How functional is your workspace at work? At home? Whether they're stuck in a time warp, distracting, or just plain depressing, many workspaces around the nation aren't exactly boosting productivity. The classic cubicle and the corner office alike may be doing a disservice to the modern-day worker, making it harder and more expensive to get work done — but it doesn't have to be that way. There are some fundamental problems with many office spaces that can be addressed by architects, designers, and even the everyday worker to help create a workspace that truly works. Read on to learn why your current setup may not be doing you any favors and to get some ideas on how you can start building a better workspace.
They don't reflect the type of work being done
A cubicle or a small desk might be great for certain types of work, but may actually get in the way of doing other types. If your work is collaborative, requires a lot of space, or is best done with multiple screens, and your workspace doesn't reflect this, productivity is going to be adversely affected. Unfortunately, many offices don't always take into account the different types of work done by employees and stick everyone with the same desk regardless of position.
They're stuck in the past
The average office space hasn't changed much over the past few decades. Things are still arranged in much the same way, people work in the same small spaces, and the average setup really hasn't changed all that much. While office spaces haven't changed, how we work has, especially when it comes to technology. This disconnect between the needs of the modern worker and the standard work setup makes many workspaces impractical and an obstacle to actually getting things done.
They're uncomfortable
While ergonomics has become a pretty common office concern, not all workspaces reflect good design, and some are downright uncomfortable. Common causes of discomfort include unsupportive chairs, too much reaching, and tech that isn't at the correct level. This inattention to comfort can have a bigger impact than some realize, making it painful (literally) to come in to work.
They don't take into account life outside of work
While ideally we'd be able to shut out the outside world and our lives at home while we're at work, the reality is that work and home life overlap more than we'd like to admit (and very often work bleeds into home life, too). Workspaces, whether at home or in the office, need to take that into account, though many do not. Workspaces that make it possible to take care of personal tasks or bring work home easily are by far the most functional and practical in the modern world.
They aren't flexible
Do you do the same thing every day at your job? Do you only do one task? While that might apply to some people, most of us do work that demands very different tasks from day to day. Unfortunately, most workspaces don't reflect the need for this flexibility. For instance, making calls, writing reports, and meeting with clients all require a different setup to really work.
Read the rest of this article at OnlineCollege.org
Showing posts with label healthy workplace. Show all posts
Showing posts with label healthy workplace. Show all posts
Wednesday, April 4, 2012
Monday, March 19, 2012
Feeling Valued at Work Linked to Well-Being and Performance
Half of all employees who say that they do not feel valued at work report that they intend to look for a new job in the next year according to a survey by the American Psychological Association (APA). Conducted online among 1,714 adults between January 12 and 19, 2012 on behalf of the APA by Harris Interactive, the survey found that employees who feel valued are more likely to report better physical and mental health, as well as higher levels of engagement, satisfaction and motivation, compared to those who do not feel valued by their employers.
Almost all employees (93 percent) who reported feeling valued said that they are motivated to do their best at work and 88 percent reported feeling engaged. This compares to just 33 percent and 38 percent, respectively, of those who said they do not feel valued. Among employees who feel valued, just one in five (21 percent) said they intend to look for a new job in the next year (vs. 50 percent of those who said that they do not feel valued).
A variety of factors were linked to feeling undervalued at work, including having fewer opportunities for involvement in decision making (24 percent vs. 84 percent), being less satisfied with the potential for growth and advancement (9 percent vs. 70 percent), having fewer opportunities to use flexible work arrangements (20 percent vs. 59 percent) and being less likely to say they are receiving adequate monetary compensation (18 percent vs. 69 percent) and non-monetary rewards (16 percent vs. 65 percent).
Overall, more than one in five (21 percent) working Americans said they do not feel valued by their employers.
The employers who will receive the American Psychological Association’s 2012 Psychologically Healthy Workplace Award are Noble-Davis Consulting (Ohio), ReMed Recovery Care Centers (Pennsylvania), Certified Angus Beef (Ohio), College of Physicians and Surgeons of Nova Scotia and Coconino County (Arizona).
