Yesterday I posted an article about using values to address a bully's performance and behavior. I made a few suggestions on some of the values that would be useful in this sort of process, and then I came across Jon Matsuo's post on LinkedIn. During a conversation there in an organizational development group, Jon posted these examples and I thought they were so great I asked him if I could post them here.
So, here are some more suggestions for values that you can create to help deter bullying behavior in your workplace. Remember, the values should ultimately be defined by your managers and employees to create buy-in, but these are definitely helpful.
1. Team Player – helps others without being asked. Does not let the team down in any way, takes the lead in getting things done. Never puts others down but encourages, teaches and supports them. Works well with all. Takes on the toughest jobs. Always visible working hard.
2. Reliable – Always on time. Completes tasks professionally. Carries out his duties completely. Others have confidence that he will do things the right way every time. Always calls in the day before if he is unable to work. Can be relied on to do extra work if it is required. Consistently puts out great work. Is perfectly honest.
3. Responsible – Takes personal responsibility for getting the job done perfectly, no matter what. Always trying to solve problems, protect the company’s property, image, reputation, costs, and success. Is very careful when driving company vehicles or installing _____. Always comes to work fully ready (Does not drink the night before, never does drugs, gets good night sleep). Knows what each job is about – knows the production notes and special instructions. Asks for clarification if is not sure about anything, or if something doesn’t seem right. Immediately reports unsafe conditions or things that are harmful to any person or the company.
4. Fast Learner- is anxious to learn from others, and is always trying to learn to do things better. Remembers what he has learned and applies it on the job. Thinks of new ideas to use on the job. Asks questions when he is unsure about what and how to do a task... Curious. Teaches others what he has learned.
5. Professional- Realizes that any and every job can be done with pride and high quality. Always has pleasing the client as the highest goal, because it means more business. Earns respect from his appearance, (hair, cleanliness, uniform) his speech, his hard work, safety, and his skill. Helps others abide by rules by his example. Earns the respect of clients and everyone around him. Works hard, and does the right thing when no one is watching.
6. Maturity- Totally trustworthy. Will always do the right thing without being told. Never bends the rules. Unselfish. Is always considerate of others, never offends others with speech or actions. Lets his work speak for him (hard working, skillful, smart) Impresses teammates, management and clients with what a quality person he is. Strong character – is able to think for himself, and follow company report card values rather than being influenced by others.
7. Leadership- has all of the above qualities in abundance. His actions speak well of him in all ways and he is well respected for his work, effort, caring, skill, and integrity. Team mates are willing to follow him because of his example. He always tries to think of ways that he, and the company can be better. Thinks ahead and plans. Communicates well. Humble. Does not try to bully, intimidate, manipulate. Is not afraid to speak up to others in a respectful way. Will stand up for what is right. Always trying to help others to make them successful, and look good.
The values are assigned differing weights, depending on the need for emphasis. The employees know that these are not their values until they live them, and every opportunity is taken to apply them in discussions and decisions.
As you can see there is nothing special about them. They should be put together by targeting the specific needs of the organization.
I view values as tools for getting the organization to where it needs to be. When applied judiciously, people appreciate the positive impact that it can have, and embrace them. Those that don't may not belong there.
Thanks Jon! Visit Jon on LinkedIn here.
Tuesday, May 4, 2010
Monday, May 3, 2010
Performance reviews and workplace bullies
Can you use the performance process to help a workplace bully curb his or her behavior? Well, they can be very helpful if you’re paying attention to ensuring a positive and healthy culture. Developing a performance evaluation process that includes civility is not too difficult (although changing the bully’s behavior will of course be a challenging process, but worth it in the end).
Many organizations use the performance evaluation process as a once per year thing that everyone despises. Managers hate the process of telling employees they are not meeting goals, and employees of course dread those types of conversations. After a few weeks they’ve forgotten what it is they were supposed to work on and return to normal anyway. This isn’t helpful to the employee, the manager, or the organization.
