Cost of Conflict To An Organization
|
|
- Brook Newman
- 6 years ago
- Views:
Transcription
1 Cost of Conflict To An Organization
2 Aligning: Strategy, People, and Process Business Strategy BALANCE Process Methodology People: Talent and Capacities correctly used 2
3 Why is this important to you? The American Psychological Association estimates job stress costs American businesses $300 billion a year in absenteeism, diminished productivity, employee turnover and medical and legal costs. FACT - absenteeism and presenteeism can cost between 25% and 65% of a particular position s annual salary 3
4 Negative Effects of Conflict - Organization s Culture SENIOR MANAGEMENT 1. Inhibits the owners/ceo s positive work values and principals from being replicated throughout the company 2. Creates a distance between the main decision maker and sub-ordinate employees 3. Erodes employees trust and loyalty towards senior level management 4. Dissolves level of confidence in senior management s leadership capabilities 5. Creates illusion of betrayal by senior management 4
5 Negative Effects of Conflict - Organization s Culture BUSINESS UNITS AND TEAMS 1. Weakens and dissolves inter-company support networks Lessens knowledge-sharing and teamlearning behaviors 2. Creates an environment of undermining and espionage towards co-workers 3. Creates silos within business units and teams 4. Diminished workforce s contributions of creativity, decision making, risk taking behaviors 5
6 Employee loyalty: Trust, and confidence diminished due to mistreatment Strategic Planning Not being followed through by employees actions Impedes process alignment Stays Disgruntled Employees Leaves Company Branding People speaking negatively about their work experience Public Relations Employees speaking negatively without concern Aggressor speaking negatively about past employees Advertises unprofessionalism of company Corporate Intelligence Employee has information to share with new employer/competitor 6
7 There are nine factors to calculate the cost of conflict in the workplace outlined on the next slide in a chart. For this presentation we will focus on: Impact of Diminished Decision Making to understand how it impacts succession planning and strategic planning. Employee Health Costs to start to understand the how the financial factors come into play and create an economic impact on the business. 7
8 Nine Factors to Calculate Cost of Conflict Illustration Overview of Cost Factors 1. Distracted Team/Employee Time $28, Opportunity cost of Distracted / Unproductive time $14, Impact of Diminished Decision Making $120, Terminated/Resigned employees $50, Employee Restructuring $8, Intellectual and Property theft/damage $ Diminished Motivation $11, Unproductive Work Time $1, Employee Health Costs $1,120 Total cost of only one conflict $234,512 1 Assumes one of the $40k employees resigned; conflict played typical role. 2 Illustration makes conservative assumption that this factor did not incur cost. 8
9 Impact of Diminished Decision Making If the Aggressor/Bully is conducting team/staff evaluations and performance reviews, it is possible they are providing biased evaluations and lower performance ratings. As a result: Promotions may be granted to a lower quality of worker because of subjective decision making. Opportunity and advancement may be stifled for creative and innovative employees. Decision makers may be shielded from identifying proactive and valuable resources/assets. 9
10 Senior Management / Manager / Supervisor is aggressor and involved in conflict Inaccurate Team Evaluations Poor Performance Reviews Strategic Planning Decision-makers not able to assess organizations actual capacities Decision Maker Succession Planning Improper promotions / demotions hinder progression and succession planning strategies Impact on Human Resources Unfair performance reviews hinder corporate growth impede employee career development Loss of employee self confidence, esteem lowers and motivation Loss of innovation, talent access and creative thinking 10
11 Employee Health Costs Factor Nine: Employee Health Costs Increased insurance premium payments due to claims for health services arising from psychogenic illnesses and injuries. Most illnesses and many injuries are partially psychogenic. Actual psychogenic factor is unknowable, but is not zero. * Guideline: 10% of Factor # 7 (Lowered Job Motivation), since both arise from job stress. X 10%* Lowered job motivation (Factor # 7) $11,200 Total cost of health cost $1,120 X 4 Number of employees affected Total Employee Health Costs $4,480 11
