at home mom arena – I was “big stuff”. Everyone wanted to know, “ how did I know how to do that?” Before I knew it, I was helping my neighbor, her friend, and then their elderly parents. And so began my journey, I became even more motivated to challenge myself. From school sports teams to the theatre department, the needs, as well as the expertise grew. I taught myself HTML, CSS, and how to create a Joomla site.
With each growing project a new skill such as Photoshop and Gimp emerged. I began to get noticed and was offered a position by my local principal in the Career Tech Department. The launching pad was perfect, it allowed me to further develop my skills and opened my eyes to the world of other opportunities out there. With my newly minted resume, an opportunity presented itself. The Global HR consulting firm, Exaserv, was looking for a Product Manager and the job description fit me perfectly. Some of the main requirements were organizational skills and the ability to prioritize, and all those years of being a stay at home mom had definitely helped to hone those skills. Not to mention my developed computer expertise!
It’s been over a year now since I’ve been back in the workforce and I have loved every day of employment. I am constantly learning and growing in my new role and enjoy all the “doors” that are opening for me. Staying at home to raise my children was the best decision I ever made, but taking that time to also sharpen my skills has given me the opportunity to go back to work and grow my career. It’s an experience for which I will forever be grateful.
About the author: Sophia Lidback is Product Manager at Exaserv, where her responsibilities include managing product development, writing and editing technical and functional user manuals and managing customer relations with respect to product implementation. Sophia is a wife and mother of 4.
The other day I happened upon the Fast Company article 12 Trends That Will Rule Products In 2013. The article was focused on consumer goods like phones and washing machines, but you know what? The trends listed made sense in the context of the workplace too and here’s why: your employees are consumers. It’s inevitable that their consumer purchasing behavior will shape their attitudes at work as well.
Here are four trends Fast Company listed that have implications for those of us in the human resources and management functions of our companies. These trends are driving employee expectations; a wise organizational leader pays attention to these inclinations and responds accordingly.
Customer-facing employees are your brain and your backbone. The article states, “The crucial element in any customer experience is still people, no matter how much technology has transformed the landscape.” Do not be seduced by what your company’s latest technology can do. The “gee whiz!” factor gets old fast – for both employees and your organization’s external customers.
Worth is determined by philosophy, not price. Can you say “intense, endless salary negotiations?” The Fast Company authors ask, “How do you determine a product’s intrinsic worth?” They say that rather than focusing on price, focus on alignment in values. Seems like a no-brainer, right? Then why is it that when the “product” is a talented job candidate, we often get mired in “nickel-and-diming” during the negotiation process? Either an employee will bring a talent set and corresponding values alignment, or s/he won’t. Are you willing to pay for that? If not, quit wasting your time and theirs.
Narrative is a delivery vehicle to make information stick. The Heath brothers made this point with Made to Stick many years ago, but it bears repeating, because, some of us still haven’t figured it out. For example, company policies and procedures are D.U.L.L. but they’re important to efficient business operation. Where’s the “story” behind why you must implement the new policy? If there’s no compelling narrative, maybe you don’t need that policy after all.
Human interaction has never been more precious. “Look for places to act more human.” We’re all fatigued with automated everything. Sure, we love the convenience, but sometimes we just crave an interactive experience with a real person. Like the Discover TV ad that features a customer who is surprised when an actual human answers her call, as leaders and HR managers, we must remember to value the power of a conversation.
Everyone is a specialist. The other day a colleague told me that they were consolidating job functions in the sales division; their sales reps would move from selling three lines of very complex business to eight. That’s insanity. The Fast Company article states “trying to be everything to everyone is a losing proposition.” I agree. People love to “show what they know” and that’s pretty tough when they must “know” everything.
Taking a seemingly unrelated topic like consumer behavior and applying it to workplace issues can help offer insights we might otherwise overlook. As leaders in our respective functions we can glean new insights on bringing out the best in our employees with a slight tweak in perspective.
What say you? How do you see consumer behavior outside the office influencing the way employees act in the workplace?
About the author: For 20+ years, Jennifer V. Miller has been helping professionals “master the people equation” to maximize their personal influence. A former HR generalist and training manager, she now advises executives on how to create positive, productive workplace environments. She is the founder and Managing Partner of SkillSource and blogs at The People Equation. You can connect with Jennifer on Twitter as @JenniferVMiller.