These employers reported an average turnover rate of just 11 percent in 2011 – significantly less than the national average of 36 percent as estimated by the U.S. Department of Labor. Surveys completed by the winning organizations show that only 24 percent of employees reported experiencing chronic work stress compared to 41 percent nationally, and 80 percent of employees reported being satisfied with their job vs. 70 percent in the general population. Additionally, 78 percent of employees said they would recommend their organization to others as a good place to work compared to 63 percent, and only 14 percent said they intend to seek employment elsewhere within the next year, compared to 28 percent nationally.
“The business world is in the midst of a sea change,” says David W. Ballard, PsyD, MBA, head of APA’s Psychologically Healthy Workplace Program. “Successful organizations have learned that high performance and sustainable results require attention to the relationships among employee, organization, customer and community. Forward-thinking employers such as our 2012 award winners are taking steps to create a positive organizational culture where employees feel valued and, in turn, help drive bottom-line results.”
The Psychologically Healthy Workplace Awards are designed to recognize organizations for their efforts to foster employee well-being while enhancing organizational performance. The program has both local- and national-level components. APA’s PHWA spans North America and is designed to showcase the very best from among the winners recognized by APA’s affiliated state, provincial and territorial psychological associations. Nominees are selected from a pool of previous local winners and evaluated on their workplace practices in the areas of employee involvement, health and safety, employee growth and development, work-life balance and employee recognition. Additional factors that are considered include employee attitudes and opinions; the role of communication in the organization; and the benefits realized in terms of both employee health and organizational performance. Awards are given to for-profit and not-for-profit organizations as well as government, military and educational institutions.
In addition to the PHWA winners, nine organizations will receive Best Practices Honors for a single program or policy that contributes to a psychologically healthy work environment and meets the unique needs of the organization and its employees. The honorees are Chimes Delaware, Newark Vocational Facility (Delaware), Cross, Gunter, Witherspoon & Galchus (Arkansas), Kaiser Permanente Center for Health Research, Northwest (Oregon), Koinonia Homes (Ohio), Lutheran Social Service of Minnesota, LSS Financial Counseling Service (Minnesota) and Orion Associates (Minnesota). PHWA winners Certified Angus Beef, College of Physicians and Surgeons of Nova Scotia and ReMed Recovery Care Centers will also receive Best Practices Honors.
“The 2012 Psychologically Healthy Workplace Award winners have implemented programs and policies that enhance functioning for both employee and employer,” says Norman B. Anderson, PhD, chief executive officer of the American Psychological Association. “Their efforts demonstrate the power of a healthy work environment and prove that any type of organization can create a psychologically healthy workplace.”
Read the original article and learn more about the survey at the American Psychological Association's website.
Almost all employees (93 percent) who reported feeling valued said that they are motivated to do their best at work and 88 percent reported feeling engaged. This compares to just 33 percent and 38 percent, respectively, of those who said they do not feel valued. Among employees who feel valued, just one in five (21 percent) said they intend to look for a new job in the next year (vs. 50 percent of those who said that they do not feel valued).
A variety of factors were linked to feeling undervalued at work, including having fewer opportunities for involvement in decision making (24 percent vs. 84 percent), being less satisfied with the potential for growth and advancement (9 percent vs. 70 percent), having fewer opportunities to use flexible work arrangements (20 percent vs. 59 percent) and being less likely to say they are receiving adequate monetary compensation (18 percent vs. 69 percent) and non-monetary rewards (16 percent vs. 65 percent).
Overall, more than one in five (21 percent) working Americans said they do not feel valued by their employers.