12 Effects on Employees Health The effects of mistreatment extend beyond direct targets to include witnesses. Impacting the financial resources allocated for health benefits, insurance and sick leave The findings show Currently bullied are well above the need for psychiatric treatment at 5.6 and Previously Bullied group also report high levels of physical (38.6) as well mental (3.73) ill health. 20 Bullying and Health Outcomes Currently Bullied 3.7 Previously Mental (GHQ score) 2.8 Witness Bullying 2.2 Neither Physical (OSI score) Mental GHQ Score Physical OSI score Occasionally Bullied (Rarely/monthly) Regularly Bullied (Weekly/Daily)
13 Key elements of OSI scores (Occupational Stress Indicators) Sources of Pressure at Work Sources of Job Satisfaction Mental and Physical Health Factors intrinsic to the job Managerial role Relationships with others Career and achievement Organisational structure Home/work interface Achievement, value & growth Job itself Organisational design Organisational processes Personal relationships Mental ill health Physical ill health 13
14 Impact on Your Business - Overall American Psychological Association surveyed approximately 1,500 workers, of those surveyed 750 said they lost time from work: due to rude workplace behaviour directed toward them. Customer service suffers when employees are harassed at work: Their loyalty diminishes They view the company as not protecting them from the disruptive employee, as a result, the other employees take frustrations out on clients. (Orlando Business Journal) Organizations who manage people well, outperform those who don't by 30 to 40%. (Canada s Safety Council) Operational Costs: High turnover of employees Distracted time cost Negative impact on health Insurance premiums increase New/post-employee training cost Replacement costs Etc. 14
15 Impact of Disruptive Employee: To Business Teams When inappropriate work behavior is allowed to continue; The disruptive employee targets more employees Results: decreased employee self-esteem, health, and team productivity Research shows: One individual most often is NOT the only target. Often several people are targets. Entire workgroups report being mistreated and bullied. 15
16 Business Value-Add Harassment-free Workplaces have higher levels of: Employee satisfaction Productivity Collective communication Information sharing Creative brainstorming Organisational cohesiveness Developing a harassment-free workplace culture, is a wise investment. Enabling your business teams to achieve your goals and strategic objectives for years to come A GREAT VALUE TO YOUR BUSNESS! 16
17 Thank you for your time Please call us for a free consultation Please use our FREE Workplace Conflict Assessment
18 Sources Report on Abusive Workplaces; by Gary Namie, Ph.D.; October, The Workplace Bullying & Trauma Institute (WBTI) 2. UMIST - Destructive Conflict and Bullying at Work, Sponsored by the British Occupational Health Research Foundation (BOHRF); By Helge Hoel & Cary L Cooper; Manchester School of Management; April Harrison Psychological Associates; Workplace bullying's high cost: $180M in lost time, productivity; Orlando Business Journal - March 15, 2002 by Liz Urbanski Farrell; March UNISON (1997) Bullying at work: Bullying survey report. London; by UNISON.; Bullying at work: Epidemiological findings in private and public organisations. European Joumal of Work and Organizational Psychology, 5, ; by Einarsen, S. Skogstad, A.; The incidence of workplace bullying. Journal of Community and Applied Social Psychology, 7, ; by Rayner, C.; Bullying in the Workplace. by Canada s Safety Council; September 2000; 8. Proudfoot Productivity Report, An international study of company-level productivity. by Proudfoot Consulting; Dana Measure of Financial Cost of Conflict; by Dr. Dan Dana 1999, FASTOH project, Queensland University of Technology, Australian Maritime Safety Authority;
It s like water torture : Employee and organisational responses to workplace bullying
It s like water torture : Employee and organisational responses to workplace bullying Marissa S. Edwards PhD Candidate UQ Business School University of Queensland Overview of presentation Definitions Research
More informationTotal Attendance Management: Minimize Your Costs and Maximize Health and Productivity
Total Attendance Management: Minimize Your Costs and Maximize Health and Productivity Presented by Kerri Harrison Business Development Specialist Shepellfgi Objectives Gain insight into the cost of absenteeism
More informationCITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF MARCH 19, 2013
CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF MARCH 19, 2013 Item 2, Report No. 4, of the Finance and Administration Committee, which was adopted without amendment by the Council of the City
More informationImproving Organisational Performance by Building Emotional Resilience
Improving Organisational Performance by Building Emotional Resilience Closing the Loop Conference 2011 Rachel Clements - Director Psychological Services Agenda 1. Understanding Emotional Resilience What
More informationKPI Business Benefit Documented Hard Data Results Source. Managerial commitment impacted 35% on employee safe behavior.