Image credit: leolintang / 123RF Stock Photo
By now you’ve probably heard about CVS pharmacy asking its employees to have their doctor complete a voluntary health screening (Health Risk Assessment) by May 2014 or they’ll be required to pay an additional $50 a month for their group health insurance. Of course many sources have blown this up by saying that CVS wants to get their hot little hands on employees’ health information so they can start firing unhealthy people.
This is an excellent example of how much the media doesn’t know about group healthcare by portraying CVS like the big, bad wolf. I’ve already written about this topic and if you speak with any insurance broker, they’ll tell you that the process of adding a voluntary Health Risk Assessment to a group health plan isn’t new. Nor is this an evil plot by CVS to ransack employee health records so they can fire sick people.
Dr. Deborah Peel, a national advocate for patient privacy is quoted saying this process is “technology-enhanced discrimination on steroids.” Huh? Surely Dr. Peel is fully aware that this health information is considered Protected Health Information (PHI) under the HIPAA Privacy Rule.
If you know me, you know that I’m a bit of an HR rebel and don’t mind calling out Corporate America when humans get mistreated in the workplace. In this case, I’m okay with this decision by CVS because they’re preparing for their own financial survival with the upcoming provisions of Healthcare Reform rolling out in 2014. Answer this:
Why should any company be forced to pay for an employee’s irresponsible health choices?
Choosing to drive home after happy hour that results in a DUI will ultimately cause auto insurance rates to go up. Should those who choose not to drink and drive pay higher auto insurance premiums than those who do drink and drive?
Choosing to smoke cigarettes will ultimately cause repeated and ongoing illnesses and doctor visits. Should those who choose not to smoke pay the same medical insurance premium as those who do smoke?
Choosing not to exercise and eat unhealthy foods can cause obesity that can result in various diseases and increased health issues. Should those who choose to take care of their body pay the same medical premium as those who don’t take care of themselves?
It’s no secret that America is unhealthy and we are all paying for it. We have an obesity epidemic with one out of every three adults being obese. In an attempt to attack this, First Lady Michelle Obama launched the well-known Let’s Move program to combat childhood obesity. New York’s Mayor Bloomberg was unsuccessful in trying to ban 16 ounce sodas from being sold. The reason was because this is considered an issue of “personal responsibility.”
But what if there isn’t any personal responsibility? Will a hit in the wallet entice people to be responsible? Who knows. But to borrow Einstein’s words:
Insanity: doing the same thing over and over again and expecting different results.
What is certain is that our society cannot continue on this unhealthy and expensive path.
Rant over. Back to CVS.
The Health Risk Assessments that are issued to employees are done by a third party — not the employer, the insurance carrier or the insurance broker. The content and health information is never shared — with anyone. So the notion that CVS will have access to this information and use it to fire unhealthy workers is ridiculous. The third party companies who administer this process aren’t interested in getting involved in litigation and take precautions to ensure this medical information stays protected — as they should.
But here’s where the challenge lies: can the assessments be formulated in a way to determine if someone’s poor health is due to bad choices or just bad DNA?
I reached out to a good friend and colleague, Bill Stedman, who is a producer with Trion. He agreed that the Health Risk Assessment would only be the tip of the iceberg to address this issue. To get more accurate information, the process would need to evolve to a blood draw to take the health assessment further.
During our conversation, Bill raised another good point. Instead of charging employees more for not completing the health assessment, why not charge them less for completing the assessment? Trion is working diligently to keep clients informed of each new provision and how it impacts organizations and employees.
Overall, we agreed that the worlds of group employer insurance and individual employee health will be colliding in a very intricate way over the upcoming months and years.
Are you ready?
About the author: Kimberly Roden is an HR pro turned consultant and the founder of Unconventional HR. She has 25 years of progressive experience as a strategic HR and business leader. Her hands-on and innovative approach allows her to create and deliver HR solutions to meet business challenges and needs by managing human capital, talent acquisition and technology.
“”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.’”
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.
Do women think and behave differently than men when making ethical decisions? Are we really the exemplars of good decisions and good deeds when we occupy leadership positions?