Stress at Work
Many Americans continue to report chronic work stress, with two out of five (41 percent) employees reporting that they typically feel tense or stressed out during the workday. Commonly cited causes of work stress include low salaries (46 percent), lack of opportunities for growth or advancement (41 percent), too heavy a workload (41 percent), long hours (37 percent) and unclear job expectations (35 percent).Psychologically Healthy Workplaces
Despite ongoing business challenges and employment issues that are clearly ripe for improvement, according to the American Psychological Association some employers have seized the opportunity to create a healthy culture where employees and the organization can thrive. In recognition of those employers who understand the link between employee well-being and organizational performance, the American Psychological Association will recognize 11 organizations at its seventh annual Psychologically Healthy Workplace Awards in Washington, DC, on Saturday March 10.The employers who will receive the American Psychological Association’s 2012 Psychologically Healthy Workplace Award are Noble-Davis Consulting (Ohio), ReMed Recovery Care Centers (Pennsylvania), Certified Angus Beef (Ohio), College of Physicians and Surgeons of Nova Scotia and Coconino County (Arizona).
These employers reported an average turnover rate of just 11 percent in 2011 – significantly less than the national average of 36 percent as estimated by the U.S. Department of Labor. Surveys completed by the winning organizations show that only 24 percent of employees reported experiencing chronic work stress compared to 41 percent nationally, and 80 percent of employees reported being satisfied with their job vs. 70 percent in the general population. Additionally, 78 percent of employees said they would recommend their organization to others as a good place to work compared to 63 percent, and only 14 percent said they intend to seek employment elsewhere within the next year, compared to 28 percent nationally.
“The business world is in the midst of a sea change,” says David W. Ballard, PsyD, MBA, head of APA’s Psychologically Healthy Workplace Program. “Successful organizations have learned that high performance and sustainable results require attention to the relationships among employee, organization, customer and community. Forward-thinking employers such as our 2012 award winners are taking steps to create a positive organizational culture where employees feel valued and, in turn, help drive bottom-line results.”
The Psychologically Healthy Workplace Awards are designed to recognize organizations for their efforts to foster employee well-being while enhancing organizational performance. The program has both local- and national-level components. APA’s PHWA spans North America and is designed to showcase the very best from among the winners recognized by APA’s affiliated state, provincial and territorial psychological associations. Nominees are selected from a pool of previous local winners and evaluated on their workplace practices in the areas of employee involvement, health and safety, employee growth and development, work-life balance and employee recognition. Additional factors that are considered include employee attitudes and opinions; the role of communication in the organization; and the benefits realized in terms of both employee health and organizational performance. Awards are given to for-profit and not-for-profit organizations as well as government, military and educational institutions.
In addition to the PHWA winners, nine organizations will receive Best Practices Honors for a single program or policy that contributes to a psychologically healthy work environment and meets the unique needs of the organization and its employees. The honorees are Chimes Delaware, Newark Vocational Facility (Delaware), Cross, Gunter, Witherspoon & Galchus (Arkansas), Kaiser Permanente Center for Health Research, Northwest (Oregon), Koinonia Homes (Ohio), Lutheran Social Service of Minnesota, LSS Financial Counseling Service (Minnesota) and Orion Associates (Minnesota). PHWA winners Certified Angus Beef, College of Physicians and Surgeons of Nova Scotia and ReMed Recovery Care Centers will also receive Best Practices Honors.
“The 2012 Psychologically Healthy Workplace Award winners have implemented programs and policies that enhance functioning for both employee and employer,” says Norman B. Anderson, PhD, chief executive officer of the American Psychological Association. “Their efforts demonstrate the power of a healthy work environment and prove that any type of organization can create a psychologically healthy workplace.”
Read the original article and learn more about the survey at the American Psychological Association's website.
Saturday, August 28, 2010
HR Managers: How do you know when a person is being bullied at work?
The answer: If the employee indicates he is being abused or bullied, then he is being abused or bullied.
"But how do I really know that this person is being bullied?" Answer: LISTEN TO THEM, AND LISTEN GOOD.
Attempting to identify bullying specifically is daunting because it is less cut and dry than something like sexual harassment. Ask me on a date in exchange for a promotion, we know that's sexual harassment. Slyly leave me out of emails I need to do my job well, roll your eyes when I talk, and write in my employee evaluation that my performance has dropped, well... is that bullying? Those behaviors don't sound so bad, right?
