Civility in the Workplace Part 5

Civility is one of the best ways to deal with difficult personalities in the workplace.

Civility sets the stage for effective communication.  In many ways, dealing with difficult personalities is simply a matter of setting and negotiating boundaries.  After all, difficult personalities are not “bad people.”  They just have a fixed way of relating and may need feedback from peers in order to adjust.

Civility creates a positive atmosphere that allows people to see beyond the obvious implications of behavior.  For example, many "difficult personalities" are simply people who have needs that are not being addressed.  You may see your co-worker as annoying when he or she simply craves attention and recognition.  It’s also possible that your difficult co-worker is merely channeling anger and frustration from his/her personal life into the workplace.  When you engage in civil behavior with your co-worker, you provide more opportunities for supportive interaction and empathy.

Cost and Rewards

While incivility can be perceived as innocuous behavior, it can significantly affect the company’s bottom line. Incivility has a direct impact on company productivity, sales, and customer retention among others. Civility, on the other hand, can improve all these areas and help create a high-performance organization.

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Employee Absenteeism Part 2

SOME POSSIBLE CAUSES OF ABSENTEEISM

• Poor Working Conditions
• Workplace Accidents
• Ineffective Leadership & Management Structures
• Work-Related Stress
• Role Related
• Task Related
• Workload either too great or too little
• Low Morale & Job Satisfaction
• Boredom
• Poor Physical Fitness
• Poor Nutrition
• Illness (Acute or Chronic)
• Personal Problems
• Financial
• Emotional

DOES YOUR ORGANIZATION HAVE AN ABSENTEEISM PROBLEM?

• Be Honest With Yourself & Your Staff
• Absenteeism is not just a employee issue; it is an organizational issue and therefore is everyone’s responsibility
• Ask The Right Questions
• How many individuals were absent?
• Is there a difference between absenteeism rates between
• Job Categories
• Shifts
• New and Old Employees
• Gender, Age, etc.  Be careful regarding protected categories!
• How many of the absences can be supported by medical certificates?
• How many of the absences are from groups working overtime?
• On what days do absences occur most frequently?
• What are the business costs (Productivity, Administrative, Financial)?
• What areas need improvement?
• What is preventing the organization from reaching its goals?
• What plans need to be put in place?

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Employee Absenteeism Part 1

Simply put, absenteeism is the failure of employees to report for work when they are scheduled to work.  An employee who reports to work late or is not at work as scheduled compromises the delivery of organizational objectives. 

It is essential for all organizations to understand the types and causes of absenteeism and the associated costs and to put a program in place to improve attendance.

  

COST OF ABSENTEEISM

• Decrease in Productivity
• Absent staff place an extra burden on the whole organization
• Time lost in the sourcing and training of new or replacement staff
• Morale and motivation issues can greatly decrease the productivity of staff
• Administrative Costs
• Increased supervisory and administrative costs in the monitoring and management of absenteeism program
• Increased costs associated with hiring replacement staff
• Financial Costs
• Salary costs for new or replacement staff
• Overtime payments
• Medical and insurance costs may increase

TYPES OF ABSENTEEISM

• Culpable
• Employees who are absent for reasons within their control
• Innocent
• Employees who are absent for reasons beyond their control

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Generation Gap in the Workplace Part 3

Monetary Rewards

• Generation Z – Benefits, opportunity for advancement
• Millennials – Stock Options
• Generation X – Bonuses
• Baby Boomers – Yearly pay raises
• Traditionalists – Fair compensation/increases when goals met   

Gen Z: Preferred Communication Style

• Traditional face-to-face
• Telephone
• Email, text is low on the list  

Millennials: Preferred Communication Style

• Immediate Communication
• IM, Chat, Text
• Social Media
• Cell Phones  

Gen X: Preferred Communication Style

• Email is the main source
• Phone during working hours
• No buzz words  

Baby Boomers: Preferred Communication Style

• Informal/Casual
• Available Anytime
• Phone or In-Person
• Two-Way Communication  

