Getting Women’s Networks Right
By Selena Rezvani
When Bullies Grow Up
By Brian Martin
The Talent Transition Train
By Katie Day
Mobility vs. Mobility
By Pete Alcide
Getting Women’s Networks Right
By Selena Rezvani
When Bullies Grow Up
By Brian Martin
The Talent Transition Train
By Katie Day
Mobility vs. Mobility
By Pete Alcide
Let's face it: corporate women's networks don't have the best reputation. These developmental forums for women―called affinity groups, diversity councils or employee resource groups (ERGs) ― are all too often typecast as social hours. Even the best laid plans at many companies have left male and female employees seeing women's ERGs as less-than-credible gatherings where the meaty issues go unaddressed.
Over the past five years, I’ve noticed a dramatic increase in colleagues describing deplorable work experiences with their managers, peers, and sometimes direct reports. Many of their experiences mirror my own which prompted my journey to discover more about workplace bullying and the negative impact it has on high performing individuals, teams, and organizations. I recently had the opportunity to spend three days with Dr. Gary Namie, and his wife Dr. Ruth Namie in Bellingham Washington.
What can get in the way is fear. Fear from the existing leadership team that the talent coming up behind them is better; fear that the talent coming up behind them isn’t good enough; fear of losing control and, therefore, the kudos that comes with status. How this emotion usually manifests is with the external presentation of arrogance. Arrogance covers the internal belief of ‘not being good enough’. As we know, all bullies are cowards, they attack first in the belief this is the route to stop them being attacked by others. The antics of the school yard rarely disappear simply because the perpetrator is now wearing a business suit – skirt or trousers!
With flatter organizational structures constraining opportunities for growth and advancement, Millennial employees (those born between 1977 and 1997) are feeling restive and restless. Increasingly disengaged in their current roles, they are more inclined to change jobs frequently in hopes of moving their careers in more rewarding directions.
Institutional Shareholder Services (ISS) recently disclosed its finalized policy updates for 2014. For the United States, there were four policy updates regarding board, compensation and social/environmental issues; each of the policy updates will be effective February 1, 2014. While ISS published updates for its lobbying and human rights policies, Longnecker and Associates (L&A) highlights important updates regarding the ISS board and compensation policies.
If you’ve ever been involved in sales compensation design, you’ve probably heard these questions: How much is the sales compensation plan going to cost us this year? Is this a good investment of our money? What should we expect back?
A different routine needs to be developed and often the struggle is both psychological and physical. Psychological in that the level of freedom afforded in a college setting is vastly different to the level of freedom granted in the workplace. The workplace, especially for entry-level positions, is often structured — hours are 9-5, specific time is granted for lunch, and what you need to do during those hours is filled with tasks and activities that are not determined by the individual but the supervisor. It is also physical for many as the change from being “active” whenever they wanted, whether that be participating in sports, going outdoors, or having an exercise routine, now needs to shift to fitting it in after work hours. Likewise, sitting in an office for a long period of time takes a toll on these new grads in a way they never anticipated and, at first, aren’t sure they like. The perceived “loss of freedom” and need to adapt to their new reality creates an internal struggle that most recent grads are not sure how to navigate.
Wouldn’t it be amazing if your company made it onto Fortune’s list of the Best Companies to Work For? Contrary to what you might think, the top companies are not all Silicon Valley giants. Smaller, lesser-known companies like CHG Healthcare Services in Utah and Hilcorp Energy Company in Texas have garnered recognition for their uber-friendly culture and outstanding perks that keep employees happy –and firmly planted. Here are five ways you can do the same.
Most organizations have come to recognize the value of employee engagement. Engaged employees are more loyal and productive. However, not all engagement is created equal. The energy of engaged employees must be focused in a way that creates a competitive advantage for the organization. In other words, the enthusiasm and commitment of engaged employees must be targeted on strategic organizational goals.
Employers can benefit greatly by understanding not only what the employees know and can do, but also how each processes information, solves problems, makes decisions, and communicates. Such reflection is often dismissed as an indulgent luxury, especially in tough economic times. Yet this is precisely the time employers need to maximize their remaining human resources to ensure organizational objectives are achieved. Armed with such knowledge, managers will be better equipped to assign work, build effective teams, improve communication, perfect client service and enhance productivity.