Element Safety Leadership Training Workgroup Participation # of Managers Trained % Senior, Mid, Frontline Management Support Corrective Action Rate Participation Rate Increased trust, moral, and respect
More informationAbsence Management. resource management. key concepts in human
Martin-CH-A:Martin-CH-A 01/04/2010 9:53 AM Page 4 Absence Management Absence refers to an individual not being at work at a time when they would normally be expected to be present. This can be for many
More information3/22/2015. WELCOME! Quality of Working Life. Performance & Productivity
WELCOME! Quality of Working Life Professor Mare Teichmann stitute of Industrial Psychology, Tallinn University of Technology, Eston School of Management, University of Silesia, Poland Performance & Productivity
More informationChronic Mental Stress Claims
Preventing and Managing Chronic Mental Stress Claims In Your Organization Congratulations! If you are using this guide, you are already taking steps to effectively manage chronic mental stress claims in
More informationAddressing mental health in the workplace: A guide for employers
Addressing mental health in the workplace: A guide for employers Cycle Against Suicide. Table of Contents Introduction... 2 Why is Mental Health Important for A Successful Business?... 3 Establishing a
More informationStrategic Planning. Leadership Development
Strategic Planning Strategic Planning is critical to successfully drive high performance. High performing organizations define common values, build a shared vision, identify highest level strategic priorities,
More informationCreating Thriving Schools During a Teacher Shortage
Creating Thriving Schools During a Teacher Shortage SHANE MCFEELY, PH.D. Senior Workplace and Education Researcher Gallup JONI BOOTH Senior Education Consultant Gallup What is the teacher shortage problem?
More informationMental Health in the Workplace: The New MHCC Standard. Ed Mantler, Vice President, Programs and
Mental Health in the Workplace: The New MHCC Standard Ed Mantler, Vice President, Programs and Priorities @edmantler_mhcc Stigma 500,000 $51 Billion The Cost of Doing Nothing Absenteeism Presenteeism Disability
More informationStress Workbook. A framework. for the implementation of the. Stress At Work Policy. in support of the. Staff Support Strategy;
Stress Workbook A framework for the implementation of the Stress At Work Policy in support of the Staff Support Strategy; Dignity at Work Policy; Health and Safety Policy; and Other associated policies
More informationSalveo Study on mental health in the workplace
Salveo Study on mental health in the workplace Insights into creating a healthy, productive and successful work environment 1 2 Salveo: Latin verb meaning to be well or in good health. It s no secret.
More informationAre you looking for a program that suits your needs, not an off the shelf program?
Welcome to the Leadership Course Creator Are you looking for a program that suits your needs, not an off the shelf program? Ai Group s leadership course creator will allow you to build your own leadership
More informationAutocratic or Democratic? Which Type of Construction Leaders Do You Prefer? Thomas Ho 20 November 2014
Autocratic or Democratic? Which Type of Construction Leaders Do You Prefer? Thomas Ho 20 November 2014 What is Leadership? The famous Chinese philosopher Lao-tzu said : to lead the people, walk behind
More informationEffectiveness of individual and organizational strategies to address workplace bullying
Effectiveness of individual and organizational strategies to address workplace bullying Dianne Gardner Tim Bentley, Bevan Catley, Helena Cooper-Thomas, Mike O Driscoll & Linda Trenberth Research funded
More informationBill 168: Violence and Harassment in the Workplace
Bill 168: Violence and Harassment in the Workplace On December 15, 2009, Bill 168, an Act to amend the Occupational and Safety Act with respect to violence and harassment in the workplace (the Bill ),
More informationUpwards Bullying - Prevention and Management Strategies: An Interview Study
Upwards Bullying - Prevention and Management Strategies: An Interview Study Author Branch, Sara, Ramsay, Sheryl, Barker, Michelle Published 2006 Conference Title 5th International Conference on Workplace
More informationBreaking through boundaries: culture, team working and leadership challenges
17 November 2015 Breaking through boundaries: culture, team working and leadership challenges Michael West The King s Fund, Lancaster University Management School 1 Leading cultures for high quality health