Identifying bullying is easy when you listen to your employees' narratives - because bullying is about perception. In fact, you might have two employees being treated exactly the same, and while one is a little annoyed, the other feels bullied, depressed, anxious, and miserable. I guarantee that this person tells other people in the organization about the way they feel - and those people will often agree that they've witnessed this abuse, and begin to spend time consoling the target. Now they have stories to tell about bullying too. Now bullying is becoming part of your organizational culture. Now bullying is becoming a way of life at your organization. This is not good.
One could argue that perception, and the narratives that drive it, aren't good enough to prove bullying is really happening. My response to that hoo-ha: Get out of your comfort zone and act on the complaint anyway. The problem is that we are in a very uncertainty-rejecting culture; we have very specific laws, policies, instructions, procedures and documents in our organizations, and we rely on them to tell us what to do. So we are uncomfortable when presented with a situation that doesn't have a roadmap already outlined. Just because there isn't a law or a policy in place to tell you what to do, doesn't mean that person is not bullied, and it doesn't mean you should not act on the complaint.
As an HR professional, it is your responsibility to ensure that employees are able to collaborate, work positively with one another, and feel comfortable talking to each other freely. If an employee tells you that she is bothered by the way she is treated by another person, then there is a problem and it needs to be addressed. Whether you agree that this person is a target of bullying or not is, quite frankly, irrelevant.
Ultimately, the truth of a story lies not in the intricate details that you jot down in your notes as you listen to your employee's grievance, but in the story's underlying meaning. Ask yourself what the story means for performance, and what it means for the organization's culture.
The value of the story lies in your reaction to it. Don't you want to have a workplace where innovation, effective decision-making, and high performance prevails?
If you do need a clear cut answer to the questions: "Is this person being bullied, really? Or are they just being over sensitive?" then call us. Civility Partners has the tools and the knowledge to help you determine the answer, and to help you intervene effectively.
We can help you develop a positive workplace where bullying would not be allowed to thrive. Contact us for a complimentary consultation.
Tuesday, April 13, 2010
What the workplace can learn from Phoebe Prince
With the heartbreaking January suicide of yet another bullied teenager, Phoebe Prince, a 15-year old in Massachusetts, the topic of bullying has again captured our attention. According to District Attorney Elizabeth Scheibel, who is charging nine teens for torturous harassment of Phoebe, several faculty, staff and administrators of the school were made aware of the bullying but took no action to help her.
Even her classmates were aware of the abuse, but chalked it up to teens-will-be-teens. They didn’t think it was at all out of hand. But Phoebe would be alive today if someone had only stepped in.
What we learned from this unfortunate set of events is that bullying should not be ignored by leaders or bystanders. Unfortunately that happens all too often in the workplace. Between 50% and 70% of the workforce is bullied at some point over the course of their career, and like Phoebe, leaders and peers never step in to help them.
Adults of bullying suffer just as much as children and teens – they develop feelings of anxiety, depression, decreased self-esteem, poor morale, humiliation, inadequacy, and helplessness, and even Posttraumatic Stress Disorder (PTSD) according to several research reports.
Take Shannon for example, a former employee of a non-profit organization in San Diego. After five years of abuse at work and a manager who ignored her pleas for help, she found herself calling in sick and coming in late in order to avoid abuse. By the end, she’d hung a piece of paper over her alarm clock with the words, “Get up!” printed on it; her only inspiration and an ever failing attempt at motivating herself to endure one more anguishing day at work.
Not unlike others in her shoes, because her performance had suffered so much she was asked to leave the company. While it may not seem like it, she is lucky. She was forced out before things got even worse. Check out Beverly Peterson’s website (http://nojobisworththis.com). This documentarian and former target of workplace bullying has several clips about families who have lost a loved one to suicide because of bullying – just like Phoebe Prince’s family.
So what did we learn from Phoebe Prince?
