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Sonia Johnson

What to Do When You Are Being Investigated at Work

September 8, 2018 by Sonia Johnson

Your manager wants to meet with you and has set up a time with your local HR contact. There’s been a complaint against you about some action or behavior that violates company policies. Whether or not you’re guilty, your employer is required to conduct an investigation, and you may or may not have anybody on your side. This is surely a bad situation to be in, but knowing what to expect and how to handle your case could help.
Your manager wants to meet with you and has set up a time with your local HR contact. There’s been a complaint against you about some action or behavior that violates company policies. Whether or not you’re guilty, your employer is required to conduct an investigation, and you may or may not have anybody on your side. This is surely a bad situation to be in, but knowing what to expect and how to handle your case could help. 

1. Keep your appointment with the investigating committee. Your manager, HR, and any other neutral party could be involved. No other meeting can be more important than this one (barring personal exigencies). Your job maybe on the line. Avoiding this meeting will put you in a bad spot, and like it or not, be viewed as insubordination. If you must cancel, which you should do only if you have a really unavoidable reason, reach out to the other parties and explain clearly. Try doing it in person and propose an alternate time.

Do You Know What You’re Worth?

2. Listen. Whether this is the first time you are hearing the accusations, or you have already been given a heads-up before going to HR, be cautious and listen to what you are being accused of. Often people are so ready to object and prove they are innocent, they fail to comprehend what is being discussed. So pay close attention to what is being said and what isn’t.

3. Consult a lawyer. Set up some time with an employment lawyer, to understand what your next steps should be. Professional help, although expensive, could be useful in salvaging your reputation and/or deciding on your next steps.

4. Share your side of the story and offer proofs. Depending on the nature of investigation, HR may or may not share the name of the complainant(s). But, you would want to understand the context of the complaint to be able to defend yourself. So ask for as many details as possible. If you are able to gather eye witnesses or show documented email trails, make your case. Be completely truthful and cooperate during the investigation.

5. Do not retaliate. If you know who has complained against you, do not under any circumstance try to get back at them or retaliate in any manner. That will just make your case worse, and can be grounds for disciplinary action up to and including termination.

6. Ask to understand your options. If the investigation proves your innocence, then you go back to your normal job, if not, know what your options are. Can some training help? Could you resign, instead of being terminated? (Note that if you choose this course, you might not be eligible for unemployment benefits.)

If you are guilty, know that it will go in your file, even if you are given the option to resign, and you maybe blacklisted from approaching the organization for future opportunities. What you can do, however, is request that your employer to note your exit as a voluntary resignation so your future employment with other organizations is not hampered. Know that they may not honor your request. If you have been wrongfully terminated, i.e. if the investigation was not thorough and you were not given a chance to explain yourself, you do have the option of choosing legal recourse.

By

Padmaja Ganeshan Singh
——-
Remember, her at the Society For Employee Relations, we provide personalized help and guidance for employees who have become targets of HR investigations.
If your Human Resources department summons you, or you are worried that you will have problems with Human Resources, consult us today.

 

 

Filed Under: Being Investigated By HR, Society For Employee Relations, Targeted By HR, When HR Summons You

Advantages of Cultural Diversity in the Workplace

August 8, 2018 by Sonia Johnson

Cultural diversity in the workplace occurs when a company hires employees from a variety of backgrounds, race, gender, age, or religion. A diverse working culture benefits companies in countless ways. It can contribute to an organization’s efficiency and create a competitive advantage. Here are some benefits of a workplace that hires teams with cultural diversity in mind:

Cultural Diversity leads to Higher Morale

When diversity is managed well, and employees are subject to cross-cultural or diversity and inclusion training, the result is that all people feel validated and considered important no matter their differences. Giving employees the opportunity to work with people who bring different skills and views to the table helps them recognize that everyone is important for different reasons. Feeling valued improves the morale of each worker and promotes positivity in the workplace.

Cultural Diversity gives you Different Perspectives

When people from different backgrounds and cultures work together, they are exposed to varying viewpoints and ideas. This helps people become accustomed to hearing and sharing different perspectives and presenting their ideas. Allowing culturally diverse employees to brainstorm brings a wide variety of solutions to the table. Solutions based upon different experiences and schools of thought. With more ideas to choose from, the chances of finding the best possible final solution is improved.

Cultural Diversity has a Global Impact

In an increasingly globalized economy, workforces that are culturally diverse can help companies expand their business in. Being able to communicate effectively in different parts of the world is a key benefit, as well as knowing how to create relationships and understand the cultural nuances and differences in doing business in foreign countries. With a workforce that understands these concepts, you create the opportunity to effectively develop your business in a global market.

Cultural Diversity increases your Community Relations

Many communities are becoming increasingly culturally diverse. It’s important that companies recognize this and mimic the communities that they serve. Companies need to be able to communicate effectively with customers and understand their needs, no matter the customer’s language or culture. Having people on staff who have the background and skills to do so are vital to an organization. Communities and customers also prefer to engage with those that employ people who are similar to them. For this reason, hiring and managing diverse cultures is an advantage in a competitive market space.

Culturally diverse workers are one of the greatest assets your business can have. Although workplace diversity comes with some challenges, the benefits more than outweigh the difficulties you may encounter, especially with the use of proper management techniques and training.

Filed Under: 21st Century Employee Relations, Becoming A Great Employee, Diversity, Society For Employee Relations Tagged With: Diversity and Inclusion, Societyforemployeerelations

31 Genius Tips for Making Your Workday Easier

August 8, 2018 by Sonia Johnson

We all know that work involves, well, work. Even if you love your job, it can’t always be easy, and it can’t always be fun.

But, sometimes we want our jobs to be a little (or a lot) easier. We want to get our work done more quickly, to not feel overstretched or overwhelmed, and to have more time for the things we really love.

The good news is, there are ways to do that (without being a total slacker). Check out our favorite tips and tricks below for being more productive, removing things you don’t need to be doing from your to-do list, and overall making doing your job a much more pleasant experience.

1. Don’t Plan on Doing Too Much

Here’s a secret for you: Most to-do lists are way too long, which leads to overwork and stress when it doesn’t all get done. Instead, assume you can only get one big thing, three medium things, and five small things done a day (fewer if you have a lot of meetings). We’ve created a template to help you plan a more reasonable to-do list.

2. Focus on High-Reward Tasks

Focus the majority of your energy on those tasks that are going to create the biggest results. You’ll look like you’re doing much more, but secretly with less effort. This is often called getting the low-hanging fruit—the rewards you can achieve with the least effort.

3. Work in Sprints

It’s been said time and time again that the secret to getting more work done in less time is to work in bursts, with breaks in between. The intervals you choose will depend on your work and preferences, but, whatever you go with, set a timer, do your best to stay focused for that period of time, and then actually get up and take a break in between. You’ll feel more energized during your work sessions and ultimately be way more efficient.

4. Give Each Day a Theme

Do distractions keep derailing you from focusing on the actual important things? Use Jack Dorsey—the co-founder of Twitter as well as the CEO of Square’s—secret and try giving each day a theme. That way, when distractions come up, you know to either punt them to another day or, if you have to, deal with them quickly and get back on track.

5. Start With the Most Difficult Task

By getting the hardest thing on your plate out of the way first thing in the morning, the rest of the day will feel way easier by comparison. Plus, then you won’t waste mental energy all day thinking about this challenging thing you have to do.

6. Follow Your Energy

Everyone has certain times of the day when they’re more or less productive. If you schedule big projects during your energy downtimes, you’re making your work way harder on yourself. Instead, try mapping out your ideal day based on your energy levels.

7. Don’t Fight it When You’re Feeling Useless

Probably one of the hardest things to do at work is to force yourself to work hard when you’re really not feeling on top of your game. So, unless you have a pending deadline and absolutely can’t, put off that particular task and do something more suited for your mental capacity. Writer Katie Douthwaite suggests that this is a great time to get those boring, monotonous tasks knocked out.

8. Use Templates Whenever You Can

Why reinvent the wheel every time you have to do something? Have an email you have to write often? Use a template. Need to create a presentation? Use a template. Redesigning your resume? Use a template. You get the picture.

9. Set Up Canned Responses

Better yet, if you use Gmail, set these templates up as canned responses, so you don’t even have to leave your inbox to drop them in and send them off.

10. Set Up Auto-Text

If you’re often responding to messages on the go from your phone, make it easier on yourself by setting up auto-text. For example, “pitch” could expand to fill in your elevator pitch—meaning you don’t have to type the whole thing out every time on your tiny keyboard. Read here for more on how to set it up.

11. Or Don’t Type at All

You can also use your phone’s talk-to-text feature to more easily and quickly respond to messages. Productivity expert Alex Cavoulacos explains how she uses it to her advantage here.

12. Shorten Your Emails

We’re going to take a wild guess that answering emails takes up a lot of your time and energy. What if you made it all easier for yourself by setting a limit on how long each response can be? Obviously, some messages necessarily have to be longer than others, but challenge yourself to keep them under five sentences long (or even shorter!) as often as possible.

13. Just Have a Conversation

Long email chains got you down? When a conversation starts getting too convoluted, consider whether it would be easier to just hop on the phone or set up a meeting to talk it out. Sometimes a 10-minute conversation can eliminate hours of email messages.

