I didn't write this article, but i thought you might be interested as i was quoted in it.
With many firms clamping down on costs as they navigate the gradual recovery from the recession, some bosses may decide to put ideas of helping staff maintain a good work-life balance on the back burner. But, says one researcher, this would be a bad move.
Dr Linda Twiname, a senior lecturer at Waikato Management School, University of Waikato, says work-life balance initiatives are even more important during hard economic times.
"Wise employers will treat their staff well," she says. "That is probably a part of who they are anyway, and we know that not all work-life balance initiatives cost money.
"Business owners need to make the most of every business opportunity when business is tight. And so having high commitment from staff will shine through at this time.
"The other side of the coin is that a lot of firms don't do work-life initiatives for the soft reason, they do it for the financial reason - and I totally understand that. When you are running a business you have got to pay the bills."
Twiname's belief is that during tough times employers need to keep their best staff onside, to retain them and prevent them from leaving to work for a competitor.
Brien Keegan, regional manager of recruitment firm Randstad, agrees, saying firms helping staff achieve a good balance will pay dividends for them in the war for talent. A war that is still active in many sectors of the recruitment game despite the recession.
"We live in times of a rapidly ageing workforce and as the baby boomer generation starts to retire that means offering them a good work-life balance so they are encouraged to continue with their career," says Keegan.
"By allowing older staff an almost semi-retirement situation, that will help firms retain institutional knowledge and capability for the organisation."
Keegan says the number one thing employees are looking for are flexible working options.
"So a firm that lets staff nip off to collect their children from school at 3pm will have a competitive advantage over firms that don't," he says.
Janice Davies, personal counsellor and organiser of the annual self-esteem event Self Day, says the whole work-life balance issue is a hot topic right now.
"It's been slotted down the list by some employers," she says. "But the fact is a good work-life balance is needed now more than ever as people are losing their self-esteem and becoming depressed.
"Those still in jobs, and who have seen colleagues made redundant, have the added stress of coping with more work to pick up the slack and perhaps have less of a budget to work with - they have to do more with less.
"Some people have not been affected, though, are carrying on okay, and moving into holistic life-work strategies."
Keegan says: "What we saw during the global financial crisis was that as people left firms, for whatever reason, those left behind would have to do more. Particularly in industries that are sales-dominated.
"And with current technology such as iPhone, Blackberries, advanced mobile phones and laptops, the line has blurred between life and work. It means employees need to work for a firm they are engaged with.
"I know of stories where people have been sitting at home at 9 or 10 o'clock at night still interacting with work via their Blackberries. Then their partner has said, 'It's time to turn it off - you're not at work now.'
"The great thing about technology is that it makes it easier to communicate and work wherever you may be, but it also binds us into our work life even more."
Keegan says the upside is that while people get more freedom to work where and when they want, in some circumstances it pushes the decision of work-life balance on to the employee.
"I think us Kiwis have got the balance about right when we compare ourselves to our cousins in Australia," he says. "It is normal for us to go to work, work hard and then leave on time and go home to continue the rest of our life."
However, he says people in professional services - such as lawyers, accountants and those leading project-driven roles - typically have more difficulty striking the right balance all the time.
"Because these are your work hard, play hard people," says Keegan. "The thing about work-life balance is that it is an absolutely individual preference or state of mind.
"Work-life balance means something different to pretty much everybody that you speak to. It could be drinks on a Friday or being able to get home to see the children before they go to bed.
"Job hunters should ask themselves if that new organisation will allow them to achieve the balance they seek in their lives."
Like Keegan, Davies says people should be employed in a job they like, then the balance will come naturally.
"These people are already happy and more positive about coping with the stress of work-life balance," she says.
"If they are not in a job they like, then balancing their life and work will not make them any happier. They are already thinking and feeling negative and are more susceptible to stress - coping will be more challenging because of their negative state of mind."
However, Twiname wonders if the term work-life balance should be replaced with the phrase life-life balance.
"Work is part of our life, we spend the bulk of our time at work," she says.
It is a view employment commentator James Adonis shares.
"I don't believe there is such a thing as work-life balance," he says. "The term is an oxymoron. It implies that work and life are opposites; that they're territorial enemies terrorising each other for space in an employee's life.
"That's an unhealthy attitude to embrace. Work and life don't need to compete with each other. They can co-exist.
"As a society we really need to stop looking at work as such a big bad beast."
Keegan says once the economy picks up and staff have more choice then firms that have turned their back on staff will see a mass exodus.
"As soon as there are more jobs around it will have a snowball effect."
By Steve Hart
Sunday, September 12, 2010
Tuesday, August 24, 2010
Being Proactive Equals Your Success
Being Proactive Equals Your Success
The World is your Oyster is a proverb Shakespeare first used in his play in1600.
and it’s a phrase that sums life up. It affirm that whatever you want is within your grasp. The challenge is that each person has to go out and get it. Unless you are one of the very lucky or privileged few…the money you want, the dreams you want, aren’t’ going to be handed to you. You have got to be proactive and work towards your success.
Being proactive means a change in thinking, followed by a change in actions. Often you need to eliminate from your mind old beliefs about life, that are not supporting you. If you keep thinking, “money is hard to get” you will never keep enough or earn enough because subconsciously you will find a way of sabotaging yourself. Your new thoughts could be ‘money is flowing to me easily’.
Fortunately, your success is in your head…and luckily it’s up to you. There’s another saying If it’s going to be – it’s up to me and that is true. Success isn’t an overnight event and for everyone, success equates to an individuals choice. It may be passing an exam, learning to skydive or making $50,000 profit in their business.
It takes between 21 and 28 days to change a habit. Your success is stepping stones in progress.
10 Steps to Become Proactive
1 Positive – Negatively is rife in life. It is in the media, magazines, people. If you want to be positive you need to rid yourself of negativity. Turn off the television is your first step.
2 Results. – You need to have a goal, dream or desire you are working towards. Maybe it’s money in the bank, increased cash flow in your business, a holiday, new car or ten new clients. A famous quote from the Wizard of Oz is: Any road will take you there, if you don’t know where you’re going.
3 Overcoming FEAR –False Evidence Appearing Real. Imagine not attempting to walk when you were young. You didn’t give up and you wouldn’t want to live without it now…. you tried and succeeded. Take small steps to over come your fear.
4 Attitude – My Attitude postcard reads: Past, Present, Future, Every second you have a choice. Choose Positive and be your own Success Story. It’s true; you can only think one thought at a time. Make it a positive one.
5 Confidence – Walk tall, stand straight, wear your best clothes, use eye contact Fake it until you make it. Smile! You might have butterflies in your stomach, but no one can see them.
