If your goal is to lower morale in a matter of seconds and you are in a leadership position, all you have to do is announce reorganizations on a regular basis. Now, I understand reorgs are necessary in ever-changing and growing organizations. I’m talking about reorgs that seem to be just for the sake of change and that are not understood by the employee population.
If the leaders of your organization are conducting major reorgs every three to six months, employee satisfaction and engagement wiAs I was waiting for my meal at a local PNW burger restaurant, I glanced to my right and noticed a “Wall of Fame” displaying various employees of the month. There was a picture of each employee with their name underneath. There was no description of why they were nominated for the award, what they did to go above and beyond, etc. I thought to myself, “Do companies still use this outdated program and think it is effective?” One of two results happen with this type of program: 1.) The same employeDo Big Things: The Simple Steps Teams Can Make to Mobilize Hearts and Minds, and Make an Epic Impact written by Craig Ross, Angela Paccione, and Victoria Roberts focuses on activating the talent your team possesses so you can deliver on results.
The authors begin by explaining the antiquated change model depicted in most organizations:
Step 1: Announce the new initiative the company needs in order to meet lightning-quick changes in the market.
Step 2: Form teams and assign people to roles.
The available candidate pool is tight. It is taking months to fill positions. Yet, hiring managers and recruiters are still holding on to outdated stereotypes and biases that keep them from hiring good people. Here is a list of biases we need to get over so we can build our teams with the strongest members possible:
1. Age: This should never be a factor in an employment decision, although in reality, I know that older candidates are passed over frequently. Why is this? Do we think they will dYour application has been submitted. Interviews are finished. Now you wait.
If you are lucky, you will receive a job offer. But, after receiving and accepting that offer from your soon-to-be new employer, have you ever asked the question: “Why was I hired?”
In my almost 20 years of working in HR, I don’t recall ever being asked that question. Think about what a smart question that is, though. Now that you have been hired, you should feel comfortable asking HR, your manager and even the interMost managers have that one employee who is just a nightmare! Yes. This is true. They may dread seeing them in the hallway or may not look forward to one-on-one meetings with them. If the manager hired them, they constantly question how they missed the warning signs during the interview process. If they inherited them from another team, they wonder how in the world they are still employed.
I thought it was only fair to cover both sides and follow up on my previous article: How to Be the Worst You are diligently working long hours, crushing deadlines, and receiving excellent feedback from colleagues at all levels of the organization. Maybe you have taken on more responsibilities and/or joined a cross-functional team that is beyond your scope.
Most of us believe we deserve and are worth much more money than we are actually paid. Sometimes this is true; other times, not so much. If you are planning to ask for a raise, here are some guidelines:
1. Be prepared to list specific accompIf you are a manager, you likely have a specific style that you gravitate toward. However, the best managers know how to use a variety of styles based on situations and the individual employee.
Generally, there are six different management styles:
1. Autocratic: This style is directive. The manager tells employees what to do and they fear consequences for not following specific directions. Employees are not allowed to think freely and managers don’t seek feedback. This style is efficient beMost organizations conduct background checks of some variety. There are many different checks that can be conducted:
1. Criminal history: Examples include arrests, felonies, convictions, and sex offender registry. They can be run nationwide, statewide, and by county. The typical company will only go back seven years, but some will check for lifetime offenses.
2. Credit history: At least seven states (California, Connecticut, Hawaii, Illinois, Maryland, Oregon, and Washington) have passed lawYes. You can!
When we think of career development, we usually think in terms of vertical or upward movement. This could include a new title, a bigger paycheck/bonus, a higher level of responsibility, a team to manage, etc. However, in smaller companies, this option may not be available because there are much fewer upward opportunities overall. You may be waiting years for someone to either leave the company or retire. There is also a much greater internal pool of potential candidates as your cTransparency in business means honesty and openness; the quality of being easily seen through. So many organizations claim to have an “open door” policy. But, how many actually demonstrate this value?
Take a moment to think about the best companies you have worked for. I bet that the best companies had an open and honest leadership culture. You felt like you truly could speak frankly about your ideas, gripes, and what the leadership team needed to do to make the workplace better.
This organiTwo men were recently arrested at a Starbucks coffee shop in Philadelphia for trespassing after they did not purchase anything. They were waiting for a friend and one asked to use the restroom. The store manager asked them to leave and they refused so she called 911.
How many times have you hung out at a coffee shop all day to work and use the free wi-fi? Did you use the restroom while you were there? Were you asked to leave? Probably not.
This extremely unfortunate event shows how much more