1. Step in when you witness and incident of bullying.
Bullying only happens because the people around let it. If an individual starts to pick on another individual, and nobody says anything to him or her about it, the perpetrator will learn the behavior is okay. If somebody speaks up, however, the bully will realize peers and managers do not approve and the behavior will stop.
2. Do not blame the victim.
No one will claim that Phoebe Prince deserved what she got or that she was at fault – not only would that be an appalling and vile stance to take but it simply isn’t true. Why this blame game happens at work is beyond me; but most organizations do in fact blame victims just like Shannon. They are asked to “let it go” or “get over it” and when they can’t, their employment is terminated.
By the way, targets are usually very high producers and the bully picks on them because of their own shortage in self-esteem and feelings of being threatened by this high producer. Any organization letting a target go is shooting themselves in the foot by taking the abuser’s side.
3. Do not ignore complaints.
Respond to complaints about abuse immediately. If an employee complaints of sexual harassment, you would pull out the corporate policy handbook and follow the guidelines put in place to address it. Why wouldn’t you do the same when someone is abused? Same difference.
4. Focus on adjusting your corporate culture.
Even if you do address a complaint and the bullying seems to have ended, that is not enough to eradicate bullying from your workplace altogether. A strategic culture adjustment must be made, and can occur after obtaining buy-in from as many employees as possible. Get them involved in developing a vision of civility and the corporate policies that back it up. When employees feel included, they are more likely to take heed simply because they are personally invested.
5. Develop a healthy-workplace corporate policy.
Policies will not change the culture or prevent bullying, but they will serve as a handbook for behavior, provide guidance for handling complaints, and give permission to terminate a bully’s employment should that step need to be taken. Policies must be backed by management; otherwise they lose their influence as useful tools.
6. Be the change you want to see.
Maintain a positive attitude at all times. Treat others with respect and dignity. Avoid yelling and losing your temper. If you are frustrated, step away from others until you calm down. Encourage open discussions and employee empowerment. Develop rituals that applaud interpersonal communication skills, empathy, optimism, conflict resolution and positive attitudes as a part of the routine. Smile and laugh. You spend a lot of time at work so enjoy yourself; others will pick up on it.
Regarding the legalities of the situation, in 15 states, including California, schools are required to have an official policy to prohibit bullying among students, and many laws also encourage them to implement a bullying prevention program.
Bullying in the workplace, however, is 100% legal as long as the bully remains an equal-opportunity abuser. Harassment laws only cover protected classes. The authors of The Healthy Workplace Bill (http://www.healthyworkplacebill.org) hope to change that. Since 2003, the bill has been proposed in 17 states, including California, but without success.
Let’s not forget to mention that bullies are extremely expensive. According to the Bureau of National Affairs, American businesses spend up to $6 billion annually on increased absenteeism, presenteeism, turnover, workers compensation claims, health insurance costs and litigation related to bullying. Meanwhile bullies also decrease production, work quality, employee self-esteem, job satisfaction, loyalty, customer satisfaction, company reputation, communication and ultimately the bottom line.
In a civil and positive environment we learn more, innovate more, and produce more. We like our customers more, and we treat them and each other with more respect. We communicate more and come to work more. We are more engaged, loyal and motivated. And if there’s one thing Phoebe taught us, it is that bullying at work should not be ignored anymore.
Even her classmates were aware of the abuse, but chalked it up to teens-will-be-teens. They didn’t think it was at all out of hand. But Phoebe would be alive today if someone had only stepped in.
What we learned from this unfortunate set of events is that bullying should not be ignored by leaders or bystanders. Unfortunately that happens all too often in the workplace. Between 50% and 70% of the workforce is bullied at some point over the course of their career, and like Phoebe, leaders and peers never step in to help them.
Adults of bullying suffer just as much as children and teens – they develop feelings of anxiety, depression, decreased self-esteem, poor morale, humiliation, inadequacy, and helplessness, and even Posttraumatic Stress Disorder (PTSD) according to several research reports.