Traditionalists: Preferred Communication Style

• Face-to-face
• Written memos and letters
• Great level of respect

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Generation Gap in the Workplace Part 2

Motivational Factors for Generation Z
(Visual, Digital Engagement)

• Flexibility is Key
• Technology Essential
• Casual Dress   

Motivational Factors for Millennials
(Optimistic and Multitaskers)

• Structured environment
• Sense of belonging
• Mentoring
• Constant feedback
• Recognition from boss
• Move forward quickly   

Motivational Factors for Generation X
(Independent and Adaptable)

• Work independently
• Having organizational goals
• Making a difference
• Flexibility
• Welcome change
• Autonomy and independence
• Work-life balance  

Motivational Factors for Baby Boomers

• Money Loyalty
• Peer Recognition
• Goal-Oriented
• Don’t want conflict
• Professional development
• Promotions  

Motivational Factors for Traditionalists
(Loyal and Mentors)

• Money
• Loyalty
• Respect for authority
• Give directions and guidance
• Lead
• Add value to organization & society   

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Generation Gap in the Workplace Part 1

Recognizing, understanding, identifying and managing the different generation gaps in the workplace promotes a higher rate of productivity, employee engagement, effective communication and a more harmonious work environment We should understand the background, attitudes, and work styles of each generation in the workplace, to cultivate an environment that respects each generation’s perspective and way of life, and to increase engagement, teamwork, productivity and trust among the generations.

  

Background, Attitudes, and Work Styles

• Communication is key
• Recognize inherent talents and strengths
• Clear procedures and techniques to achieve goals
• Reach for the same objective in different ways   

The Generations

• Generation Z Born 1996 – ?
• Millennials (Gen Y) Born 1980 – 1995
• Generation X Born 1965 – 1979
• Baby Boomers Born 1946 – 1964
• Traditionalists Born 1928 – 1945  

Job Searching Progression

• New, Automated Methods
• Technology such as LinkedIn, Facebook, Twitter, etc. has transformed corporate culture and behavior
• Communication Styles Different among Generations
• Job Skillsets Have Evolved
• Job Descriptions More Specific   

Traditional vs. Modern Interviewing Techniques

• Corporate Headquarters vs. Remote Locations
• Skype, Social Media Information
• Dress for Success Different for Generations
• Ability to Work Remotely More Common
• Traditional Organizational Hierarchy Changing   

Respect Perspectives and Ways of Life

• Life experiences
• Values
• Habits
• Expectations

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Simple Steps to Team Problem Solving Part 3

Types of Problems

Problems can be broadly grouped into 3 categories:

• People problems may be difficult to resolve because:
• People are not totally logical
• Emotions can play a part
• Psychological influences
• Implicit personality theory
• Judging others by traits we find attractive in ourselves
• The Halo effect
• Initial judgment will affect all further interaction
• Stereotypes
• Judging individuals due to the group to which they belong
• Process problems include:
  • Mechanical
  • Electrical
  • Electronic
  • Chemical
  • Information
  • These problems are usually logical but complex, thereby requiring a high level of technical knowledge
• System problems when resolved ensure that:
• Everything happens as it should
• Every time
• By everyone

Usually people are a key element of systems in the design and implementation of the systems.  This adds another level of complexity to system problems. 

