In the last while I have heard an amazing number of complaints from
friends, family and colleagues about their bosses. Along with a few
that were unprintable the following are some of the things I’ve been
told. Read more
Last time I talked about Bad Bosses. They are
just one side of the story. Here are some
examples from the other side. Read more
In two previous articles I talked about
“bad bosses” and “bad employees”. In doing so I mentioned that very
often there are reasons beyond the individual boss and/or employee
that result in bad behavior. Read more
In the Autumn newsletter I discussed what
engagement is, why it is important and what is
required to obtain it. The challenge for
organizations is HOW to build an environment
where people give their heads (concern), hearts
(commitment) and hands (effort) to the
Compensation, Part 1
Over the last several months the questions about
compensation have been increasing. Along with
those about the market value for various jobs
there have been many about how to get the most
out of total reward programs.
Compensation, Part 2
When considering the much greater complexity
of the interaction between all of the internal
and external factors affecting corporate
culture, it is easy to see why
designing an effective compensation and reward
structure is challenging.
Compensation, Part 3
To be effective, a reward package must be designed to satisfy the
needs of the people in the organization, which requires an
understanding of what motivates that group of people.
The Cost of Turnover
Companies that have a deep understanding of the replacement cost of
the people also know the real value of people. Read more
"Employer to Fine Unhealthy Workers”: That
headline in a
workforce.comnewsletter caught my
attention. Besides the typically Canadian
reactions it inspired: that is mean (the typical
Canadian), that’s not fair (human rights) and
how do they know who is healthy or not anyhow
(privacy laws). Read more
In respect of the
workplace, engagement can be described as the degree to which
employees are emotionally and intellectually attached to their work
and its purposes.
For the “Silent Generation”
(born between 1922 and 1946), life pattern was education, work, and
retirement. Retirement meant the end of ‘work’ and the beginning of
freedom to pursue a life of leisure and personal priorities.
Gen X on
The series of newsletters on engagement continues. The following
are the views of Michelle – a Gen Xer on what it takes to build
engagement. Read more
Every culture has its own jargon; the HR community included.
Sometimes this needs translating. Read more
Paid Time Off – A New Idea?
It is easy to say that the new
focus on providing workers with more paid time off is the
consequence of two converging forces. The first force; the aging
baby boomers whose priorities are shifting and, the second and more
significant force; the incredible impact of technology on how,
where, and when work is and can be done. Read more
The erosion of the multi-layered
hierarchy, broader, more open communication, an aging workforce and
fewer new entrants to the workforce are all contributing to an
increasingly competitive recruiting environment.
Welcoming The Shadow Boom to Work
This group is best known as GEN Y. They are also
referred to as the Millennials.
Like every other generation, GEN Y has lots
to learn about how to be successful in the
workplace. Their unique talents and
perspectives can and hopefully. will change
the world of work for the better.
What does it take to create a
productive, creative high performance virtual team?
In my spring newsletter under the workforce
section I presented some information about
workforce shortage projections that have
frightening implications for businesses in
Canada. Read more
In Canada there is no specific health and safety
legislation that deals with workplace bullying,
though some provinces have workplace violence
legislation that does include bullying.
Looking for more information or need some help
with these or other HR issues? Please get in touch.