Take Shannon for example, a former employee of a non-profit organization in San Diego. After five years of abuse at work and a manager who ignored her pleas for help, she found herself calling in sick and coming in late in order to avoid abuse. By the end, she’d hung a piece of paper over her alarm clock with the words, “Get up!” printed on it; her only inspiration and an ever failing attempt at motivating herself to endure one more anguishing day at work.
Not unlike others in her shoes, because her performance had suffered so much she was asked to leave the company. While it may not seem like it, she is lucky. She was forced out before things got even worse. Check out Beverly Peterson’s website (http://nojobisworththis.com). This documentarian and former target of workplace bullying has several clips about families who have lost a loved one to suicide because of bullying – just like Phoebe Prince’s family.
So what did we learn from Phoebe Prince?
1. Step in when you witness and incident of bullying.
Bullying only happens because the people around let it. If an individual starts to pick on another individual, and nobody says anything to him or her about it, the perpetrator will learn the behavior is okay. If somebody speaks up, however, the bully will realize peers and managers do not approve and the behavior will stop.
2. Do not blame the victim.
No one will claim that Phoebe Prince deserved what she got or that she was at fault – not only would that be an appalling and vile stance to take but it simply isn’t true. Why this blame game happens at work is beyond me; but most organizations do in fact blame victims just like Shannon. They are asked to “let it go” or “get over it” and when they can’t, their employment is terminated.
By the way, targets are usually very high producers and the bully picks on them because of their own shortage in self-esteem and feelings of being threatened by this high producer. Any organization letting a target go is shooting themselves in the foot by taking the abuser’s side.
3. Do not ignore complaints.
Respond to complaints about abuse immediately. If an employee complaints of sexual harassment, you would pull out the corporate policy handbook and follow the guidelines put in place to address it. Why wouldn’t you do the same when someone is abused? Same difference.
4. Focus on adjusting your corporate culture.
Even if you do address a complaint and the bullying seems to have ended, that is not enough to eradicate bullying from your workplace altogether. A strategic culture adjustment must be made, and can occur after obtaining buy-in from as many employees as possible. Get them involved in developing a vision of civility and the corporate policies that back it up. When employees feel included, they are more likely to take heed simply because they are personally invested.
5. Develop a healthy-workplace corporate policy.
Policies will not change the culture or prevent bullying, but they will serve as a handbook for behavior, provide guidance for handling complaints, and give permission to terminate a bully’s employment should that step need to be taken. Policies must be backed by management; otherwise they lose their influence as useful tools.
6. Be the change you want to see.
Maintain a positive attitude at all times. Treat others with respect and dignity. Avoid yelling and losing your temper. If you are frustrated, step away from others until you calm down. Encourage open discussions and employee empowerment. Develop rituals that applaud interpersonal communication skills, empathy, optimism, conflict resolution and positive attitudes as a part of the routine. Smile and laugh. You spend a lot of time at work so enjoy yourself; others will pick up on it.
Regarding the legalities of the situation, in 15 states, including California, schools are required to have an official policy to prohibit bullying among students, and many laws also encourage them to implement a bullying prevention program.
Bullying in the workplace, however, is 100% legal as long as the bully remains an equal-opportunity abuser. Harassment laws only cover protected classes. The authors of The Healthy Workplace Bill (http://www.healthyworkplacebill.org) hope to change that. Since 2003, the bill has been proposed in 17 states, including California, but without success.
Let’s not forget to mention that bullies are extremely expensive. According to the Bureau of National Affairs, American businesses spend up to $6 billion annually on increased absenteeism, presenteeism, turnover, workers compensation claims, health insurance costs and litigation related to bullying. Meanwhile bullies also decrease production, work quality, employee self-esteem, job satisfaction, loyalty, customer satisfaction, company reputation, communication and ultimately the bottom line.
In a civil and positive environment we learn more, innovate more, and produce more. We like our customers more, and we treat them and each other with more respect. We communicate more and come to work more. We are more engaged, loyal and motivated. And if there’s one thing Phoebe taught us, it is that bullying at work should not be ignored anymore.