6 Communication – Improve your communication by joining Toastmasters and at the same time gain confidence. Attend assertive communication courses, and remember Hello and Thank You.
7 BE Interactive – Just do it! Make the appointments, approach new clients, meet new people, join social clubs. Life is for living.
8 Victorious – With every small success reward you. After ten sales calls, have a coffee, after a completing a task well, find a way of patting yourself on your back. Acknowledge that you’ve achieved something.
9 Enthusiasm – Find the ‘it’s great to be alive’ feeling. Discover your passions, experience and enjoy them. Smell the roses, enjoy good health, eat well and find the vitality in life from within. You’ve got it, but it’s up to you to discover it. Everyone has free will, the choice is yours!
10 Never, ever give up!
Being proactive means you will always encounter challenges, but you will always
Overcome them. It’s like eating peas with a fork…they roll off the side and you usually have to try more than once to eat them. Making the world your oyster and crating your goals and dreams is the same sometimes you have to try more than once to achieve them.
The World is your Oyster is a proverb Shakespeare first used in his play in1600.
and it’s a phrase that sums life up. It affirm that whatever you want is within your grasp. The challenge is that each person has to go out and get it. Unless you are one of the very lucky or privileged few…the money you want, the dreams you want, aren’t’ going to be handed to you. You have got to be proactive and work towards your success.
Being proactive means a change in thinking, followed by a change in actions. Often you need to eliminate from your mind old beliefs about life, that are not supporting you. If you keep thinking, “money is hard to get” you will never keep enough or earn enough because subconsciously you will find a way of sabotaging yourself. Your new thoughts could be ‘money is flowing to me easily’.
Fortunately, your success is in your head…and luckily it’s up to you. There’s another saying If it’s going to be – it’s up to me and that is true. Success isn’t an overnight event and for everyone, success equates to an individuals choice. It may be passing an exam, learning to skydive or making $50,000 profit in their business.
It takes between 21 and 28 days to change a habit. Your success is stepping stones in progress.
10 Steps to Become Proactive
1 Positive – Negatively is rife in life. It is in the media, magazines, people. If you want to be positive you need to rid yourself of negativity. Turn off the television is your first step.
2 Results. – You need to have a goal, dream or desire you are working towards. Maybe it’s money in the bank, increased cash flow in your business, a holiday, new car or ten new clients. A famous quote from the Wizard of Oz is: Any road will take you there, if you don’t know where you’re going.
3 Overcoming FEAR –False Evidence Appearing Real. Imagine not attempting to walk when you were young. You didn’t give up and you wouldn’t want to live without it now…. you tried and succeeded. Take small steps to over come your fear.
4 Attitude – My Attitude postcard reads: Past, Present, Future, Every second you have a choice. Choose Positive and be your own Success Story. It’s true; you can only think one thought at a time. Make it a positive one.
5 Confidence – Walk tall, stand straight, wear your best clothes, use eye contact Fake it until you make it. Smile! You might have butterflies in your stomach, but no one can see them.
6 Communication – Improve your communication by joining Toastmasters and at the same time gain confidence. Attend assertive communication courses, and remember Hello and Thank You.
7 BE Interactive – Just do it! Make the appointments, approach new clients, meet new people, join social clubs. Life is for living.
8 Victorious – With every small success reward you. After ten sales calls, have a coffee, after a completing a task well, find a way of patting yourself on your back. Acknowledge that you’ve achieved something.
9 Enthusiasm – Find the ‘it’s great to be alive’ feeling. Discover your passions, experience and enjoy them. Smell the roses, enjoy good health, eat well and find the vitality in life from within. You’ve got it, but it’s up to you to discover it. Everyone has free will, the choice is yours!
10 Never, ever give up!
Being proactive means you will always encounter challenges, but you will always
Overcome them. It’s like eating peas with a fork…they roll off the side and you usually have to try more than once to eat them. Making the world your oyster and crating your goals and dreams is the same sometimes you have to try more than once to achieve them.
Future Proofing your Business
Future Proofing Businesses
Many businesses, large or small, have enough problems dealing with today’s markets and consumers, let alone tomorrow’s! But failing to focus on the future leads to many businesses drifting into oblivion because their products or services no longer suit the needs of consumers and clients.
The loss of relevance can happen quite quickly, not only for small businesses but also large businesses. Fletcher Challenge was one large New Zealand business that failed to adapt to change and McDonalds had to rapidly change with the fast food it offered and include healthier options.
Now watch the telecommunications and finance sectors over the next decade. There
will be significant attrition amongst the players in these sectors because a number of players have not developed future-focused business strategies that enable them to adapt to coming radical changes in technologies, markets and delivery channels.
The reality is that change has never been as rapid or as dramatic as that which we will see over the next several decades. Developing an understanding of a number of key trends including the impacts of new technologies currently being introduced or developed, the aging of the population and a decreasing interest in rearing children, growing individualism, psychological age becoming more important than physical age, the effects of smart networks, the shift from B2C to C2B, changing logistics and delivery systems, and sustainability issues is essential to ensure long term business robustness and excellence in performance.
As the pace of change quickens, senior management and business owners need to be far more aware of the trends that may impact on their businesses in the next 5 to 10 years than ever. The best way to enhance this awareness is to develop simple scenarios that depict how the market may look in five to ten year’s time. The sorts of questions that might be addressed when developing a scenario include:
• Are our products or services likely to be relevant in 5 – 10 years time?
• Will our currently high value product or service just become another commodity in 5 – 10 years time?
• Which technologies are being developed that might affect our current products or services?
• Who are my consumers going to be in 5 – 10 years time (age group, relative demographic importance, lifestyles, characteristics)?
• How am I going to be able to deliver the solutions that customers require?
• What channels will I use to access my consumers (bearing in mind that traditional mass saturation advertising strategies have, at best, a 1- 2% success rate and the retailing scene is changing quite rapidly).
• Do I need to operate effectively in both place (locally) and/or space (virtually)?
• How will the increasing focus on sustainability affect my business?
• How is increasing globalisation going to affect my business?
Focusing on the future rather than projecting from the past, the approach most business tend to rely on today, requires a major attitude shift. Such an attitude shift is becoming increasingly critical in order to future proof a business. CEO’s, managers and business owners need to spend 20-30% of their time on future proofing their businesses if they .want to thrive.
It is always difficult to change old habits. However, the shift required is not impossible if managers and staff have the inclination and tools to change attitudes and business strategies. And most staff respond very positively to forward thinking vision based strategic planning that moves the business forward when it replaces the same old “same old”, an increasingly outdated approach that increasingly leads to reduced employment security and lower incomes
Many businesses, large or small, have enough problems dealing with today’s markets and consumers, let alone tomorrow’s! But failing to focus on the future leads to many businesses drifting into oblivion because their products or services no longer suit the needs of consumers and clients.