More informationDescription Source External assurance
DNB 2017 The Global Reporting Initiative (GRI) is a network-based organisation which has played a key role in developing the world s most widely used framework for sustainability reporting. The GRI guidelines
More informationReadiness and Resource Self-Assessment Checklist
Senior Management Commitment Form a Design Team (choose one from this list b, c, d) Form a Steering Committee (choose one from this list e, f, g) Identify a Facilitator Availability of Resources Participatory
More informationPSYCHOLOGY OF WHISTLEBLOWING: A fresh approach for employment lawyers
PSYCHOLOGY OF WHISTLEBLOWING: A fresh approach for employment lawyers Joanna Wilde PhD, Chartered Psychologist and Debbie Grennan, Guildhall Chambers Agenda 1. Introduction Joanna Wilde The psychological
More informationDavidson Trahaire Corpsych
Davidson Trahaire Corpsych EAP RETURN ON INVESTMENT SUMMARY 2016 Author: Michele Grow and Jeffrey Ots Overview An employee assistance program (EAP) provides support and coaching for employees across a
More informationPreventing Psychological Injury in the Workplace
Preventing Psychological Injury in the Workplace Anita Patturajan Date: 11/10/2018 Anita Patturajan RMIT University SIA Safety Conference (SA) Date: 11 th October 2018 Contents Introduction Psychological
More informationCONNECTING LEADERS TO SAFETY CULTURE & SAFETY PROFITABILITY. WSPS: Who we are. Products and Services 1/25/2018
CONNECTING LEADERS TO SAFETY CULTURE & SAFETY PROFITABILITY February 9, 2018 Larry Masotti Director of Strategic Relationships WSPS: Who we are A dynamic $43 million organization servicing 165,000 member
More informationMental Well-being Impact Assessment (MWIA)
Mental Well-being Impact Assessment (MWIA) Tony Coggins Head of Mental Health Promotion (SLaM) and Population Mental Health Programme Lead for Maudsley International This workshop aims to: Present an overview
More informationHow To Manage & Minimize Employee Turnover
How To Manage & Minimize Employee Turnover HR Benefits Payroll gnapartners.com Businesses have long understood that it s easier (and more cost-effective) to keep current customers or clients happy than
More informationWorkplace Mental Health: Psychological Health & Safety Training for Supervisors and Managers
Workplace Mental Health: Psychological Health & Safety Training for Supervisors and Managers Introduction About Me About Vital Life Supported by a grant from the Research and Workplace Innovation Program
More informationDIGNITY AND RESPECT POLICY AND GUIDELINES ON PREVENTING AND MANAGING WORKPLACE BULLYING
DIGNITY AND RESPECT POLICY AND GUIDELINES ON PREVENTING AND MANAGING WORKPLACE BULLYING Foreword: Director General, NSW Premier s Department The New South Wales Government is committed to ensuring its
More informationThe Seven Core Problems Every Organisation Must Address When Managing Mental Health in the Workplace
The Seven Core Problems Every Organisation Must Address When Managing Mental Health in the Workplace PROGRAM BY TESS HOWELLS A GUIDE for HR and Line Managers Mental illness has been identified by the World
More informationBring Out the Best in Your People
Bring Out the Best in Your People Key Principles for Building Positive Culture and Morale June 2014 Lockton Companies The roles of culture and morale are increasingly recognized for their wide-reaching
More informationWhy is Occupational Health Important. Cordant Occupational Health Assisting Wellbeing at Work
Why is Occupational Health Important Cordant Occupational Health Assisting Wellbeing at Work 01 Why is Occupational Health Important? The whole objective of Occupational Safety and Health is to prevent
More informationHSE Audit Solutions 2017: Update Smarter Operational Risk, Compliance & Safety Decisions
www.arkworkplacerisk.com Audit Solutions 2017; Update 2017 Ark Workplace Risk HSE Audit Solutions 2017: Update Smarter Operational Risk, Compliance & Safety Decisions HSE Audit Solutions are fast becoming
More informationPositive and Negative Behaviours in Workplace Relationships: A Scoping Review
Positive and Negative Behaviours in Workplace Relationships: A Scoping Review Joan Almost, RN, PhD Assistant Professor, School of Nursing Queen s University Canadian Health Workforce Conference October
More informationGive people time to adjust. Be prepared for productivity to dip and stress to increase during the transition process.