Tuesday, March 16, 2010
Psychologically Healthy Workplace Conference 2010: Building the Business Case for Employee Well-Being
Up until last week, although compelling evidence was already available, I had to agree that “more research is needed” before we can be fully confident that wellness in the workplace pays off as much in numerical terms as it does in human terms.
But not anymore. The Psychologically Healthy Workplace Conference held in Washington, DC last weekend gave everyone concrete and reliable evidence to make the topic a priority.
The greater focus, persistence, proactivity, enthusiasm and adaptability of the engaged employees leads to significant financial consequences. A 2005 study of 96 companies showed that firms whose score was in the top 25% for engagement enjoyed returns on assets (ROA) 12% higher and profitability 11% higher than firms that scored in the bottom 25% on engagement.
Employees in healthy workplaces miss on average 1.8 fewer days of work each year. If you have 100 employees, 1.8 fewer sick days per employee translates to 180 extra workdays per year, or the equivalent of 36 weeks of work! Few investments will ever give you that kind of return!
Click here to read the rest of the article from Positive Psychology News Daily.
This article is © 2010 PositivePsychologyNews.com. The original article was authored by Marie-Josee Salvas Shaar on March 15, 2010, and can be seen here. Marie-Josee Salvas Shaar, MAPP '07, founded Smarts and Stamina (SaS) to help organizations implement healthy living as part of their business strategy. She combines positive psychology with fitness and nutrition to accelerate personal and professional health and growth.
But not anymore. The Psychologically Healthy Workplace Conference held in Washington, DC last weekend gave everyone concrete and reliable evidence to make the topic a priority.
The greater focus, persistence, proactivity, enthusiasm and adaptability of the engaged employees leads to significant financial consequences. A 2005 study of 96 companies showed that firms whose score was in the top 25% for engagement enjoyed returns on assets (ROA) 12% higher and profitability 11% higher than firms that scored in the bottom 25% on engagement.
Employees in healthy workplaces miss on average 1.8 fewer days of work each year. If you have 100 employees, 1.8 fewer sick days per employee translates to 180 extra workdays per year, or the equivalent of 36 weeks of work! Few investments will ever give you that kind of return!
Click here to read the rest of the article from Positive Psychology News Daily.
This article is © 2010 PositivePsychologyNews.com. The original article was authored by Marie-Josee Salvas Shaar on March 15, 2010, and can be seen here. Marie-Josee Salvas Shaar, MAPP '07, founded Smarts and Stamina (SaS) to help organizations implement healthy living as part of their business strategy. She combines positive psychology with fitness and nutrition to accelerate personal and professional health and growth.
Wednesday, November 25, 2009
Taming a Type-A Culture Gone Wild
I found this interesting sort of case study on BNet about Method, the household supply company with the quirky packaging. When their culture went from fun and wierd to mean and angry, the 30-something founders had to make changes. They did so by creating 5 cards that lay out the values of the company, including collaborate, care, innovate - and "keep method wierd" and "what would MacGyver do?"
They also ask interviewees to answer the question, "How would you keep Method wierd?" - a perfect example of an interview question that ensures new hires fit within the corporate culture. This article ultimately provides some great insight into using culture strategically to keep bullies out.
Here's the article... enjoy
San Francisco-based Method is one of those quirky companies where the halls bustle with smart, opinionated hipsters who, compared to most of us, actually love their jobs. Employees conduct meetings while knitting in the “craft pod,” playing ping pong in the Astroturf room, or just sitting in the middle of an open, office-less floor plan and writing their many ideas on whiteboards that span entire walls. The vibrant atmosphere has helped propel the nine-year-old company to more than $100 million in sales and put its laundry detergent, hand soap, and other products onto the shelves of stores like Target, Lowe’s, and Safeway.
But several years ago, after a period of rapid sales growth and frantic hiring, the free flow of ideas started to get a little too free. Arguments were breaking out in the middle of the very public encampment of cubicles. People were hurling insults at each other, and employees who should have been talking with one another weren’t. For a cleaning products company composed of “people against dirty,” things were getting messy.