The loss of relevance can happen quite quickly, not only for small businesses but also large businesses. Fletcher Challenge was one large New Zealand business that failed to adapt to change and McDonalds had to rapidly change with the fast food it offered and include healthier options.
Now watch the telecommunications and finance sectors over the next decade. There
will be significant attrition amongst the players in these sectors because a number of players have not developed future-focused business strategies that enable them to adapt to coming radical changes in technologies, markets and delivery channels.
The reality is that change has never been as rapid or as dramatic as that which we will see over the next several decades. Developing an understanding of a number of key trends including the impacts of new technologies currently being introduced or developed, the aging of the population and a decreasing interest in rearing children, growing individualism, psychological age becoming more important than physical age, the effects of smart networks, the shift from B2C to C2B, changing logistics and delivery systems, and sustainability issues is essential to ensure long term business robustness and excellence in performance.
As the pace of change quickens, senior management and business owners need to be far more aware of the trends that may impact on their businesses in the next 5 to 10 years than ever. The best way to enhance this awareness is to develop simple scenarios that depict how the market may look in five to ten year’s time. The sorts of questions that might be addressed when developing a scenario include:
• Are our products or services likely to be relevant in 5 – 10 years time?
• Will our currently high value product or service just become another commodity in 5 – 10 years time?
• Which technologies are being developed that might affect our current products or services?
• Who are my consumers going to be in 5 – 10 years time (age group, relative demographic importance, lifestyles, characteristics)?
• How am I going to be able to deliver the solutions that customers require?
• What channels will I use to access my consumers (bearing in mind that traditional mass saturation advertising strategies have, at best, a 1- 2% success rate and the retailing scene is changing quite rapidly).
• Do I need to operate effectively in both place (locally) and/or space (virtually)?
• How will the increasing focus on sustainability affect my business?
• How is increasing globalisation going to affect my business?
Focusing on the future rather than projecting from the past, the approach most business tend to rely on today, requires a major attitude shift. Such an attitude shift is becoming increasingly critical in order to future proof a business. CEO’s, managers and business owners need to spend 20-30% of their time on future proofing their businesses if they .want to thrive.
It is always difficult to change old habits. However, the shift required is not impossible if managers and staff have the inclination and tools to change attitudes and business strategies. And most staff respond very positively to forward thinking vision based strategic planning that moves the business forward when it replaces the same old “same old”, an increasingly outdated approach that increasingly leads to reduced employment security and lower incomes
Tuesday, July 27, 2010
Solutions for Preventing Workplace Bullying
Article by Janice Davies, Ann Andrews and Michael Smyth
A recent report highlighted the tragic news that New Zealand has one of the highest rates of workplace bullying in the world, with a staggering one in five employees being subjected to overbearing or belittling behaviour at work.
The research, funded by the Department of Labour and the Health Research Council found that levels of workplace stress and bullying were far greater than expected.
A survey of 1728 workers in the health, education, travel and hospitality sectors found 18 percent had been bullied, while 75 percent had suffered workplace stress.
Ineffective leadership was highlighted as one of the main causes. However, Janice Davies believes that lack of personal awareness skills is also a key factor in the bullying relationships.
The research further discovered that employers across all the surveyed sectors had a limited understanding of the problem and how to address it. It also found that reporting structures in most of the organisations they studied were ineffective, with bullying being viewed as part of wider harassment or violence initiatives.
Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and clearly defined procedures put in place to educate managers and team leaders on effective strategies for dealing with bullies.
Although it is impossible to gauge lost revenue from the effects of bullying, some staggering statistics are available on workplace disengagement. In a biannual poll of working New Zealanders undertaken last year by Gallup Consulting, their results showed that 15% of workers are actively disengaged (a 4% increase since 2006) and that manufacturing has the highest percentage (22%); service industries the lowest (12%). 38% of actively disengaged staff felt that the stress of work caused a flow-on effect to behaving poorly with their family or friends, compared with only 13% of Engaged employees.
In New Zealand, JRA, who conduct the ‘Best places to work survey’, believe 70 percent of workers are ambivalent or disengaged and the cost of that disengagement is on the rise and estimated to be in the region of $NZ5.9 billion p.a.
Janice Davies was herself bullied at work from a bully with a previously tainted workplace reputation. After a five minute verbal attack from the bully, her boss told her to discuss the problem over lunch and become friends. Fortunately for her, prior personal experiences with bullies and had taught her how to remain empowered.
From the victims point of view bullies are cruel co-workers. It is difficult, but the victim needs to learn if it wasn’t them, the bully would find another target. They use manipulative language and behaviour, preying on kind hearted and non assertive employees or gradually nitpick at confident employees until they lose their self confidence.
A workplace bully is angry and unable to communicate assertively. They have low self esteem and create negative relationships. Some may be conscious of their antics but unaware there are different types of positive workplace relationship which create more satisfaction for both parties.
At Janice’s workshops on dealing with difficult people, attendees confirmed a high percentage of bullying was experienced. It uncovered that after victims discussed the situations with their HR department or managers, they were often told to ‘get on with it’ or it was fobbed off as inconsequential. Generally they found another job leaving the bully for the next employee.
These solutions are suggestions from the reports and our authors.
• Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and a realisation that bullying is not acceptable
• Organisation will also need to have clearly defined procedures in place to educate managers and team leaders on effective strategies for dealing with bullies
• Organisations also need to provide education for empowering employees to be confident and how to engage in positive workplace relationships
• Organisations who hire for skills rather than attitudes may discover that qualified staff have not developed their people skills, therefore qualified employees still need further education about creating positive workplace relationships.
When these solutions are addressed, an organisation is likely to have a safer environment with trustworthy, motivated staff who support, respect and perform at a higher level during working hours. Thus, the 1 = 2 or more, ratio of disengaged employees is transformed
In the Gallup Poll, it was discovered that 76% of engaged New Zealand workers strongly agree that their supervisor is an active supporter of changes that affect their group. Which translates into good old fashioned democratic or consensus style leadership!
Three professionals who work in the corporate sector are now providing practical solutions so companies can deal confidently and competently with the issue.
• Janice Davies from The Attitude Specialists is a business trainer and consultant who has first hand experience of being bullied at work and now shows targets of bullying how to deal with the situation.
• Ann Andrews – The Corporate Toolbox has 20+ years experience as an HR Consultant who, not only advises organisations on how to set up sound policies and procedures but also teaches managers how to actually deal with bullies in their team
• Michael Smyth is a practising employment law barrister and the author of Employed But Not Engaged: How to break up with your employees and hold on to the ring. Michael has successfully worked with the victims of bullying in raising personal grievances and defended employers from bullying accusations.