Healthy Working May 2017 Managing a successful restructuring Most employees are able to remain flexible when new products, services or processes are introduced but struggle when a major organizational
More informationMental health at work
REPORT Mental health at work The business costs ten years on Michael Parsonage and Geena Saini Centre for Mental Health Mental health at work: The business costs ten years on Contents Summary 3 1 Introduction
More informationWHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. driveengagement_101512_wp THE IMPORTANCE OF PEOPLE
More informationThe impact of mental health on business and industry an economic analysis
The impact of mental health on business and industry an economic analysis Michael Parsonage The Sainsbury Centre for Mental Health Aim of study To assess the importance to employers of mental health problems
More informationCode of Conduct for Psychological Health and Wellbeing
Code of Conduct for Psychological Health and Wellbeing Prepared by: Professor Derek Mowbray PhD. Consultant Organisation and Occupation Health Psychologist Chartered Psychologist Chartered Scientist www.mas.org.uk
More informationBriefing February 2009 HSE local authority circular 81/4 Work related stress
Briefing 09-09 February 2009 HSE local authority circular 81/4 Work related stress This briefing is provided to APSE members throughout the UK to and in particular to human resource professionals and those
More informationSaville Consulting Wave Professional Styles Handbook
Saville Consulting Wave Professional Styles Handbook PART 1: OVERVIEW Chapter 2: Applications This manual has been generated electronically. Saville Consulting do not guarantee that it has not been changed
More informationEmployee Engagement Best Practices at NRC
Employee Engagement Best Practices at NRC August 5, 2015 ATD Webinar Jody L. Hudson Deputy Chief Human Capital Officer U.S. NRC Employee Engagement Engaged workers stand apart from their not-engaged and
More informationOUR PEOPLE, OUR STRENGTH
OUR PEOPLE, OUR STRENGTH 2015-2017 TABLE OF CONTENTS 1. 1. Employee messages... 2 i. Message from CAO ii. Message from Director, Human Resources 2. Executive summary... 3 3. About the Our People, Our Strength
More information2.2 The audit was performed in three phases which included:- Phase One Training and data collection of over 5,500 employee surveys.
AVON AND SOMERSET POLICE AUTHORITY HUMAN RESOURCES COMMITTEE JUNE 2010 REPORT OF THE CHIEF CONSTABLE ORGANISATIONAL STRESS 1.0 PURPOSE OF REPORT 1.1 At the Avon and Somerset Police Authority Human Resources
More informationHR Connect Asia Pacific
Best Employers Trends in Hong Kong - Journey to High Performance By Andy Leung, Senior Consultant, and Project Manager of Best Employers Study, Aon Hewitt, Hong Kong In the Best Employers 2.0 Hong Kong
More informationTHE ROLE OF THE IMMEDIATE SUPERVISOR
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Enhance_engagement_062513_wp_EMEA
More informationLecture 4 MBF2213 Operations Management Prepared by Dr Khairul Anuar. L4: People in Operations
Lecture 4 MBF2213 Operations Management Prepared by Dr Khairul Anuar L4: People in Operations 1 Figure 5.1 This chapter examines people in operations Key operations questions People, in Operations Slack
More informationThe wellbeing of an ageing workforce
The wellbeing of an ageing workforce FairWRC research briefing number 5 July 2014 Author Dr Sheena Johnson CPsychol, Occupational Psychologist and Senior Lecturer in Organisational Psychology at Manchester
More informationCode of Conduct for Psychological Health and Wellbeing
Code of Conduct for Psychological Health and Wellbeing Derek Mowbray Purpose of a Code A Code has the purpose of being the central guide and reference for users in day to day decision making. The Code
More informationWESTFIELD PRIMARY SCHOOL ANTI-STRESS POLICY
WESTFIELD PRIMARY SCHOOL ANTI-STRESS POLICY Introduction This policy applies to employees of Westfield Primary School only. It does not form part of any employee s terms and conditions of employment and
More informationOrganisational responses ameliorate the impact of workplace bullying on. employee engagement
Page 1 of 13 ANZAM 2012 Organisational responses ameliorate the impact of workplace bullying on employee engagement Tony Cotton University of Canberra, Canberra, Australia tony.cotton@apsc.gov.au ANZAM
