Mental illness at work is still a precarious and lonely experience for many employees. Stephen Bevan of the Institute for Employment Studies looks at four areas where more progress is vital. This article is in support of this week’s “Free your mind” cycle ride in aid of the Black Dog campaign to end the stigma of mental health problems.
You’ve seen the evidence, you understand what can be gained – but acceptance of your diversity programmes is patchy, and progress is slow. That, however, may be about to change, thanks to a clutch of forward-thinking companies and some hard-nosed thinking
Learning and Development (L&D) as we know it will no longer exist. In a rapidly changing world, it is evident that what got us here will not get us there. But what will a Learning and Development transformation be about? How do we transform ourselves and build the new skills needed not only for Learning and Development to survive, but also for the organization to thrive?
When Enron, one of the world’s largest energy companies, collapsed in 2001, it sent shock waves through the corporate world. Revelations of systematic fraud, deception, and corruption across the organization showed the devastating consequences of unethical behavior in organizations. The Enron scandal raised the fundamental question of why such behavior occurred — and became institutionalized — in the first place. One answer, provided by both independent investigators and company officials, was that Enron’s goal-setting practices, which involved setting difficult and specific performance goals for employees, were at the heart of the misconduct.
Successful leadership is defined by a single ingredient: it’s mastering successful conversations. By looking at the relationship between interaction skills and job performance, it’s easy to see why empathy is so important.
“Overwhelmingly, empathy tops the list as the most critical driver of overall performance. It also consistently relates to higher performance in each of the four leadership domains.
Empathy Still Matters: In Every Way No matter what your favorite definition of leadership is (there are 462 million Google® entries), we believe it’s largely dependent on a single ingredient: mastering successful conversations.
By the end of each day, leaders likely have had multiple conversations with a range of their constituents. Each of these interactions will collectively determine their ultimate success as a leader.
To judge someone is a very difficult task. Even God who is almighty fixed a criterion for judging people, i.e. good deeds and bad deeds for reward and punishment. As their mind developed, humans too accepted its value for better control and they adopted it happily. When organizations came into being, its application increased further because of its acceptance as the best way to manage people, and performance appraisal was the outcome.
In innumerable conversations I’ve had with people interested in employee wellbeing, there’s one question that comes up time and again...
Why hasn’t wellbeing captured the boardroom?
Why, they ask, hasn’t it made the breakthrough as effectively as employee engagement? Instead it appears to be stuck in HR, something soft and cuddly, nice to have - but not taken very seriously by more hardnosed parts of the business.
The argument really ought to be over, they say; after all, the data is there - the positive impact on engagement, the links to performance and productivity, ROI – so why aren’t business leaders listening?
Multiple firms, entrepreneurs and freelancers working in the same office space, an arrangement known as coworking, is one of the most recent trends to sweep across the world of work.
Firms of all sizes, the length and breadth of the country, are beginning to supplement their traditional, static offices with a range of flexible and shared office concepts that include coworking.
Coworking’s remarkable growth suggests that it is here to stay. We estimate the size of the global coworking market to be in the region of circa $210m a month, and the number of individuals using coworking spaces is predicted to reach 1 million by 2018.
Millions of hours are wasted on sub-standard appraisals every year. Managers fret whether they’ve done the process right; appraisees feel demoralised. We take an in-depth look at three examples of next-generation performance management, and ask whether these are a better way to get the most out of your people
Mentoring is a buzzword these days, and many organisations use it for a variety of purposes, from talent management, to leadership development, to knowledge transfer and succession planning.
As somebody who has been working for over ten years facilitating and implementing mentoring programmes across the UK and internationally, I am not only a passionate advocate of mentoring but also an experienced challenger of programmes that are put in place without serious consideration being given to the needs, aims, context and circumstances in which they are supposed to develop and fluorish.
It’s quite common these days to hear about the importance of hiring for organizational culture fit, and for good reason.
For starters, not hiring for culture fit can cost organizations upwards of 60% of the given employee’s salary — according to the Society of Human Resource Management — when they invariably stop working at the company. Beyond that, workers who fit in with their companies’ cultures are more likely to stick around than their peers who are outsiders.
The gulf between manager and employee can often seem impossibly wide. Yet employees in these situations rarely feel empowered to offer criticism (even constructive criticism) to their superiors at work. But what would they say if they could?
TINYPulse asked 1,000 workers what they would change about their managers, and many of the answers came down to interpersonal skills. Unfortunately, people are often promoted based on their hard skills rather than soft skills.
In my role as a behavioural consultant, many of the business professionals I work with understand the importance – the necessity even – of continued development, change and moving with the times.
However, older or more established team members, whilst often performing well, can often be very resistant to change.
This is a common cause of conflict in the workplace and it does have an impact. People adopt the most common emotion that surrounds them and so this negative behaviour can hold back overall performance.
Businesses have tendencies to develop and stick to ‘success formulas,’ processes and strategies that were carefully honed, and which have served their firms so well in the past, that executives are loath to change them regardless of the circumstances.
However, with the fast pace of today’s digital markets, this is no longer a viable approach.
Reading a feature on neuroscience recently I came across an unfamiliar concept - emotional contagion. It turns out to be a great example of how what we are learning in new fields of research has a resonance for how we think about the world of work.
We’ve already seen how hiring the remote candidate can pose unique issues owing to the location of your new hire. You need to search for dedicated and motivated workers (preferably with prior experience working remotely) who seem like a good fit for your culture.
Whilst this is certainly true, all of these hiring checks will be for nought if you don’t apply the same care and special remote consideration to your employee onboarding process.
Remote employees are a wonderful mixed bag (admittedly I’m a little biased, being one myself); the more care you put into nurturing them and thoroughly onboarding them, the more tight-knit they will be with your company and the more motivated they will remain for the names in their Slack channel.
In all aspects of our life, teamwork plays a vital role. Whether we're on a field or in the boardroom, we engage with and depend on others to accomplish virtually every task.
Because we depend so heavily on teams, we don't want to leave it to chance to construct and manage them.
Fortunately for us, researchers and entrepreneurs Rich Karlgaard and Michael S. Malone distill the process of creating the highest performing teams in their best-selling book, Team Genius: The New Science of High Performing Teams.
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