  

Each problem category has its own peculiarities which must be taken into consideration.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Simple Steps to Team Problem Solving Part 2

Problem-solving activities can fail due to:

• Lack of Clarification:
• Don't know what the problem is
• Don’t know causes/sources
• Not clear who has responsibility
• Don’t have right people involved
• No action plans or evaluation
• No one sees the whole picture
• Poor Problem-Solving Skills:
• Lack of training
• Capabilities of team members
• No emphasis put on problem solving as a critical business skill in the organization
• Lack of Focus:
• Insufficient focus on the problem at hand leading to non-completion
• Too many problems being tackled at once
• Activity centered on problems that affect non-critical business areas, thereby devaluing the problem-solving activity
•  Lack of Resources:
• Information not available or accessible
• No personnel released to work on problem-solving teams
• Little or no cooperation
• No support from senior levels
• Non-Implementable Solutions:
• Resistance to change
• Cost
• Political issues
• Capability of personnel
• Time requirements
• Wrong solutions generated

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Simple Steps to Team Problem Solving Part 1

In organizations where problems exist but remain unsolved, the organization may suffer from demotivation, loss of customers, waste of resources, and reduction of profit. In this course, we learned about solving problems which usually leads to increased productivity and improved quality and efficiency.

 

A problem is a deviation from acceptable performance.

• Problem-solving is the process of tracking problems to their source and developing and implementing steps to eliminate them for the future.
• Problem-solving is a process, not a quick fix
• It is different from short-term fixes such as minimizing disruptions or surface treating difficulties.
• It is finding the cause and eliminating it at the source.
• It requires curiosity, careful analysis, planning, and follow-through. 

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Most Effective Use Of Time Right Now Part 4

Busy or Productive

Just because you are busy does not mean that you are productive.  There is a need to clearly differentiate between:

• Effectiveness  -- doing the right things
• Efficiency  -- doing the right things correctly

Rating Your Productivity

In order to rate your productivity, you need to be clear on:

• What exactly are your objectives?
• Are you aware of how your productivity is measured?
• How certain are you that you are spending you time doing the right things?

Time logs and Productivity

Log how you spend your time every day for two weeks then identify the following issues that impact on your productivity:

• Issues that you should not have dealt with
• Issues where you had a high dependency on others
• Issues relating to communication
• Issues that relate to poor planning
• Issues that relate to a lack of a particular skill
• Issues that relate to bad habits 

Once these issues have been identified, they can be tackled. It is important to recognize that some are due to bad habits such as dependency or taking on too much, whereas others are due to inadequate systems such as communication and planning.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Most Effective Use Of Time Right Now Part 1

Fact 1: People are the most valuable resource an organization can have.
Fact 2: In many cases, people are the most under-utilized resource in an organization.
Fact 3: This under-utilization is in many cases linked to the level of personal productivity.
Fact 4: Personal productivity can be significantly improved in most organizations.

Personal Productivity - Benefits

Benefits accruing to the individual include:

• Increased motivation
• Decreased stress
• Achievement of objectives
• Reward and recognition  

Benefits accruing to the team include:

• Better working environment
• Faster achievement of objectives
• Recognition and reward
• Motivation
• Enhanced teamwork 

Benefits accruing to the organization include:

• Improved productivity
• Lower costs
• Corporate image enhancement
• Happier and more focused employees

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Work-Life Balance: Part 1

What is Balance?
Employers say, "We need people who come to work ready to get the job done – people whose personal lives are stable enough that they can direct their attention and energy to their work, their customers, and their teammates."

Many employees say, "My private life is nobody's business."  That's true – If you keep your personal life private.  However, many employees spend a great deal of paid work time discussing personal issues that have nothing to do with their jobs.  Most coworkers and managers resent this behavior because they don't have the time to get involved in solving other people's problems.  They also do not feel qualified to act as someone else's therapist, counselor, parent, or confessor.

Assessing the Situation:

• How do you feel when someone begins discussing personal issues while you are trying to get your work done?.
• What techniques have you used to get an employee refocused and back to work?
• What could be the negative consequences of someone talking too openly about his/her personal life at work while at work?
• A healthy functional environment is one that is safe, has rules and boundaries, and where you are valued. At this time, would you consider your environment outside of work to be healthy and functional? Why or why not?
• What are some ways in which you can improve your home and personal life to enhance your work productivity?

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Consequences of Poor Leadership

What happens when supervisors and managers fail to lead their employees effectively?