More informationIndicator 6. Implementation of Antibullying. including promotion of anti-bullying week (November 2018)
Workforce Race Equality Scheme Action plan -2019 The action plan has been split into the indicators that need improvement; that is where the data demonstrates there is a negative impact on the results
More informationMental Health in the Workplace. Dr Paul Litchfield Chief Medical Officer BT Group plc Buffalo, NY- 08 October 2010
Mental Health in the Workplace Dr Paul Litchfield Chief Medical Officer BT Group plc Buffalo, NY- 08 October 2010 Mental health Mental health is more than the absence of mental disorders a state of wellbeing
More informationImproving Return to Work Outcomes
Improving Return to Work Outcomes Dr Mary Wyatt Publisher RTWMatters.org 22 October 2014 IMPROVING RETURN TO WORK OUTCOMES VIA WORKPLACE STRATEGIES Dr Mary Wyatt RTWMatters.org Today Your role It s working
More informationResilient Organizations
Resilient Organizations A Systems-Based Pathway to Health and Well-Being David David W. W. Ballard, Ballard, PsyD, PsyD, MBA MBA Assistant Assistant Executive Executive Director Director for Organizational
More informationTOTAL SAFETY LEADERSHIP FROM ACCIDENTS TO ZERO
TOTAL SAFETY LEADERSHIP FROM ACCIDENTS TO ZERO SECTOR / HEALTH AND SAFETY NON-TECHNICAL & CERTIFIED TRAINING COURSE Striving for total safety excellence has to be every safety professional s endeavor and
More informationResearch Studies workplacebullying.org. The WBI Website 2013 Instant Poll-A Workplace Bullied Targets Forgo Taking Leave
TM Research Studies workplacebullying.org The WBI Website 2013 Instant Poll-A Workplace Bullied Targets Forgo Taking Leave Gary Namie, PhD - Research Director Do not cite findings without crediting WBI
More informationUnderstanding HR Metrics to Drive Workforce Culture Presented by Chris Westacott Managing Director - Realise Performance
Understanding HR Metrics to Drive Workforce Culture Presented by Chris Westacott Managing Director - Realise Performance What I am going to cover today Research Reviewed in developing this presentation
More informationLeadership Effectiveness Impacts on Employee
Employee Engagement: Leadership Styles and Dysfunctional Management Practices Introduction Key findings of the 2005 Melcrum Research Report on Employee Engagement were that: 90% of organisations surveyed
More informationBUSINESS CASE FOR DIVERSITY AND EQUALITY
BUSINESS CASE FOR DIVERSITY AND EQUALITY Business case for diversity and equality Introduction Today s business environment is changing. The average age of the workforce is rising steadily and women now
More informationMental Health & Wellbeing at the Bar. Outer Temple Wellbeing Policy Example
Mental Health & Wellbeing at the Bar Outer Temple Wellbeing Policy Example Case Study: Outer Temple Wellbeing Policy Health and Wellbeing Policy 1. Chambers aspires to be an Employer or Chambers of Choice
More informationEnhancing Employee Engagement: The Role of the Immediate
Enhancing Employee Engagement: The Role of the Immediate Supervisor Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. enhance_engagement_111312_wp
More informationBusiness Case. tend THE BUSINESS CASE FOR A COMPREHENSIVE ORGANIZATIONAL HEALTH & WORKPLACE WELLNESS PROGRAM
WORKPLACE STRESS CONSEQUENCES When we consider the economic and social burden of workplace stress, the costs are staggering. A decade of research has demonstrated a pervasive set of negative effects on
More informationDynamic Employee Engagement in Times of Change
Dynamic Employee Engagement in Times of Change Mark Norman 2014 by Mark Norman on behalf of Schulich Executive Education Centre (SEEC). All rights reserved. No part of this publication may be reproduced,
More informationDefining and Addressing a Community Concern
Defining and Addressing a Community Concern I. WHY IS SEXUAL HARASSMENT A COMMUNITY CONCERN? We cannot tolerate harassment of any member of our community. When sexual harassment occurs, it degrades the
More informationHealthy Workplace, Healthy Workforce
Healthy Workplace, Healthy Workforce guidance for managers www.managers.org.uk Introduction It is estimated that illness at work costs UK employers 12.2 billion a year, as a result of sick days taken.
More informationTop Tips for Supporting Working Carers
Top Tips for Supporting Working Carers June 2017 Top Tips for Supporting Working Carers has been produced by Think Local Act Personal in partnership with ADASS Yorkshire & Humberside, and ADASS North West
More informationSuccession Planning Policy and Procedure September 2018
Office use Succession Planning Policy and Procedure September 2018 Published: September 2016 Reviewed: September 2018 Next review: September 2019 Statutory/non: Non statutory Lead: Gary Corban Chief Operating
More informationThe human resource management function the employment cycle. Business Management Unit 3 Area of Study 1
The human resource management function the employment cycle Business Management Unit 3 Area of Study 1 Phases of the human resource/staffing process and their related activities Phase Activities Stage
More informationPublic Service Secretariat Business Plan
Public Service Secretariat 2008-11 Business Plan Message from the Minister The Public Service Secretariat is a Category 2 entity that provides leadership in the area of strategic human resource management.
More informationThe study of organisational culture Hofstede: Hofstede developed 5 dimensions of culture operating within organisational culture:
Informal Organisation: perceptions of the organisation -The unofficial and less visible part of the organisation -What the workers really think about the organisation? -What is portrayed to the public
More informationLeading change. What is your vision of a workplace that supports high performance and an excellent quality of work life?
Workforce and Workplace Renewal: Keys to Success Graham S. Lowe, Ph.D. Keynote presentation at the International Personnel Management Association Canada, 2004 National Training Conference. St. John s,
More informationTitle: FOSTERING A CULTURE OF RESPECT Reference Number: HR_004 Approved by: Senior Executive Team PHSA Board of Directors BCEHS Board of Directors
Category: Corporate Human Resources Policy Title: FOSTERING A CULTURE OF RESPECT Reference Number: HR_004 Approved by: Senior Executive Team PHSA Board of Directors BCEHS Board of Directors Last Approved:
More informationHUMAN RESOURCES PROGRAMS
HUMAN RESOURCES Human Resources (HR) strategically, and cost effectively, recruits, retains, motivates, rewards, and develops Metropolitan s employees. PROGRAMS The focus of Human Resources is to foster
More informationWhat Kind of Workplace Do You Really Want to Have? Building civility and respect into your organization's DNA
What Kind of Workplace Do You Really Want to Have? Building civility and respect into your organization's DNA Sharone Bar David, LLB MSW Emma Pavlov, MBA Samantha Kolapak, MPP President, Bar David Consulting
More informationManaging Return to Work- Supervisors Participant Workbook
Managing Return to Work- Supervisors Participant Workbook Copyright This work is copyright to Return to Work Matters. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced
More informationBasic Background on Work
Individuals, Job Design, and Stress Basic Background on Work Work can be a turn-on or a turn-off. People are the foundations of high performance in the workplace. Valuing people and creating jobs and work
More informationAssessment Tools in the Workplace
Assessment Tools in the Workplace Top Ten Challenges Facing Business Excellence in execution Consistent execution of strategy Speed, flexibility, adaptability to change Global economic performance Risk
More informationThe Psychosocial Safety Climate Framework What is PSC? How does PSC work?
The Psychosocial Safety Climate Framework What is PSC? Psychosocial Safety Climate (PSC) refers to an organisational climate for employee psychological health, wellbeing, and safety. It is determined by
More informationJane Abraham SW Regional Health, Work & Wellbeing Coordinator Department of Health South West
Jane Abraham SW Regional Health, Work & Wellbeing Coordinator Department of Health South West Definition of a Healthy Workplace A workplace that prevents staff becoming ill by having a safe working environment,
More informationUnderperforming employees driving you up the walls
Not all your employees will give a 100%. Some will have personal issues that interfere with their work. Technically it's not your problem, but in reality any issue that contributes to an underperforming
More informationAppendix 6. GRI-index (Global Reporting Initiative) The GRI-index is part of the annual report 2015, as published in print and on
General standard disclosures For in Accordance- Core externally assured Strategy and Analysis G4-1 Statement from the most senior decision maker of the organization. Relevance of sustainability to the
More informationContents List of figures xxv List of tables xxvii List of exhibits xxix Preface xxxiii Part I The practice of human resource management 1 01 The essence of human resource management (HRM) 3 Introduction
More informationFMEP: Facilities Management Evaluation Program
The Self-Evaluation Criteria FMEP: Facilities Management Evaluation Program 1.0 Leadership Senior leaders in an effective facilities organization set direction and establish customer focus, clear and visible
More informationTALENT ECONOMY LEADING IN A CRISIS
LEADING TALENT IN A CRISIS ECONOMY Contributors: Amy Mills, Ph.D., Vice President, Aon Consulting Seymour Adler, Ph.D., Senior Vice President, Aon Consulting Leading Talent in a Crisis Economy Organizations
More informationEmployee Engagement: Myth or Magic
Employee Engagement: Myth or Magic Gary A. Higbee EMBA CSP CEO Higbee & Associates, Inc. North American Management Institute Senior Global Consultant SafeStart Key Points 1. What is employee engagement?