In order to adjust any type of behavior, whether bullying or not, employee evaluations should be held at a minimum once per quarter. They should also not focus only on what’s going wrong, but should place a focus on what is going right. So don’t forget to talk about where the employee is excelling too.
Before you start the process, you must first develop a list of competencies that are simple and unambiguous, and describe expectations for performance and behavior. Here are some examples of competencies that would be useful for eradicating bullying behavior:
• Communication: Addresses others with an encouraging and positive attitude. Listens to other ideas different from his or her own with an open-mind. Avoids raising his or her voice when frustrated and demonstrates professionalism at all times. Maintains confidentiality of information where required and handles sensitive information with tact.
• Conflict resolution: Understands the value of listening to differences of opinion. Seeks solutions to resolve conflict with a focus on maintaining the relationship. Avoids attacking individuals during periods of conflict, and focuses instead on developing an amicable solution to the issue.
• Collaboration: Seeks out the opinions of others before making decisions that will impact them. Encourages open discussions about issues and searches for innovative solutions. Avoids gossiping or humiliating others.
• Assertiveness: Demonstrates ability to express opinions and convictions in a professional manner and without putting other opinions down. Displays confidence during interactions and deals constructively with other’s differences of opinions.
During reviews, provide the employee a minimum five examples of specific situations where these behavior-based competencies and other performance-based competencies you developed were demonstrated. Describe the positive impact or outcome for the organization as a result of meeting that competency.
After discussing strengths, discuss a maximum of three areas for improvement. Focus on the one major area the employee should work on, particularly their interpersonal skills if the employee is a bully. Be very specific about situations where competencies were not met, how they are harmful for the organization, and what changes you would like to see. Provide clear examples of what “doing it right” would look like. Connect “doing it right” to positive outcomes for the organization.
Next, provide the employee with SMART goals for their behavior change. SMART goals are Specific, Measureable, Attainable, Realistic, and have a Timeline. A bully needs to know what the specific behavior change should look like, how it will be measured, that it is possible to change and you believe in their ability to do so, and by when the change should take place.
Of course bullies cannot change overnight, so your timeline is going to have to be made up of baby steps. If it appears the bully is left unsure of how to change his or her behavior, you may need to bring in a communication skills coach, or even provide a high-level organizational mentor, to help the individual meet these goals.
Many organizations use the performance evaluation process as a once per year thing that everyone despises. Managers hate the process of telling employees they are not meeting goals, and employees of course dread those types of conversations. After a few weeks they’ve forgotten what it is they were supposed to work on and return to normal anyway. This isn’t helpful to the employee, the manager, or the organization.
In order to adjust any type of behavior, whether bullying or not, employee evaluations should be held at a minimum once per quarter. They should also not focus only on what’s going wrong, but should place a focus on what is going right. So don’t forget to talk about where the employee is excelling too.
Before you start the process, you must first develop a list of competencies that are simple and unambiguous, and describe expectations for performance and behavior. Here are some examples of competencies that would be useful for eradicating bullying behavior:
• Communication: Addresses others with an encouraging and positive attitude. Listens to other ideas different from his or her own with an open-mind. Avoids raising his or her voice when frustrated and demonstrates professionalism at all times. Maintains confidentiality of information where required and handles sensitive information with tact.
• Conflict resolution: Understands the value of listening to differences of opinion. Seeks solutions to resolve conflict with a focus on maintaining the relationship. Avoids attacking individuals during periods of conflict, and focuses instead on developing an amicable solution to the issue.
• Collaboration: Seeks out the opinions of others before making decisions that will impact them. Encourages open discussions about issues and searches for innovative solutions. Avoids gossiping or humiliating others.
• Assertiveness: Demonstrates ability to express opinions and convictions in a professional manner and without putting other opinions down. Displays confidence during interactions and deals constructively with other’s differences of opinions.