Also available are tips, articles, TV & radio interviews and E-Posters for display on http://www.attitudespecialist.co.nz/self-esteem-bullying.html For further queries email janice@attitudespecialist.co.nz
A recent report highlighted the tragic news that New Zealand has one of the highest rates of workplace bullying in the world, with a staggering one in five employees being subjected to overbearing or belittling behaviour at work.
The research, funded by the Department of Labour and the Health Research Council found that levels of workplace stress and bullying were far greater than expected.
A survey of 1728 workers in the health, education, travel and hospitality sectors found 18 percent had been bullied, while 75 percent had suffered workplace stress.
Ineffective leadership was highlighted as one of the main causes. However, Janice Davies believes that lack of personal awareness skills is also a key factor in the bullying relationships.
The research further discovered that employers across all the surveyed sectors had a limited understanding of the problem and how to address it. It also found that reporting structures in most of the organisations they studied were ineffective, with bullying being viewed as part of wider harassment or violence initiatives.
Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and clearly defined procedures put in place to educate managers and team leaders on effective strategies for dealing with bullies.
Although it is impossible to gauge lost revenue from the effects of bullying, some staggering statistics are available on workplace disengagement. In a biannual poll of working New Zealanders undertaken last year by Gallup Consulting, their results showed that 15% of workers are actively disengaged (a 4% increase since 2006) and that manufacturing has the highest percentage (22%); service industries the lowest (12%). 38% of actively disengaged staff felt that the stress of work caused a flow-on effect to behaving poorly with their family or friends, compared with only 13% of Engaged employees.
In New Zealand, JRA, who conduct the ‘Best places to work survey’, believe 70 percent of workers are ambivalent or disengaged and the cost of that disengagement is on the rise and estimated to be in the region of $NZ5.9 billion p.a.
Janice Davies was herself bullied at work from a bully with a previously tainted workplace reputation. After a five minute verbal attack from the bully, her boss told her to discuss the problem over lunch and become friends. Fortunately for her, prior personal experiences with bullies and had taught her how to remain empowered.
From the victims point of view bullies are cruel co-workers. It is difficult, but the victim needs to learn if it wasn’t them, the bully would find another target. They use manipulative language and behaviour, preying on kind hearted and non assertive employees or gradually nitpick at confident employees until they lose their self confidence.
A workplace bully is angry and unable to communicate assertively. They have low self esteem and create negative relationships. Some may be conscious of their antics but unaware there are different types of positive workplace relationship which create more satisfaction for both parties.
At Janice’s workshops on dealing with difficult people, attendees confirmed a high percentage of bullying was experienced. It uncovered that after victims discussed the situations with their HR department or managers, they were often told to ‘get on with it’ or it was fobbed off as inconsequential. Generally they found another job leaving the bully for the next employee.
These solutions are suggestions from the reports and our authors.
• Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and a realisation that bullying is not acceptable
• Organisation will also need to have clearly defined procedures in place to educate managers and team leaders on effective strategies for dealing with bullies
• Organisations also need to provide education for empowering employees to be confident and how to engage in positive workplace relationships
• Organisations who hire for skills rather than attitudes may discover that qualified staff have not developed their people skills, therefore qualified employees still need further education about creating positive workplace relationships.
When these solutions are addressed, an organisation is likely to have a safer environment with trustworthy, motivated staff who support, respect and perform at a higher level during working hours. Thus, the 1 = 2 or more, ratio of disengaged employees is transformed
In the Gallup Poll, it was discovered that 76% of engaged New Zealand workers strongly agree that their supervisor is an active supporter of changes that affect their group. Which translates into good old fashioned democratic or consensus style leadership!
Three professionals who work in the corporate sector are now providing practical solutions so companies can deal confidently and competently with the issue.
• Janice Davies from The Attitude Specialists is a business trainer and consultant who has first hand experience of being bullied at work and now shows targets of bullying how to deal with the situation.
• Ann Andrews – The Corporate Toolbox has 20+ years experience as an HR Consultant who, not only advises organisations on how to set up sound policies and procedures but also teaches managers how to actually deal with bullies in their team
• Michael Smyth is a practising employment law barrister and the author of Employed But Not Engaged: How to break up with your employees and hold on to the ring. Michael has successfully worked with the victims of bullying in raising personal grievances and defended employers from bullying accusations.
Also available are tips, articles, TV & radio interviews and E-Posters for display on http://www.attitudespecialist.co.nz/self-esteem-bullying.html For further queries email janice@attitudespecialist.co.nz
Solutions for Preventing Workplace Bullying
Article by Janice Davies, Ann Andrews and Michael Smyth
A recent report highlighted the tragic news that New Zealand has one of the highest rates of workplace bullying in the world, with a staggering one in five employees being subjected to overbearing or belittling behaviour at work.
The research, funded by the Department of Labour and the Health Research Council found that levels of workplace stress and bullying were far greater than expected.
A survey of 1728 workers in the health, education, travel and hospitality sectors found 18 percent had been bullied, while 75 percent had suffered workplace stress.
Ineffective leadership was highlighted as one of the main causes. However, Janice Davies believes that lack of personal awareness skills is also a key factor in the bullying relationships.
The research further discovered that employers across all the surveyed sectors had a limited understanding of the problem and how to address it. It also found that reporting structures in most of the organisations they studied were ineffective, with bullying being viewed as part of wider harassment or violence initiatives.
Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and clearly defined procedures put in place to educate managers and team leaders on effective strategies for dealing with bullies.
Although it is impossible to gauge lost revenue from the effects of bullying, some staggering statistics are available on workplace disengagement. In a biannual poll of working New Zealanders undertaken last year by Gallup Consulting, their results showed that 15% of workers are actively disengaged (a 4% increase since 2006) and that manufacturing has the highest percentage (22%); service industries the lowest (12%). 38% of actively disengaged staff felt that the stress of work caused a flow-on effect to behaving poorly with their family or friends, compared with only 13% of Engaged employees.
In New Zealand, JRA, who conduct the ‘Best places to work survey’, believe 70 percent of workers are ambivalent or disengaged and the cost of that disengagement is on the rise and estimated to be in the region of $NZ5.9 billion p.a.
Janice Davies was herself bullied at work from a bully with a previously tainted workplace reputation. After a five minute verbal attack from the bully, her boss told her to discuss the problem over lunch and become friends. Fortunately for her, prior personal experiences with bullies and had taught her how to remain empowered.
From the victims point of view bullies are cruel co-workers. It is difficult, but the victim needs to learn if it wasn’t them, the bully would find another target. They use manipulative language and behaviour, preying on kind hearted and non assertive employees or gradually nitpick at confident employees until they lose their self confidence.