Women aren’t ethical simply because they are female. Carol Gilligan, psychologist, asserts that women do operate with a unique ethical perspective because of cultural conditioning. She states that men are more concerned with issues of rules and justice, while women focus more on caring relationships and are less likely to judge others. Such concern does not in itself lead to ethical (wise) decisions. The practice of ethics takes a lifetime of learning and we are only as good at it as our history indicates. Those striving to be ethical start over every day, hoping to do it right.
Both genders share some common misconceptions about how to activate ethics in the workplace. Whether a decision is ethical or not is not defined by expressed beliefs or a values statement, but by behavior—what is actually said and done—and its impact on others. Women should prepare to maintain an ethical perspective backed by actions once in the midst of corporate demands. Understand that “good people” can do the wrong thing. One slips down an ethical slope one small step at a time. Understanding the laws of behavior make that slip less likely. Here are a few practical steps to help you maintain your balance:
Step 1: Learn about behavior.
Once you begin to see ethical behavior as a function of the consequences that have surrounded that pattern over many years, you see how much you can do to help a person learn new ways to demonstrate values. To increase ethical behavior, don’t look to what people say they do, rather, look at what they do and the impact of their behavior. Learn how to pinpoint, measure, and reinforce the patterns that count.
Step 2: Make open dialogue possible.
As women, we tend to think that we are great listeners and conversationalists. But we, too, may be guilty of closing the door on dialogue when we’re in charge. To sustain ethical patterns of behavior at work, telling the truth is essential for all employees. Therefore, leaders at all levels must understand their role in promoting, not punishing, truth telling. That is where ethical leadership does the most good—you must always be ready to influence the ethical conditions, or lack, in your workplace. The freedom to discuss issues without negative repercussions is a sign of an ethical workplace.
Step 3: Live the example.
The workplace is not a democracy, but a venue in which some are reported to and others report. This hierarchal structure can create situations in which those in charge forgo common courtesies. If it is unacceptable for your employees to slam doors, yell, or make derisive remarks, then don’t do so yourself. When you use negative techniques to get what you want, employees are afraid to tell the truth about things that matter. Such aversive tactics are doubly unethical when you are in a position to control the consequences for another person.
Step 4: Be accountable.
Currently, there are now more discussions of caps for executive compensation—a pay for performance notion. Imposed regulations will escalate if individuals don’t stand up for reason and fairness on this issue. Watch the perks of the office. Be alert to who got you there and take care in how you exercise your ‘rights’. Male or female, we learn to justify inequities that are in our favor one step at a time. If you ask your employees to make sacrifices, make those sacrifices yourself; that may not be the rule, but it is the ethical choice.
Step 5: Reward yourself and others.
Employees need to know what you value. People aren’t all alike and don’t want the same types of recognition. Some people love public hoopla; others hate it and might just appreciate a sincere thank you. Find out the differences and let people know what is important to you as well.
Treat yourself the way you want to be treated. Make decisions seeking a balance between the rights of others, justice, the common good and self-interest.
Gilligan concluded that women are not inferior (or superior) in their moral development, but different, because we focus on connections with others and lean toward exercising an “ethic of care” over an ethic of mere justice. It is this unique difference that we should use and integrate into our workplace interactions.
About the author: As internationally known consultant and president and chief executive officer of Aubrey Daniels International, Darnell Lattal designs and implements behavior-based business strategies to achieve core initiatives. In partnership with her clients, Darnell has expertly contributed to organizational redesign and change management and other core business processes. Darnell has authored several books.
Photo credit: iStockphoto
Company executives often appear to be Jekyll and Hyde to regular employees. What do I mean by that? Take the current trend to include “entrepreneurial mindset” on job descriptions.
By including this item, executives are saying they want people who don’t just “do.” They want people who ask meaningful questions, look across disciplines for better opportunities, identify and manage risk, and work hard, oftentimes with long hours. It’s not uncommon to hear, “create an ownership feeling with the employees.”
The problem with this desire is that most employees don’t have any ownership in the business. Their efforts may be rewarded with a bump in pay or a bonus, but those things are not normally directly related to profit. They’re calculated by many different means, but in the end it often comes down to a subjective measure by management about how well they felt individual employees performed.
So what employees hear is that they should work long, hard hours, question the status quo, and take risks. Questioning and taking risks means there will be failure. This fact is inevitable. When an employee fails, he is not rewarded. In fact, he is often punished. His potential raise or bonus is decreased or eliminated.