During reviews, provide the employee a minimum five examples of specific situations where these behavior-based competencies and other performance-based competencies you developed were demonstrated. Describe the positive impact or outcome for the organization as a result of meeting that competency.
After discussing strengths, discuss a maximum of three areas for improvement. Focus on the one major area the employee should work on, particularly their interpersonal skills if the employee is a bully. Be very specific about situations where competencies were not met, how they are harmful for the organization, and what changes you would like to see. Provide clear examples of what “doing it right” would look like. Connect “doing it right” to positive outcomes for the organization.
Next, provide the employee with SMART goals for their behavior change. SMART goals are Specific, Measureable, Attainable, Realistic, and have a Timeline. A bully needs to know what the specific behavior change should look like, how it will be measured, that it is possible to change and you believe in their ability to do so, and by when the change should take place.
Of course bullies cannot change overnight, so your timeline is going to have to be made up of baby steps. If it appears the bully is left unsure of how to change his or her behavior, you may need to bring in a communication skills coach, or even provide a high-level organizational mentor, to help the individual meet these goals.
Wednesday, April 14, 2010
THE INTERNATIONAL ASSOCIATION ON WORKPLACE BULLYING AND HARASSMENT
www.iawbh.org
Press release:
The conference returns to the UK after an eight year gap, to Wales for the first time. It brings together researchers, academics and practitioners at a world class three day event. The conference aims to share knowledge and understanding around the complex workplace issues of bullying, harassment, discrimination and violence.
Co-chair of the conference Professor Duncan Lewis of the Glamorgan Business School said “This
should be an excellent opportunity to bring together world experts to discuss how we take forward the theory and practice of these important workplace issues. We are delighted to be hosting the 7th occasion of this International conference”.
Keynote speakers include renowned expert Professor Staale Einarsen from the University of Bergen in Norway, Professor David Yamada of the Suffolk Business School in Boston USA, and Professor Ralph Fevre lead expert on the UK Government’s 2nd Fair Treatment at Work Survey. Other speakers include Associate Professor Denise Salin from Finland, Dr Gary Namie from the USA and Rachael Maskell from Unite the Union.
Professor Michael Sheehan, Co-chair of the conference said “We are delighted that we have been able to attract many of the leading researchers and practitioners in the field, and to have an international flavour to the conference, with delegates and speakers from across the globe”.
Please visit the conference website at www.bullying2010.com. The conference is sponsored by the University of Glamorgan, Acas, Equality and Human Rights Commission, Public Service Management Wales, Institute of Leadership and Management, People Resolutions and Hogrefe Ltd.
MICHAEL SHEEHAN AT GLAMORGAN UNIVERSITY, HOSTING THE IAWBH CONFERENCE
For more information and to register, visit www.iawbh.org or visit the conference website, www.bullying2010.com.
Press release:
The conference returns to the UK after an eight year gap, to Wales for the first time. It brings together researchers, academics and practitioners at a world class three day event. The conference aims to share knowledge and understanding around the complex workplace issues of bullying, harassment, discrimination and violence.
Co-chair of the conference Professor Duncan Lewis of the Glamorgan Business School said “This
should be an excellent opportunity to bring together world experts to discuss how we take forward the theory and practice of these important workplace issues. We are delighted to be hosting the 7th occasion of this International conference”.
Keynote speakers include renowned expert Professor Staale Einarsen from the University of Bergen in Norway, Professor David Yamada of the Suffolk Business School in Boston USA, and Professor Ralph Fevre lead expert on the UK Government’s 2nd Fair Treatment at Work Survey. Other speakers include Associate Professor Denise Salin from Finland, Dr Gary Namie from the USA and Rachael Maskell from Unite the Union.
Professor Michael Sheehan, Co-chair of the conference said “We are delighted that we have been able to attract many of the leading researchers and practitioners in the field, and to have an international flavour to the conference, with delegates and speakers from across the globe”.