A workplace bully is angry and unable to communicate assertively. They have low self esteem and create negative relationships. Some may be conscious of their antics but unaware there are different types of positive workplace relationship which create more satisfaction for both parties.
At Janice’s workshops on dealing with difficult people, attendees confirmed a high percentage of bullying was experienced. It uncovered that after victims discussed the situations with their HR department or managers, they were often told to ‘get on with it’ or it was fobbed off as inconsequential. Generally they found another job leaving the bully for the next employee.
These solutions are suggestions from the reports and our authors.
• Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and a realisation that bullying is not acceptable
• Organisation will also need to have clearly defined procedures in place to educate managers and team leaders on effective strategies for dealing with bullies
• Organisations also need to provide education for empowering employees to be confident and how to engage in positive workplace relationships
• Organisations who hire for skills rather than attitudes may discover that qualified staff have not developed their people skills, therefore qualified employees still need further education about creating positive workplace relationships.
When these solutions are addressed, an organisation is likely to have a safer environment with trustworthy, motivated staff who support, respect and perform at a higher level during working hours. Thus, the 1 = 2 or more, ratio of disengaged employees is transformed
In the Gallup Poll, it was discovered that 76% of engaged New Zealand workers strongly agree that their supervisor is an active supporter of changes that affect their group. Which translates into good old fashioned democratic or consensus style leadership!
Three professionals who work in the corporate sector are now providing practical solutions so companies can deal confidently and competently with the issue.
• Janice Davies from The Attitude Specialists is a business trainer and consultant who has first hand experience of being bullied at work and now shows targets of bullying how to deal with the situation.
• Ann Andrews – The Corporate Toolbox has 20+ years experience as an HR Consultant who, not only advises organisations on how to set up sound policies and procedures but also teaches managers how to actually deal with bullies in their team
• Michael Smyth is a practising employment law barrister and the author of Employed But Not Engaged: How to break up with your employees and hold on to the ring. Michael has successfully worked with the victims of bullying in raising personal grievances and defended employers from bullying accusations.
Also available are tips, articles, TV & radio interviews and E-Posters for display on http://www.attitudespecialist.co.nz/self-esteem-bullying.html For further queries email janice@attitudespecialist.co.nz
A recent report highlighted the tragic news that New Zealand has one of the highest rates of workplace bullying in the world, with a staggering one in five employees being subjected to overbearing or belittling behaviour at work.
The research, funded by the Department of Labour and the Health Research Council found that levels of workplace stress and bullying were far greater than expected.
A survey of 1728 workers in the health, education, travel and hospitality sectors found 18 percent had been bullied, while 75 percent had suffered workplace stress.
Ineffective leadership was highlighted as one of the main causes. However, Janice Davies believes that lack of personal awareness skills is also a key factor in the bullying relationships.
The research further discovered that employers across all the surveyed sectors had a limited understanding of the problem and how to address it. It also found that reporting structures in most of the organisations they studied were ineffective, with bullying being viewed as part of wider harassment or violence initiatives.
Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and clearly defined procedures put in place to educate managers and team leaders on effective strategies for dealing with bullies.
Although it is impossible to gauge lost revenue from the effects of bullying, some staggering statistics are available on workplace disengagement. In a biannual poll of working New Zealanders undertaken last year by Gallup Consulting, their results showed that 15% of workers are actively disengaged (a 4% increase since 2006) and that manufacturing has the highest percentage (22%); service industries the lowest (12%). 38% of actively disengaged staff felt that the stress of work caused a flow-on effect to behaving poorly with their family or friends, compared with only 13% of Engaged employees.
In New Zealand, JRA, who conduct the ‘Best places to work survey’, believe 70 percent of workers are ambivalent or disengaged and the cost of that disengagement is on the rise and estimated to be in the region of $NZ5.9 billion p.a.
Janice Davies was herself bullied at work from a bully with a previously tainted workplace reputation. After a five minute verbal attack from the bully, her boss told her to discuss the problem over lunch and become friends. Fortunately for her, prior personal experiences with bullies and had taught her how to remain empowered.
From the victims point of view bullies are cruel co-workers. It is difficult, but the victim needs to learn if it wasn’t them, the bully would find another target. They use manipulative language and behaviour, preying on kind hearted and non assertive employees or gradually nitpick at confident employees until they lose their self confidence.
A workplace bully is angry and unable to communicate assertively. They have low self esteem and create negative relationships. Some may be conscious of their antics but unaware there are different types of positive workplace relationship which create more satisfaction for both parties.
At Janice’s workshops on dealing with difficult people, attendees confirmed a high percentage of bullying was experienced. It uncovered that after victims discussed the situations with their HR department or managers, they were often told to ‘get on with it’ or it was fobbed off as inconsequential. Generally they found another job leaving the bully for the next employee.
These solutions are suggestions from the reports and our authors.
• Organisations need to have a zero-tolerance policy towards bullying which, for most places of work will require a cultural change and a realisation that bullying is not acceptable
• Organisation will also need to have clearly defined procedures in place to educate managers and team leaders on effective strategies for dealing with bullies
• Organisations also need to provide education for empowering employees to be confident and how to engage in positive workplace relationships
• Organisations who hire for skills rather than attitudes may discover that qualified staff have not developed their people skills, therefore qualified employees still need further education about creating positive workplace relationships.
When these solutions are addressed, an organisation is likely to have a safer environment with trustworthy, motivated staff who support, respect and perform at a higher level during working hours. Thus, the 1 = 2 or more, ratio of disengaged employees is transformed
In the Gallup Poll, it was discovered that 76% of engaged New Zealand workers strongly agree that their supervisor is an active supporter of changes that affect their group. Which translates into good old fashioned democratic or consensus style leadership!
Three professionals who work in the corporate sector are now providing practical solutions so companies can deal confidently and competently with the issue.
• Janice Davies from The Attitude Specialists is a business trainer and consultant who has first hand experience of being bullied at work and now shows targets of bullying how to deal with the situation.
• Ann Andrews – The Corporate Toolbox has 20+ years experience as an HR Consultant who, not only advises organisations on how to set up sound policies and procedures but also teaches managers how to actually deal with bullies in their team
• Michael Smyth is a practising employment law barrister and the author of Employed But Not Engaged: How to break up with your employees and hold on to the ring. Michael has successfully worked with the victims of bullying in raising personal grievances and defended employers from bullying accusations.
Also available are tips, articles, TV & radio interviews and E-Posters for display on http://www.attitudespecialist.co.nz/self-esteem-bullying.html For further queries email janice@attitudespecialist.co.nz
Bullies Begone Article
COME ALONG TO OUR AUCKLAND WORKSHOP - 10TH AUGUST 2010
HOW TO DEAL WITH TOXIC EMPLOYEES, BULLIES AND AVOID DAMAGES CLAIMS
WAIPUNA LODGE, 9.00AM TO 4.00PM.
