When an employee takes a leave of absence from work for hospitalization or treatment for a personal problem, returning to the working world can be stressful. Initially, this can be an anxious time for all involved. Administrators may ask, "Should I go easy on the employee?" The employee may wonder, "What do my coworkers think of me?"
When a manager is faced with an employee experiencing a personal problem that is negatively affecting their work performance, they may often have one of two choices. The manager can either tolerate the employee by hoping the personal problem gets resolved, or terminate them. Fortunately, an Employee Assistance Program (EAP) offers a third option – salvaging the worker by addressing the personal problem that is interfering with performance. However, there are many misconceptions managers may have when considering referring an employee to their EAP benefit.
According to a recent VitalSmarts survey, employees are six times more likely to report corporate misconduct when they are regularly held accountable to take action and feel comfortable doing so. The survey also revealed that the most common reasons employees do not report unethical behavior include fears of damage to their career, a reputation that they are hard to work with, not being taken seriously, or not knowing how to bring up their concerns.
When it comes to managing increasing work demands, there’s a fine line between asking employees to assume more responsibilities and knowing when it’s necessary to hire additional staff. Increasing workloads among current employees can lead to burnout, decreased productivity and low employee satisfaction. However, overstaffing can result in financial risks. Fortunately, there are signals to look for among employees that can help managers determine when it’s the right time to hire.
The workplace today is extremely diverse as more people are entering in than ever before. For the first time in history four biological generations with especially different mindsets have been working side by side in many organizations. Just as organizational leaders have begun to grasp this concept and the challenges associated with managing the diverse and competing values of these individuals, it seems an additional 5th generation (Generation Z) has now emerged.
Due to increasing violence throughout the country, many companies have developed a violence prevention and management plan. This plan will define preventive measures and reduce potential risks for the company. Management efforts in predictive, preventive and preparedness strategies can respond to, and possibly avoid, the painful loss and costs associated with violent incidents.
A new hire’s experiences during the first six months at a company will often dictate whether the employee will stay at or leave the organization. These experiences are largely influenced by the effectiveness of the organization’s onboarding program. An ineffective onboarding program can lead to low retention rates and ultimately impact the organization’s bottom line. According to a 2013 Aberdeen report, companies with best-in-class onboarding programs report a retention rate of 91%. However, only 37% of companies are investing in formal onboarding programs.
Implementing a new tobacco-free workplace policy creates questions and concerns on the part of employees. Many companies report receiving less negative feedback than expected; however, it’s important to be ready to handle questions and concerns you may receive when rolling out a tobacco-free policy within your organization, particularly from those who use tobacco.
According to the American Cancer Society, tobacco use is the single largest preventable cause of disease and premature death in the United States. Each year smoking accounts for about 443,000 premature deaths and about 49,400 non-smokers die as a result of exposure to secondhand smoke. However, 43.8 million Americans – nearly 1 in every 5 adults – still smoke cigarettes. It turns out that a majority of adult smokers say they want to quit; though without help, few succeed.
To be truly effective in managing conflict you must be able to understand what it is the person in conflict is trying to communicate. However, your perception of a situation largely impacts how you understand and interpret another person’s communication. Perception, sometimes described by phrases such as “world view” or “our mind’s eye,” is a process everyone experiences. Physiological, cultural, social, occupational, and self-concept aspects can all influence your perception.