A Mississippi man was fired from his job at a hospital for wearing the wrong shirt to the polls.
According to Gallup, American employers lose $450-550 billion a year by failing to create positive corporate cultures that foster accomplishment, autonomy, and appreciation in the workplace.
Employee Unhappiness leads to:
• Higher turnover
• Excessive absenteeism
• Poor customer service
• Workplace bullying and violence
• Increased workers compensation claims
• More on-the-job injuries
…and a myriad of outcomes that have no line item in the budget, but still reduce productivity throughout the workplace. Engagement, job satisfaction and worker happiness matter to the bottom line.
This talk will give employees and managers the skills to create a positive work environment through simple adjustments and practices anyone can do, no matter the workplace. Whether in an office, a hospital, a restaurant, classroom or construction site, these techniques work!
In the U.S., the average loss due to unhappiness and disengagement is $3,500 per employee per year. When it comes to happiness, is your workplace above or below average? Can you afford to let it stay that way? Make happiness a priority in your workplace today, and reap the rewards tomorrow.
I remember quite enjoying this talk at Innovate Pasadena by Valerie Alexander about two months ago. They’ve kindly taped it and released it on YouTube for everyone who missed it. If you’re an executive or leader within your company, it’s highly worth your time to absorb these ideas and implement them into your company culture. I’d also submit that it’s worth your personal time as well.
Perhaps not surprisingly, happiness is worth it’s weight in gold in the workplace.Syndicated copies to:
One of the central contradictions of capitalism is that what makes it work — competition — is also what capitalists want to get rid of the most. That’s true not only of competition between companies, but also between them and their workers. After all, the more of a threat its rivals are, and the more options its employees have, the less profitable a business will tend to be. Which, as the Financial Times reports, probably goes a long way toward explaining why a $3.4 billion behemoth like Cushman & Wakefield would bother to sue one of its former janitors, accusing her of breaking her noncompete agreement by taking a job in the same building she had been cleaning for the global real estate company but doing it for a different firm.
This is just a bit silly… particularly in the land of both “opportunity” and capitalism.Syndicated copies to:
Apple spent $5 billion on a beautiful new office, Apple Park. So it’s amazing they’re about to make an extremely costly, avoidable mistake: putting their coders in an open-plan layout. I work at Fog Creek Software, where our cofounder and former CEO Joel Spolsky has been blogging for
The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply. ❧
Since we abolished CVs for The Spectator’s internship scheme, it has acquired quite a reputation. There are fewer than two dozen journalists here in 22 Old Queen St and we recruit people rarely – but when we do, we seek to recruit from our interns. We’re not the only ones. Our two best interns from last year (the ones asked back for Christmas) have both just been offered jobs by national publications. The best interns we’ve had recently have included a PPE graduate, former teacher and a mum-of-three whose kids are old enough for her to roll the dice and try a new career. In journalism, all that matters is flair, enthusiasm and capacity for hard work. We don’t care where, when or even whether you went to university. That’s why we recruit our interns from aptitude tests alone.
An interesting method for recruitment.Syndicated copies to: