When Employees Think the Boss Is Unfair, They’re More Likely to Disengage and Leave
August 08 | Laura Sherbin, Executive Vice President and Director of Research, Center for Talent Innovation | Comments (0)
It’s impossible to know when managers act on unconscious biases. But it is possible to ascertain when an individual perceives bias against them. In gathering research for our report Disrupt Bias, Drive Value, we decided to take a different approach to studying bias. Rather than looking at managers’ actions, we focused our attention on the employees — particularly, their experiences.
The Benefits of Saying Nice Things About Your Colleagues
August 08 | Jane E. Dutton | Comments (0)
Whether we realize it or not, we are constantly given small opportunities to build up or put down our coworkers in the ways we talk about them. When we introduce two colleagues, tell a story about how a meeting went, or share a colleague’s work, how we “narrate others” can make a big difference in how they feel about themselves and their work.
How to Manage Someone Who Thinks Everything Is Urgent
August 08 | Liz Kislik | Comments (0)
We’ve all been in situations in which we couldn’t wait for a slow-moving or overly cautious employee to take action. But at the other extreme, some employees have such a deep need to get things resolved that they move too quickly, or too intensely, and make a mess. They may make a bad deal just to say they’ve made it, or issue a directive without thinking through the ramifications just to say they’ve handled a problem decisively.
How to Find Meaning in a Job That Isn’t Your “True Calling”
August 08 | Emily Esfahani Smith | Comments (0)
Why do so few people find fulfillment in their work? A few years ago I posed this question to Amy Wrzesniewski, a Yale School of Management professor who studies these issues, and she offered an explanation that made a lot of sense. Students, she told me, “think their calling is under a rock, and if they turn over enough rocks, they will find it.”
Deloitte’s Radical Attempt to Reframe Diversity
August 08 | Avivah Wittenberg-Cox, CEO , 20-first gender consultancy | Comments (0)
Deloitte has started a major debate in diversity circles by turning its approach upside down. The firm is ending its women’s network and other affinity groups and starting to focus on…men. The central idea: It’ll offer all managers — including the white guys who still dominate leadership — the skills to become more inclusive, then hold them accountable for building more-balanced businesses.
Analytics Training Isn’t Enough to Create a Data-Driven Workforce
August 08 | Adele K. Sweetwood, Vice President, Americas Marketing and Support, SAS Institute | Comments (0)
When it comes to creating a more data-and-analytics-driven workforce, many companies make the mistake of conflating analytics training with data adoption. While training is indeed critical, having an adoption plan in place is even more essential.
The Personality Traits of Good Negotiators
August 08 | Dr. Tomas Chamorro-Premuzic, Professor of Business Psychology, University College London (UCL) | Comments (0)
Luckily, personality research provides valuable lessons in predicting an individual’s ability to negotiate effectively. Some traits are clearly indicative of good negotiation potential, while others are more of a handicap. That isn’t to say people can’t get better at it, but their success will depend on their ability to understand their own and the other party’s personality.
How to Get Your Team to Use Their Vacation Time
August 08 | Liane Davey, Vice President of Team Solutions, Knightsbridge Human Capital | Comments (0)
Evidence is piling up that vacations are good for business. Not only does taking vacation contribute to enhanced productivity but it also immunizes our teams against the toxic negative attitudes that can be contagious in the workplace. So if vacation has such a good ROI, why are people taking less and less of it?
What to Do When You’re Returning to a Company You Used to Work For
August 08 | Rebecca Knight, Freelance Journalist | Comments (0)
The idea of boomerang employees — workers who voluntarily leave a job at an organization and then rejoin that same organization at a later date — is gaining more and more acceptance from hiring managers and in the labor force. If you’re one of these employees, how should you handle your comeback? What’s the best way to get back into the fold?