Click here to read the rest of the article.
They also ask interviewees to answer the question, "How would you keep Method wierd?" - a perfect example of an interview question that ensures new hires fit within the corporate culture. This article ultimately provides some great insight into using culture strategically to keep bullies out.
Here's the article... enjoy
San Francisco-based Method is one of those quirky companies where the halls bustle with smart, opinionated hipsters who, compared to most of us, actually love their jobs. Employees conduct meetings while knitting in the “craft pod,” playing ping pong in the Astroturf room, or just sitting in the middle of an open, office-less floor plan and writing their many ideas on whiteboards that span entire walls. The vibrant atmosphere has helped propel the nine-year-old company to more than $100 million in sales and put its laundry detergent, hand soap, and other products onto the shelves of stores like Target, Lowe’s, and Safeway.
But several years ago, after a period of rapid sales growth and frantic hiring, the free flow of ideas started to get a little too free. Arguments were breaking out in the middle of the very public encampment of cubicles. People were hurling insults at each other, and employees who should have been talking with one another weren’t. For a cleaning products company composed of “people against dirty,” things were getting messy.
Click here to read the rest of the article.
Thursday, October 1, 2009
Did you miss our webinar?
Create a Healthy Workplace: Understand Workplace Bullying & Combat the Damage
It's been getting RAVE reviews!
It's not too late - you can buy it now for only $25.
Check out what some of our attendees had to say:
"Very well done. I feel more informed and empowered to move forward with this issue in my workplace. Thanks again!"
"Timely content, well presented - costs of doing nothing about workplace bullying was convincing information."
"Hot topic presented by a very credible professional."
"Very informative content presented in an organized fashion. No time-wasting fluff. Presenter was obviously knowledgeable."
In partnership with The Vianova Group.
Click here to purchase.
It's been getting RAVE reviews!
It's not too late - you can buy it now for only $25.
Check out what some of our attendees had to say:
"Very well done. I feel more informed and empowered to move forward with this issue in my workplace. Thanks again!"
"Timely content, well presented - costs of doing nothing about workplace bullying was convincing information."
"Hot topic presented by a very credible professional."
"Very informative content presented in an organized fashion. No time-wasting fluff. Presenter was obviously knowledgeable."
In partnership with The Vianova Group.
Click here to purchase.
Wednesday, August 12, 2009
Invite to attend our complimentary webinar
COMPLIMENTARY WEBINAR:
Create a Healthy Workplace: Understand Workplace Bullying & Combat the Damage They Cause
September 17, 2009
9 am – 10 am PST
Cost: $0
Obtain more information and register at http://budurl.com/q8kp
Learning Objectives:
•An understanding of workplace bullying, damage caused to targets and the organization, and why it’s legal
•Insight on bullies’ and their targets
•Knowledge in the system of bullying and why it happens at work
•Knowledge in how to determine how much a bully is costing the organization
•Techniques for dealing with the bully on an interpersonal level
•Techniques for a sustainable organizational culture shift
Who Should Attend: Human resource professionals, workplace learning and performance professionals, business owners, managers, team leaders, supervisors, coaches, EAP’s, union leaders and representatives, conflict management professionals and consultants.
In Partnership with The Vianova Group
Create a Healthy Workplace: Understand Workplace Bullying & Combat the Damage They Cause
September 17, 2009
9 am – 10 am PST
Cost: $0
Obtain more information and register at http://budurl.com/q8kp
Learning Objectives:
•An understanding of workplace bullying, damage caused to targets and the organization, and why it’s legal
•Insight on bullies’ and their targets
•Knowledge in the system of bullying and why it happens at work
•Knowledge in how to determine how much a bully is costing the organization
•Techniques for dealing with the bully on an interpersonal level
•Techniques for a sustainable organizational culture shift
Who Should Attend: Human resource professionals, workplace learning and performance professionals, business owners, managers, team leaders, supervisors, coaches, EAP’s, union leaders and representatives, conflict management professionals and consultants.
In Partnership with The Vianova Group
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