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Friday, September 14, 2007Before Quitting Try FIRST
This acronym comes from a book discussed in an article at PalmBeachPost.com entitled Bullying bosses turn dream jobs into nightmares. It's a key component of a book by Shaun Belding called Winning With the Boss From Hell: A Guide to Life in the Trenches. F – Fly under the radar. Try not to make yourself a target for your boss. I – Ignore what your boss is saying by reframing his or her behavior. The example given is that instead of thinking that a boss is picky, look at it as a boss who desires perfection. R – Retrain the boss by offering your own reinforcement for positive behavior when it comes. S – Stand your ground when it is appropriate and without breaking any company rules. T – Talk turkey to your boss when you feel you can take the risk without anything coming back against you. Belding says that he feels a boss is unlikely to really have it in for one particular employee. They are not deliberately trying to make your life miserable. It may be possible, he theorizes, to change your manager's behavior, thus improving your working conditions. So before you sit down and write that resignation letter, it may be better to take a step back and try some of these steps first. It might just be possible to save the job you have. Labels: Business Lessons, Consulting, human resource, motivation  
Thursday, September 13, 2007We're Watching You
Recently, a company in Britain was found guilty of violating an employee's right to respect for private life (Article 8 of the European Convention). Why? Were they trying to follow her home and see where she bought her groceries? Did they steal her bank statements from the letterbox to see how she spent her money? Not quite. As it turns out, the claimant objected to the fact that the telephone calls, web surfing, and e-mails she sent at work were monitored by her employer. She claimed that she didn't know that her electronic (and phone) activities would be monitored. Frankly, that sounds like a bit of rubbish to me. In this day and age, some level of monitoring in the workplace should be expected. If you find that a particular computer on your network is prone to receiving viruses or slowing down the network, you would probably want to know about it and then inform the guilty party. In this particular case, the employer didn't explicitly provide employees with (or display for that matter) clear monitoring rules. That, my friends, is precisely the problem that the European Court had with the employer. What's more, the company was also let down by anHR department not doing its job properly. It's hard to imagine the legal department in a company wouldn't have advised posting such information in a visible spot. At the very least, one would expect that the employer would have informed the employee of monitoring practices so that she could modify her behavior. The employee clearly dodged a bullet in this case; it's simply not reasonable to have a high expectation of privacy when it comes to using employer communication resources while at work.
Wednesday, September 12, 2007How much a bad boss can affect a working environment?
According to this study 40 per cent of workers in the business world think they work for bad bosses. As for what constitutes a bad boss, they have a variety of answers. 39 per cent said their managers failed to keep promises. 37 per cent said their bosses did not give them the credit they deserved. 31 per cent indicated their supervisor gave them "the silent treatment." 27 per cent reported negative comments from their management. 24 per cent claimed their bosses invaded their privacy. 23 per cent stated that their supervisor blamed them or other workers to cover up personal mistakes. What does all this mean? It means that companies loose qualified employees due to incompetent and bad management. In short, it means that bad managers cost corporations money. At the same time, other studies have indicated that bosses who try to create a positive work environment, and who do the opposite of those things listed above, have better workers. In addition, these employees are more than willing to work extra hours or go the extra mile for these supervisors. Labels: Consulting, human resource, stories
Tuesday, September 11, 2007Employee Absence
by Stephen Adams Graphics and Commercial Art Joan, an employee of Great American Market, was warned about her excessive absenteeism several times, both verbally and in writing. The written warning included notice that "further violations will result in disciplinary actions," including suspension or discharge. A short time after the written warning was issued, Joan called work to say she was not going to be in because her babysitter had called in sick and she had to stay home and care for her young child. Joan's supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned that if she did not report to work, she could be suspended. When Joan did not report for her shift, Sylvia suspended her for fifteen days. In a subsequent hearing, Joan argued that it was not her fault that the babysitter had canceled, and protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a good faith effort to find an alternate babysitter, nor had she tried to swap shifts with a co-worker. Furthermore, Sylvia said that the lack of a babysitter was not a justifiable excuse for being absent. Questions: Was the suspension fair? Did Joan act responsibly? Should she be fired? Should the babysitter be fired? Was Sylvia fair in her actions? Is there ever a solution for working mothers? Should working fathers take turns staying home? Should Great American Market provide daycare? Labels: Business Lessons, Consulting, human resource
What is Microsoft's Secret Weapon?
Mindful of the fact that employees of Indian descent make something like one in six of Microsoft's 35,000 workers in the greater Seattle area and that US employers now face much stiffer competition from the booming Indian software sector for top engineering talent, Microsoft has been working hard to offer that little bit extra to make Indian staff feel at home. Part of this policy has been to back a corporate cricket programme – four teams that compete against other local teams. What's more, during the Cricket World Cup last March and April, Microsoft broadcast matches from the Caribbean via closed circuit. But it seems that it is also Microsoft's female Indian employees who are pushing the growth of cricket – the Seattle women's cricket league has more than 100 members, around three-quarters of whom are from Microsoft. As one insider said, there are probably more women playing cricket in Seattle than in the whole of India.
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