ANN ANDREWS speaking on Performance Management
MICHAEL SMYTH - speaking on The legalities and avoid damages claim
JANICE DAVIES - speaking on The victim and bully traits.
Be quick to reserve your space.
http://www.approachablelawyer.com/Page/workshop/1967
BULLIES BEGONE
Why bullying at school is creating problems with our economy and how to fix it
Bullied at high school, it took me twenty years to realise its impact and get back on track in life. Both my daughters were bullied at high school as well. One received text death threats and this was solved with taking the telephone to the police. The other was the recipient of physical abuse from a group of girls and this was solved with changing schools. Whilst both daughters are now qualified and working in their dream careers, bullying at school can have a longer term impact on people’s lives and the success of New Zealand as a world economy.
How bullying impacts our economy
A recent report published by Massey University reveals that New Zealand has some of the highest rates of workplace bullying in the world illustrated by the fact that in the health, education, travel and hospitality sectors 18 percent of those surveyed had been bullied at work. The cost on the victim is immense and in my case cost me 20 years of my life, but there is also a cost on the organisation which permits the bullying behaviour and the bully.
For the organisations, bullying leads to employee disengagement which research shows means higher absenteeism, higher staff turnover costs and lower sales (estimated by the Best Places to Work Survey as being 60% less than a fully engaged workplace). For the bully, failing to deal adequately with their behaviour denies them the opportunity to grow into great leaders. It should come as no surprise therefore that these problems start at a young age when the bully is at school. With truancy on the rise it’s vital to cull the bullying so victims like my daughters are not wagging school to be safe.
School bullying and how to fix it
It is easy to think of school bullying as occurring between pupils only, but let’s not forget that teachers can be victims too, whether that arises from being bullied by another teacher or even one of their students. Therefore different strategies need to be adopted to deal with each situation.
One Manurewa East primary school principal, who completed his masters in the UK focussing on bullying, used his research to solve the school’s problem of bullying between pupils. He introduced compulsory sport in the last half hour of lunch breaks, which research proved was the time most bullying occurred. Not every student likes maths, or reading but it was still part of the curriculum so he introduced compulsory lunchtime sport. Students are kept busy and have no energy to bully others.
That strategy tackles one cause of the problem – boredom by pupils. However, in the workplace boredom is unlikely to be the issue and rather, the Massey report suggests that a primary driver of the problem is a lack of leadership skills within an organisational culture which tolerates bullying behaviour. So if there is a problem of bullying in the workplace (including between teachers) then a different approach needs to be taken.
Start with the culture
In any organisation, the starting point is to look at the culture to see whether it tacitly encourages or actively discourages bullying behaviour. Let’s not forget that our teachers of today were our pupils of yesterday. Similarly our current business leaders, managers and employers also were the pupils of yesterday. A person who grew up in a school environment which allowed him or her to engage in bullying behaviour is more likely to carry that trait forward into adulthood and into the workplace.
Schools therefore must adopt a zero tolerance bullying culture which encourages pupils to work in teams not cliques, creates respect amongst students and most importantly builds confidence and self esteem within individuals. Some classroom strategies include:
• Creating anti bullying zone in class and school
• Art class – making ‘anti-bullying posters, creating dream (goals) posters
• Education about good, bad, happy, angry, scared, fearful, exciting, sad feelings and their appropriate actions
• Educating about feeling good by positive actions (create rewards and certificates)
• Teaching and boosting self esteem with genuine compliments (start a give a compliment day)
• Rotate students seating and include group work to constantly create new teams
• Boost self-esteem by more ‘up the front’ presentations
• Start a new set of positive classroom rules with input by teachers and students
• Including books, DVD’s and posters for further education.
With that culture in place, the school then needs to have systems and processes in place for dealing with bullying complaints which allow victims to reach out for help without making the situation worse for them. Such processes shouldn’t focus solely on relationships between students but incorporate the relationships of student and teacher and teacher and teacher, anticipating that there may be situations where it is the teacher than is being bullied by the student.
As this problem increases a teacher needs to revert to use assertive phrases “I can understand how you are feeling” or similar to let the student understand they are being listened to valued and continue communicating with follow up discussions planned. However, step two if you ‘intuition’ or ‘gut reaction’ is to that physically danger is imminent, remove yourself with phrases like “I'll go and find someone else we can discuss this with” or similar. If personal safety factors are a major concern rearrange the room so your desk is close to an exit.
Next fix the people.
The key strategy when dealing with the victim and the bully is raising their level of self-esteem. After its impact on myself and family, it’s my life mission to improve the awareness of self-esteem, hence the annual mid-year Selfday – International Self Esteem day. Free tips, downloads, Eposters are available for download on www.internationselfesteem.com and visit the bully page for additional information.
Another concept is a Friday afternoon or Monday morning session in the classroom designed to re-enforce self-esteem, achievements, goals and steps for present and future successes. It includes encouraging pupils to use phrases such as:
• I am great because …
• Today I achieved …
• I felt good because …
• Next week I will try …
• I wish that …
These have been compiled into a one page Success Journal which can be downloaded and copied weekly from http://www.attitudespecialist.co.nz/school-coaching.htm.
For both bully and victim, lessons in leadership are vitally important. Study great leaders and encourage pupils to identify different leadership styles and whether each style is effective in bringing the best out of the team and the individual. It is a sad fact that many people entering industry today are ill equipped to take leadership roles and when promoted into those positions leave a trail of destruction behind them.
Education goes further than the curriculum.
Teachers have long known that by educating our children through the school curriculum we create adults who have the intellectual minds to tackle the problems of the future. However, the Massey report identifies that where New Zealand is falling short amongst its global counterparts is in the area of emotional intelligence and effective leadership which are the antitheses to bullying. Development of those skills starts at school.
After working in education systems from pre-school to tertiary and understanding some of its complexities, it’s vital that bullying is addressed. Students are failing because of its impact. Behaviour in society is reflected in our schools and I have joined forces with a performance management expert Ann Andrews and lawyer Michael Smyth to stamp out bullies. Help us to make a difference with our survey invitation below.
What are your views on bullying and how it can be fixed?
We would like you to take part in a short 5-10 minute survey on bullying. To take the survey, go to www.surveymonkey.com/s/nobullies
Janice Davies is The Attitude Specialist, who teaches people to be positive and empower themselves. As a Professional Speaker, Success Coach and author Janice educates people at conferences, workshops and through books. Janice is the founder of the global movement International Self Esteem awareness day.. Janice has online complimentary articles, tips, E-courses, E-posters products on attitude, self-esteem goals, stress, happiness, relationships and more. Visit http://www.attitudespecialist.co.nz.