More informationDinno Challenging (difficult) management situations in the professional organisations
Dinno 2012-2014 Challenging (difficult) management situations in the professional organisations 22.8.2013 WORK 2013, Turku, Finland Track: Healt and Work, WEll-being at Work Syvänen Sirpa School of Management
More informationEngaging Health Staff. An Introduction
Engaging Health Staff An Introduction Page2 CONTENTS FOREWARD Page 3.What Is Staff Engagement? Page 4..Health Policy Content Page 5..National Staff Engagement Forum Page 6..Why is Staff Engagement important
More informationVOLUME: D. Management of Drug Dependence Treatment Services
VOLUME: D Management of Drug Dependence Treatment Services Module 2 OPERATIONAL MANAGEMENT Leadership, teamwork & organizational change Workforce Services, partnership & recovery Workshop 2 WORKFORCE Training
More informationEm E ployee E n E gagement Gai a li l St S ur u ge g ss e 28 2 th May a 2 y TalentAlign.com
Employee Engagement Gail Sturgess 28 th May 2009 TalentAlign.com Agenda What is Employee Engagement? Strategies for Employee Engagement TalentAlign.com 2 Defining Employee Engagement Level of commitment
More informationBuilding a Culture of Employee Engagement in Government
Building a Culture of Employee Engagement in Government What We ll Cover 1. What is employee engagement and why does it matter? 2. Measuring engagement 3. Improving engagement 4. Creating an engagement
More informationBIIAB Unit Pack. BIIAB Level 4 Diploma in Management and Leadership (QCF) 601/6776/2
BIIAB Unit Pack BIIAB Diploma in Management and Leadership (QCF) 601/6776/2 Version 1 BIIAB September 2015 www.biiab.org Contents ML70 H/506/4454 Principles of Building Respectful and Productive Working
More informationHRM Workforce Report Executive Standing Committee Human Resources January 22, 2018
HRM Workforce Report 12.1.2 Executive Standing Committee Human Resources January 22, 2018 HRM Workforce Report What we are presenting today 1. HRM Workforce Profile 2. Employee Attendance 3. Summary of
More informationMates in Mind aims to raise awareness, address the stigma of poor mental health and improve positive mental wellbeing
Mates in Mind aims to raise awareness, address the stigma of poor mental health and improve positive mental wellbeing Why should employers care about employees having good mental health? In 2016/17, 40%
More informationImplementing The Wellbeing and Performance Agenda
In House seminars from: The Implementing The Wellbeing and Performance Agenda Contact: for further details Telephone: Email: Page 1 Programmes for Leaders and Managers that Promote Wellbeing and Performance
More informationThe Educational Institute of Scotland. Stress Questionnaires
The Educational Institute of Scotland Stress Questionnaires Background 1.1 The following resolution was approved by the 2013 Annual General Meeting: This AGM instructs Council to investigate and report
More informationUnderstanding and Managing Organizational Behavior Chapter 1:
Understanding and Managing Organizational Behavior Chapter 1: An Introduction to Organizational Behavior Define organizational behavior. Identify different theories and views on organizational behavior.
More informationPeople Dig Deeper paper
People Dig Deeper paper Committed to being a great employer NAB plays a significant role in the lives of our 5,000 employees. Our focus on leadership, culture and capability supports our business strategy
More information