Please visit the conference website at www.bullying2010.com. The conference is sponsored by the University of Glamorgan, Acas, Equality and Human Rights Commission, Public Service Management Wales, Institute of Leadership and Management, People Resolutions and Hogrefe Ltd.
MICHAEL SHEEHAN AT GLAMORGAN UNIVERSITY, HOSTING THE IAWBH CONFERENCE
For more information and to register, visit www.iawbh.org or visit the conference website, www.bullying2010.com.
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.
Friday, March 19, 2010
What does "positive workplace" mean to you?
We asked this question on LinkedIn, and here were some of our favorite answers...
I think the definition of this phrase is probably as diverse as the collection of individuals in the workplace being discussed... for me personally, it's a place where I am trusted and respected, where my professional growth is supported, and where I have the opportunity to act in kind towards my colleagues.
Community, fun, respect, supportive, flexible, inspiring. I start with community b/c if employees describe their work space as having a sense of community, they feel a sense of belonging, and that triggers engagement and loyalty.
Open-minded, people take and give responsibility, fair, fun, reliable, where your competence is needed and developed
A"no idiots" policy.
New ideas welcome, resources shared according to need, all roles respected (not just your own tribe's!), flexibility based on trust.
Creativity, open communication, friendliness, flexible work hours, intolerance of cattiness.
Open to ideas, trusting, energetic, light 'n airy workspaces, respectful of human beings (not cogs in a machine) coming together to tackle projects, warm, mentoring, see work as a journey toward a goal that makes a difference; work is more than just work... It should be a fun 'n exciting where we r in the zone n in our element, like children with crayons having such a fun day, bright, open, curious n embracing all that's on offer
Respectful, fun, compassionate
'I would like to come back here again and again'
I love coming to work everyday.
You must have freedom to fail to be able to innovate and grow
No egotistical, abusive managers who are protected by upper management and the lawyers in HR (does that sound bitter? :)
Challenges, growth, engaging, stimulating
Optimism, stimulating, open, compassionate, creative, fun, engaging, growth
Invigorating, energizing
Feeling supported by co-workers in a fun, collaborative environment.
I think the definition of this phrase is probably as diverse as the collection of individuals in the workplace being discussed... for me personally, it's a place where I am trusted and respected, where my professional growth is supported, and where I have the opportunity to act in kind towards my colleagues.
Community, fun, respect, supportive, flexible, inspiring. I start with community b/c if employees describe their work space as having a sense of community, they feel a sense of belonging, and that triggers engagement and loyalty.
Open-minded, people take and give responsibility, fair, fun, reliable, where your competence is needed and developed
A"no idiots" policy.
New ideas welcome, resources shared according to need, all roles respected (not just your own tribe's!), flexibility based on trust.
Creativity, open communication, friendliness, flexible work hours, intolerance of cattiness.
Open to ideas, trusting, energetic, light 'n airy workspaces, respectful of human beings (not cogs in a machine) coming together to tackle projects, warm, mentoring, see work as a journey toward a goal that makes a difference; work is more than just work... It should be a fun 'n exciting where we r in the zone n in our element, like children with crayons having such a fun day, bright, open, curious n embracing all that's on offer
Respectful, fun, compassionate
'I would like to come back here again and again'
I love coming to work everyday.
You must have freedom to fail to be able to innovate and grow
No egotistical, abusive managers who are protected by upper management and the lawyers in HR (does that sound bitter? :)
Challenges, growth, engaging, stimulating
Optimism, stimulating, open, compassionate, creative, fun, engaging, growth
Invigorating, energizing
Feeling supported by co-workers in a fun, collaborative environment.
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.
Friday, March 12, 2010
Teacher writes 'loser' on assignments
The mother of a sixth-grader says her daughter's teacher is bullying the girl with his notes...
http://news.yahoo.com/video/us-15749625/teacher-writes-loser-on-child-s-assignments-18593231
http://news.yahoo.com/video/us-15749625/teacher-writes-loser-on-child-s-assignments-18593231
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