HOW TO DEAL WITH TOXIC EMPLOYEES, BULLIES AND AVOID DAMAGES CLAIMS
WAIPUNA LODGE, 9.00AM TO 4.00PM.
ANN ANDREWS speaking on Performance Management
MICHAEL SMYTH - speaking on The legalities and avoid damages claim
JANICE DAVIES - speaking on The victim and bully traits.
Be quick to reserve your space.
http://www.approachablelawyer.com/Page/workshop/1967
BULLIES BEGONE
Why bullying at school is creating problems with our economy and how to fix it
Bullied at high school, it took me twenty years to realise its impact and get back on track in life. Both my daughters were bullied at high school as well. One received text death threats and this was solved with taking the telephone to the police. The other was the recipient of physical abuse from a group of girls and this was solved with changing schools. Whilst both daughters are now qualified and working in their dream careers, bullying at school can have a longer term impact on people’s lives and the success of New Zealand as a world economy.
How bullying impacts our economy
A recent report published by Massey University reveals that New Zealand has some of the highest rates of workplace bullying in the world illustrated by the fact that in the health, education, travel and hospitality sectors 18 percent of those surveyed had been bullied at work. The cost on the victim is immense and in my case cost me 20 years of my life, but there is also a cost on the organisation which permits the bullying behaviour and the bully.
For the organisations, bullying leads to employee disengagement which research shows means higher absenteeism, higher staff turnover costs and lower sales (estimated by the Best Places to Work Survey as being 60% less than a fully engaged workplace). For the bully, failing to deal adequately with their behaviour denies them the opportunity to grow into great leaders. It should come as no surprise therefore that these problems start at a young age when the bully is at school. With truancy on the rise it’s vital to cull the bullying so victims like my daughters are not wagging school to be safe.
School bullying and how to fix it
It is easy to think of school bullying as occurring between pupils only, but let’s not forget that teachers can be victims too, whether that arises from being bullied by another teacher or even one of their students. Therefore different strategies need to be adopted to deal with each situation.
One Manurewa East primary school principal, who completed his masters in the UK focussing on bullying, used his research to solve the school’s problem of bullying between pupils. He introduced compulsory sport in the last half hour of lunch breaks, which research proved was the time most bullying occurred. Not every student likes maths, or reading but it was still part of the curriculum so he introduced compulsory lunchtime sport. Students are kept busy and have no energy to bully others.
That strategy tackles one cause of the problem – boredom by pupils. However, in the workplace boredom is unlikely to be the issue and rather, the Massey report suggests that a primary driver of the problem is a lack of leadership skills within an organisational culture which tolerates bullying behaviour. So if there is a problem of bullying in the workplace (including between teachers) then a different approach needs to be taken.
Start with the culture
In any organisation, the starting point is to look at the culture to see whether it tacitly encourages or actively discourages bullying behaviour. Let’s not forget that our teachers of today were our pupils of yesterday. Similarly our current business leaders, managers and employers also were the pupils of yesterday. A person who grew up in a school environment which allowed him or her to engage in bullying behaviour is more likely to carry that trait forward into adulthood and into the workplace.
Schools therefore must adopt a zero tolerance bullying culture which encourages pupils to work in teams not cliques, creates respect amongst students and most importantly builds confidence and self esteem within individuals. Some classroom strategies include:
• Creating anti bullying zone in class and school
• Art class – making ‘anti-bullying posters, creating dream (goals) posters
• Education about good, bad, happy, angry, scared, fearful, exciting, sad feelings and their appropriate actions
• Educating about feeling good by positive actions (create rewards and certificates)
• Teaching and boosting self esteem with genuine compliments (start a give a compliment day)
• Rotate students seating and include group work to constantly create new teams
• Boost self-esteem by more ‘up the front’ presentations
• Start a new set of positive classroom rules with input by teachers and students
• Including books, DVD’s and posters for further education.
With that culture in place, the school then needs to have systems and processes in place for dealing with bullying complaints which allow victims to reach out for help without making the situation worse for them. Such processes shouldn’t focus solely on relationships between students but incorporate the relationships of student and teacher and teacher and teacher, anticipating that there may be situations where it is the teacher than is being bullied by the student.
As this problem increases a teacher needs to revert to use assertive phrases “I can understand how you are feeling” or similar to let the student understand they are being listened to valued and continue communicating with follow up discussions planned. However, step two if you ‘intuition’ or ‘gut reaction’ is to that physically danger is imminent, remove yourself with phrases like “I'll go and find someone else we can discuss this with” or similar. If personal safety factors are a major concern rearrange the room so your desk is close to an exit.
Next fix the people.
The key strategy when dealing with the victim and the bully is raising their level of self-esteem. After its impact on myself and family, it’s my life mission to improve the awareness of self-esteem, hence the annual mid-year Selfday – International Self Esteem day. Free tips, downloads, Eposters are available for download on www.internationselfesteem.com and visit the bully page for additional information.
Another concept is a Friday afternoon or Monday morning session in the classroom designed to re-enforce self-esteem, achievements, goals and steps for present and future successes. It includes encouraging pupils to use phrases such as:
• I am great because …
• Today I achieved …
• I felt good because …
• Next week I will try …
• I wish that …
These have been compiled into a one page Success Journal which can be downloaded and copied weekly from http://www.attitudespecialist.co.nz/school-coaching.htm.
For both bully and victim, lessons in leadership are vitally important. Study great leaders and encourage pupils to identify different leadership styles and whether each style is effective in bringing the best out of the team and the individual. It is a sad fact that many people entering industry today are ill equipped to take leadership roles and when promoted into those positions leave a trail of destruction behind them.
Education goes further than the curriculum.
Teachers have long known that by educating our children through the school curriculum we create adults who have the intellectual minds to tackle the problems of the future. However, the Massey report identifies that where New Zealand is falling short amongst its global counterparts is in the area of emotional intelligence and effective leadership which are the antitheses to bullying. Development of those skills starts at school.
After working in education systems from pre-school to tertiary and understanding some of its complexities, it’s vital that bullying is addressed. Students are failing because of its impact. Behaviour in society is reflected in our schools and I have joined forces with a performance management expert Ann Andrews and lawyer Michael Smyth to stamp out bullies. Help us to make a difference with our survey invitation below.
What are your views on bullying and how it can be fixed?
We would like you to take part in a short 5-10 minute survey on bullying. To take the survey, go to www.surveymonkey.com/s/nobullies
Janice Davies is The Attitude Specialist, who teaches people to be positive and empower themselves. As a Professional Speaker, Success Coach and author Janice educates people at conferences, workshops and through books. Janice is the founder of the global movement International Self Esteem awareness day.. Janice has online complimentary articles, tips, E-courses, E-posters products on attitude, self-esteem goals, stress, happiness, relationships and more. Visit http://www.attitudespecialist.co.nz.