To add to the confusion, managers often criticize employees for asking questions or offering alternatives to the task at hand. It takes a very strong manager to create an environment in which employees feel safe asking questions or offering suggestions.
Most companies would benefit if all their employees had an entrepreneurial mindset, and felt safe enough to exercise it. When you find yourself including this item on job descriptions, perhaps you might take a step back and look at the management staff in place. Are they strong enough to allow people to question them?
About the author: April Kunzelman spends her days working with the non-profit organization Chemo Cargo, aimed at assisting first-time chemotherapy patients. Connect with April on Twitter as @akunzel and @chemocargo.
If your boss has just passed on you for a promotion, or your manager or employer keeps you under a constant fear of being fired, it’s time to evaluate yourself, and bring significant change in your job attitude. You might be hitting some career obstacles that have been preventing you from climbing the ladder of success.
Even highly skilled and hardworking ladies face these kinds of career hitches time and again. Why? Because women suffer from some visceral averseness that hamper their career growth in many ways.
Here are my tips that may help you improve your work efficiency and let you experience exponential growth at your workplace.
Never avoid taking on new things
Usually, women prefer to remain in their comfort zone. But, this attitude might bring damage to their job. So, until and unless you’re doing a highly specialized job, you should not avoid or show lack of interest for new assignments. Working in a different domain brings you an opportunity to enhance your job skills. The learning of new skills makes you marketable while help increasing your job efficiency. Plus, your enthusiasm for new tasks will also increase your professional worth before your employer, which, in turn, result in an upgraded evaluation report for you.
Practice to communicate effectively
Professional success is directly proportional to the effective communication. If your job calls have declined, or your clients and co-workers now do not care of what you’re saying, your career is in serious trouble! You are going through a communication obstacle. Professionalism requires communication that must be concise and polite to be effective on people. To learn better communication skills for workplace, you can go through the book “Mastering Communication at Work: How to Lead, Manage, and Influence” written by Ethan F. Becker and Jon Wortmann. From leaders of countries to leaders of companies to people just starting out in their career, Becker and Wortmann teach techniques that start with the essential wisdom of Aristotle and include the best practices in today’s global organizations.
Don’t afraid to ask questions or hesitate to ask for help
It’s always comforting when you know what you have to do on the job. If you don’t have queries about your work or what’s current in your job, you’re definitely out of your career track. This is a sign of lacking erudition, indicating you’re no longer acquiring new job skills. Yes, you’re missing out on productive career opportunities.
No matter what your position in your company, there always come times when you need to seek help from other knowledgeable colleague/persons. There’s no individual on this earth who has all the answers. It’s always better to ask some well-informed professionals than to attempt to bluff or formulate answers with trifling base, which makes nothing but fool out of you. Sooner or later, asking for help will actually contribute greatly in your career growth as this will reflect your dedication to problem solving as well as your influential communication skills.
Remain updated with ‘what’s new’ in your profession
Having knowledge of what is going on in your field not only works for knowledgeable conversation, but also allows you to reap from the new development and opportunities in your industry for your personal career growth.
Invest in yourself
Although looking good is the part and parcel of professionalism, that isn’t all you need for your well-groomed professional appearance. For your impressive professional image, your appearance must be supported by your attitude and your skills. So, invest on your own knowledge base and be confident and articulate. Even if you’re looking for a new position, you’ll have to have enough career resources so that you and your skills would be welcomed by a new organization with open arms.
Last but not the least, be positive and take action. Women tend to be hyper sensitive to personality conflicts, as well as to gender-role stereotypes. To overcome this adverseness, they need to work with calming voice for conflict resolution. Stop asking yourself off-putting questions like ‘Why me?’ and ‘What if?’ Rather, focus on affirmative questions like, “What can I learn from this incident?” and “How can I exploit this event?’ Then, proceed to take action. Instead of self-pitying, get involved in the soul-searching that begins with a positive attitude, and that will help propel you forward.
Proceed to grow exponentially!
About the author: Gloria Tesch is a passionate blogger and Internet marketer who loves to impart her knowledge and ideas on various topics with others. She works as an SEO professional for Printsasia.com, an online bookstore. She is also an avid reader and, therefore, suggests some good and economical books through her blog or article.