| Co.Exist | ideas + impact
Tomorrow’s CEOs will be working in an environment that demands proactive empathy with the needs of an ever-changing workforce, and innovative collaboration with a wide range of stakeholders on the most pressing issues that face our global society. That sounds to me like a job for a social worker who might be able to help not just the world’s companies but its people and environment as well.
Is The MSW The New MBA? | Co.Exist | ideas + impact.
Does your honest approach work for you?
When organizations need to accommodate disabled employees, this often generates jealousy, resentment, even hostility because co-workers only see the end product of accommodation (like a shorter work week, flexible hours, or reduced responsibilities) without knowing the reasons behind the changes. But it is especially unacceptable when a manager acts in the way you describe, since management is privy to those private details.
While your manager may not be making decisions that directly affect your job security, behaviour like this can constitute discriminatory harassment under human rights legislation if it is linked to your disabled status. Further, differential treatment that demeans or belittles an employee may constitute personal harassment under corporate internal policies, or even bullying under provincial law, depending on where you work.
I disclosed my disability. Now my manager treats me differently – The Globe and Mail.
Based on The Globe and Mail Report
People might be confident enough to ask a question or interact well in a conference. Does it mean that they are confident at work? In my opinion it would be hard for someone to assess the confidence level of an individaul from what we see outside-the appearance, communications or a smiling face.
The following article appeared on the Globe provides a more appreciable answer to the question.
Two women walk into a boardroom for a meeting. One sails in with her shoulders back, takes a seat at the centre of the table, and speaks up. Another quickly sinks into a line of chairs against the wall, and spends the meeting silently hunched over her notebook. Who is more confident?
While confidence may be hard to articulate, we know it when we see it. And those whose stock-in-trade is to help build it say the stakes could not be higher.
How to build confidence at work – The Globe and Mail.
| McKinsey & Company
During the summer of 2013—about two and a half years after the start of a major effort to increase the number and proportion of senior-leadership roles held by women at eBay Inc. —we conducted a global gender-diversity survey on the attitudes and experiences of our top 1,700 leaders. The survey revealed some good news: for example, our leaders—women and men alike—consider gender diversity an important business goal. Moreover, we found no aspiration gap: women and men, in roughly the same proportion, want to move up.
Realizing the power of talented women | McKinsey & Company.
WORK LIFE BALANCE
Courtesy: Special Report by HARVEY SCHACHTER on The Globe and Mail: Published Thursday, Jun. 19 2014,
If you’re serious about achieving a healthier work-life balance, you have to be willing to set the example. If you are a Manager or Team leader, “Employees watch what a supervisor does and will mimic it. To get the entire workplace to follow, managers must exhibit balance,”
Harvey Sahachter suggests the following seven excellent tips to help them do that.
1. Encourage employees to take those unused vacation days.
Employees are leaving a lot of vacation days unused, sometimes because they don’t feel they have the time for a vacation and sometimes because they want to cash them in for money. Either way, it’s a bad precedent, as they aren’t getting the time away from work they need so they can prosper. She blames our workaholic culture. She recalls considering an Italian vacation and being told not to take it in August because the country essentially shuts down as everyone heads for the beach. “Other countries have figured it out better than us,” she said.
What else you need to look for? Continue reading:
Managers need to walk the talk to help staff find balance – The Globe and Mail.