• Low employee morale
• Loss of respect from superiors
• Low productivity
• Legal ramifications
• Poor individual performance
• Negative career impact
• Lack of organizational trust

Remember to identify the competencies that are necessary for effective supervision and put a plan in place to improve your skill levels. It’s also important to assess your individual strengths and opportunities for improvement and focus on your individual professional development. Leadership ability doesn’t happen overnight.  It is incremental, and skills develop over time with experience and willingness to learn.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Diversity: Involving People and Supporting Lifestyle

Flex-Management is a philosophy that includes a deep appreciation of individual differences and the understanding that equality does not mean sameness.  Here are the remaining two of four strategies of the Flex-Management model:

3.  Informing and Involving People

This strategy:

• Recognizes significant desire among people to be more informed about and involved in the workplace.
• Appreciates that some employees may not wish to be highly involved as some persons from different cultures may find it difficult to participate when their bosses are present or to assert their views in a group setting.
• Creates opportunities for people to participate.
• Helps keep communication open. 

Allowing employees a variety of ways to express opinions may increase their willingness to share information. If an employee finds it difficult to speak up in a group setting, because of cultural dictates, an organization can allow that employee to contribute in a one-on-one setting.

Making group participation mandatory sends a message that only one style of communication is valued and may discourage some employees from participating.

4.  Supporting Lifestyle and Life Needs

Since life needs and lifestyle preferences vary greatly, this strategy:

• Identifies people's needs and creating supportive options – ways to obtain needed assistance, such as child or eldercare or substance abuse counseling.
• Identifies ways to meet lifestyle preferences related to work hours, fitness, and facilities or leave options. 

Allowing employees the options of working flextime hours, job sharing, or telecommuting can meet family obligations and lifestyle preferences, resulting in a more productive workforce and higher employee morale.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Time Wasters

Recognizing the "time wasters" in our lives is the first step to increasing productivity.   However, in order to improve our results, we must develop a solution to the challenges we face.

Ask Yourself . . .   

• What responsibilities make me feel unproductive?  
• What area in my life constantly overwhelms me?  
• Who else could help me? 
• What other resources could I tap into?  
• Which time-wasters could I eliminate and how?      
• What steps can I take to get things done on time?   
• How can I eliminate negative thinking and concentrate on the positive?   

For a printable worksheet containing the above questions and more, click HERE.

Mind, Body, and Spirit
Although organizations are looking for employees who work hard, they also want people who are able to create balance and harmony between their personal and professional lives.  Studies show that people who have strong, personal commitments to family and friends are happier, healthier, and live longer.  An important part of learning to work smarter, harder, faster, and better involves learning how to stay healthy in mind, body, and spirit so we can meet the challenges of today's workplace more efficiently and effectively than ever before.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Productivity

What if you could work smarter, harder, faster, and better?  Impossible?  What if we changed that to "just a little bit" smarter, harder, faster, and better?  That little bit extra can make a lot of difference.  What if every employee increased his/her productivity by only 5 percent?  The overall productivity would grow astronomically!

It is easy to decrease your productivity unintentionally.  For example, instead of spending ten minutes each morning organizing your work space and planning your day, you waste time during the day looking for something you misplaced and not accomplishing what is truly important.

Think about one thing you do that decreases your productivity.  How can you change the situation to increase your productivity?

Take a look at some barriers to productivity below.  How can you be proactive and find a solution to overcome the barriers that may be hindering your performance?

Some Barriers to Productivity  

• Lack of training
• Insufficient resources
• Negative attitudes  
• Laziness
• Unwilling to be a "team player"
• Poor organization
• Procrastination

Using Time Wisely
The secret to managing time is managing yourself.  Daily planners, "To-Do" lists, priority-setting, and other organizational methods are merely tools to help you work smarter.  These tools are not time management in themselves.  The way that you use these tools to manage your work processes and yourself is true time management.  You manage your "response" to time so you can use it to your best advantage.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/