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Being recognized as a “best place to work” is a true testament to a company’s culture, but maintaining that status is what distinguishes organizations that are genuinely committed to meeting and exceeding their workforce’s needs from those that merely rest on past successes. Achieving “best of” status is a great accomplishment but also should be […]
In the wake of Susan Cain’s influential TED Talk, many companies are starting to see the influence and power of introverts in the workplace, despite a “world that can’t stop talking.”
In the wake of Susan Cain’s influential TED Talk, many companies are starting to see the influence and power of introverts in the workplace, despite a “world that can’t stop talking.”
It may not be surprising to hear that a large percentage of workers in the United States and the United Kingdom suffer from work-related stress. But the actual number may come as a bit of a surprise.
We’ve got good news and bad news. We’ll start with the bad: roughly 35% of workers plan to look for a new job in 2019. Now here’s the good news: this number is down drastically from 74% in 2018.
In 1985, I took my first job in the aerospace industry. On day 1, an HR person showed me to a conference room, handed me a thick manual, and said, “Read this.” That was onboarding. It took 4 hours to read the manual. I had nothing else to do—nothing else to be engaged in.
In a previous post, we discussed how Danny Crichton attempts to explain the reasons behind a growing level of distrust in employers and their HR departments. “Just as concerns about sexual harassment and other issues has intensified, trust in human resources, and really, the entire executive teams of companies, is reaching a nadir,” he says.
In part 1 of this article, we explored why self-reported value among employees can’t really be relied upon without intervention. Instead, organizations need to empower employees to truly speak their mind. Here we’ll look at an example and offer some advice on how to get there with your employees.
There used to be an unspoken social contract between employers and employees. If the latter worked hard and stayed committed, the workplace would provide pay, job security, and even pensions. But that model supported a different time—one when the job supported basic goals, such as getting married, starting a family, and owning a home.
In theory, a company’s HR department seems to many like a logical resource for employees dealing with stressful situations or ethical dilemmas involving coworkers or superiors; a confidant for employees looking for a neutral, or even supporting, arm of the organization to act as their supporter, advocate, and protector.