Monday, April 26, 2010
Mould Baby Boomers, Gen X, Y and Z into a Safe Team.
What can Baby Boomers and Gen X pass onto Gen Y and Z to help improve workplace safety and are they listening? And what can Gen Y teach baby boomers?
Sometimes it’s a challenge to decide which generation you slot into and where your co-workers slot into the workforce as well. Baby Boomers post war babies are now middle age and entering senior years. In the economy, many are now retiring and leaving the labour force. Gen X is the generation born after the baby boom ended ranging from 1961 to the 1981. Then Gen Y applies to those born in between the dates of 1982 and June 1995, followed by Generation Z people born between the mid-1990s and the late 2000s.
One generation of employees exhibits maturity and steadfast loyalty, following the safety rules onsite. Meanwhile the workers of a younger generation who show brilliance and application have an exit strategy if boredom or dissatisfaction sets in, and are less likely to follow the safety rules.
Generation Y and Z have been a product of the self-esteem movement that baby boomers and Gen X did not have. Some of the baby boomers may have instilled it when they became parents to their children, who are now the same age group of workers they are experiencing challenges with.
Generally, it is the baby boomers and Gen X managing the safety of the site and trying to instill it in these younger workers. Every body responds to praise, although some people ‘shove’ it off as part of the job and not recognize a compliment. However, it is still important to give praise when it’s due. A manager, who can work this way, will be shown respect from others.
Often face to face communication hasn’t been established at a satisfactory level with the Gen Y’s and Z’s because of the computer age, mobile phones and other technology that is part of today’s society. However, when communicating safety issues, a good solution is to acknowledge at the commencement of a meeting or training that in their personal life text messages, language and modern methods of technological communication is great, but in their work life they need to use commonly understood communication which is either face to face or written.
This is acknowledging the differences that people are now experiencing and in essence showing some form of respect for that, but moulding the work force together as a team.
A manager who invites the members for input into conversations answering their queries and explaining some of the reasons behind the safety issues, helps to make them feel involved and creates the camaraderie and respect which some may have not experienced.
Teaching anything technical is still paramount and after explaining something to them, get them to demonstrate with ‘hand’s on learning and coach them through the process to get them involved.
Individual coaching of a device is another way to teach, as they want to learn, even if bravado is the face they showing. Gen Y and Z’s in spite of everything want to achieve and receive praise for a job well done and self respect is sometimes a missing key to their former learning.
Manage a young worker every single day and think of yourself as a coach. Check in and help prioritise, teach tricks, and steer their path as they want mentoring, teamwork and responsibility. Just be sure to give them work that is challenging enough to them to warrant daily input and paint a picture of when they mastered this task for a set time, there is something else they can work to achieve.
Baby boomers and Gen X’s need to realise the younger employees’ maybe short-term workers. One of the most notable characteristics is that they will switch jobs over the course of their careers more than any generation before them. Share their future in the company so they can understand there is a career path and you are likely to entice them to stay longer.
Understand they are not like your generation and never will be. Also a great reminder is that it was adults that started this technological revolution and this younger generation are the by-product. It’s not their fault and it is the evolution of society.
On the flip side the Gen Y and Z’s can teach others how to use technology. It has been and remains an integral part of their daily lives. With a whole generation addicted to it, you can’t ignore it and baby boomer lifestyle is not going to dominate the office forever. So start up conversation and be brave enough to ask for help and in lay-man’s language. Generally, they will be happy to be the teacher.
.
Sometimes it’s a challenge to decide which generation you slot into and where your co-workers slot into the workforce as well. Baby Boomers post war babies are now middle age and entering senior years. In the economy, many are now retiring and leaving the labour force. Gen X is the generation born after the baby boom ended ranging from 1961 to the 1981. Then Gen Y applies to those born in between the dates of 1982 and June 1995, followed by Generation Z people born between the mid-1990s and the late 2000s.
One generation of employees exhibits maturity and steadfast loyalty, following the safety rules onsite. Meanwhile the workers of a younger generation who show brilliance and application have an exit strategy if boredom or dissatisfaction sets in, and are less likely to follow the safety rules.
Generation Y and Z have been a product of the self-esteem movement that baby boomers and Gen X did not have. Some of the baby boomers may have instilled it when they became parents to their children, who are now the same age group of workers they are experiencing challenges with.
Generally, it is the baby boomers and Gen X managing the safety of the site and trying to instill it in these younger workers. Every body responds to praise, although some people ‘shove’ it off as part of the job and not recognize a compliment. However, it is still important to give praise when it’s due. A manager, who can work this way, will be shown respect from others.
Often face to face communication hasn’t been established at a satisfactory level with the Gen Y’s and Z’s because of the computer age, mobile phones and other technology that is part of today’s society. However, when communicating safety issues, a good solution is to acknowledge at the commencement of a meeting or training that in their personal life text messages, language and modern methods of technological communication is great, but in their work life they need to use commonly understood communication which is either face to face or written.
This is acknowledging the differences that people are now experiencing and in essence showing some form of respect for that, but moulding the work force together as a team.
A manager who invites the members for input into conversations answering their queries and explaining some of the reasons behind the safety issues, helps to make them feel involved and creates the camaraderie and respect which some may have not experienced.
Teaching anything technical is still paramount and after explaining something to them, get them to demonstrate with ‘hand’s on learning and coach them through the process to get them involved.
Individual coaching of a device is another way to teach, as they want to learn, even if bravado is the face they showing. Gen Y and Z’s in spite of everything want to achieve and receive praise for a job well done and self respect is sometimes a missing key to their former learning.
Manage a young worker every single day and think of yourself as a coach. Check in and help prioritise, teach tricks, and steer their path as they want mentoring, teamwork and responsibility. Just be sure to give them work that is challenging enough to them to warrant daily input and paint a picture of when they mastered this task for a set time, there is something else they can work to achieve.
Baby boomers and Gen X’s need to realise the younger employees’ maybe short-term workers. One of the most notable characteristics is that they will switch jobs over the course of their careers more than any generation before them. Share their future in the company so they can understand there is a career path and you are likely to entice them to stay longer.
Understand they are not like your generation and never will be. Also a great reminder is that it was adults that started this technological revolution and this younger generation are the by-product. It’s not their fault and it is the evolution of society.
On the flip side the Gen Y and Z’s can teach others how to use technology. It has been and remains an integral part of their daily lives. With a whole generation addicted to it, you can’t ignore it and baby boomer lifestyle is not going to dominate the office forever. So start up conversation and be brave enough to ask for help and in lay-man’s language. Generally, they will be happy to be the teacher.
.
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