14. Eliminate Follow-up Emails

Nothing makes answering emails harder than your inbox constantly filling up with follow-up emails from people you haven’t gotten the chance to respond to yet. So set up an auto-responder that lets people know you’ve received the message and will respond in due time—hopefully dissuading the eager beavers from constantly emailing you back. You could even include answers to commonly asked questions, to potentially help the messenger help herself (and prevent you from having to answer at all).

15. Employ the OHIO Strategy

How many times do you open an email, read it, and then leave it in your inbox to deal with later? Don’t do this! It’s actually taking up more of your time and energy to process it multiple times. Instead, follow the OHIO (only handle it once) strategy and deal with it immediately, whether that’s by deleting it, answering it, shooting it off to the right person, or, for larger messages that will require more time, parsing it out into tasks to put on your to-do list.

16. Get Rid of as Many Decisions as Possible

Decision fatigue is real—and it could be making your days way harder. To keep it from affecting your work, eliminate as many decisions as possible. This could mean wearing a work uniform so you don’t have to pick an outfit every day, bringing the same thing to lunch for a week, or setting up a standing meeting with your boss so you don’t always have to reach out asking for one. Whatever it takes to put a lot of your decisions on autopilot.

17. Stop Multitasking

This habit may make you feel like you’re getting more done, but it’s actually slowing you down and making your work harder than it needs to be. So do your best to focus on one task until it’s done, and then move onto the next thing. You’ll find your mind is clear and your work is better (and easier).

18. Leave Yourself a Cliffhanger

Sometimes the hardest part of work is getting started on something. So, make it easier to jump into a task by leaving yourself a cliffhanger. This means, if you’re dragging your feet starting a project, just start, do a little bit of it (even if it’s not your best work), and then leave it unfinished to come back to the next day. Getting going will be way easier once you already have somewhere to jump in.

19. Remove Something From Your To-Do List

Seriously consider each item on your to-do list to see if there’s anything that’s actually not important. This especially applies to things that keep getting put on the back burner. It’s worth asking yourself, “If I’ve been putting this off so much, is it really that necessary?”

20. Say “No” to Something

In addition to removing something from your plate, consider saying “no” a little more often to new asks. Obviously you can’t do this all the time to just get out of work, but if you’re feeling overwhelmed or you get an ask for something non-work related (like doing an informational interview with a friend’s kid), suck it up and say “no.” Here are some suggestions for how to say it nicely to your boss and to your friends.

21. Constantly Question Meetings

In case you haven’t heard, meetings can easily become a huge waste of time. Every time you schedule a meeting—even a recurring one—you should really be questioning whether it needs to happen at all, whether you’re alotting too much time for it, or whether you need to be in attendance. If you feel like the answer to any of these questions is “no,” consider adjusting (or talking to your boss to make sure you’re using your time as effectively as possible).

22. Have a “To-Don’t” List

To help yourself say “no” more and cut down on decision fatigue, start a “to-don’t” list—a list of things you should never waste your time doing. Check out these ideas to get you started.

23. Delegate Some of Your Work

Is there a task that you’re doing that you really, really dread, or that you feel like is really no longer part of your job description? Consider whether it would be worth delegating it to a more junior employee or, if you’re really drowning, whether it’s time to bring in an intern or new direct report. Here are some guidelines for figuring out when delegation is the right way to go.

24. Or Crowdsource It!

Writer Jennifer Dziura suggests crowdsourcing as a way to “make less effort for yourself while making clients and users happier.” In essence, it’s working along with the client or user to make proposals, presentations, and the like. To learn more about how it can play out in your everyday work life, check out her article.

25. Do a Work Swap

Have a task you’re dreading or really not sure how to handle? Ask a colleague in your department if she wants to swap! Basically, you send one of your least favorite tasks her way, and she sends one of hers to you. You won’t have to drag yourself through something you’ve been dreading, but the work will get done—potentially even better than you could have done it yourself; someone who hasn’t been aggravating over the assignment might quickly be able to see something you couldn’t.

26. Avoid Perfectionism (Except Where it Really Matters)

Putting pressure on yourself to make all your work perfect is not only stressing you out, it could be slowing you down and causing you to procrastinate finishing things because you’re worried they’re not just right. In some cases (big end-of-year report to your boss, copy that’s going out to the world) this sort of attention to detail is critical. But in others (sending an email to your colleague, getting a first draft of a presentation to your team), focusing on perfectionism is making your life harder than it needs to be.

27. Look for Ways to Streamline Processes

Is there a task that always takes you forever to complete? Something you feel like is way harder than it should be or something that is taking up far too much of your time? Rather than just trucking through it time and time again, see if there are any ways you can streamline these processes. Maybe it’s talking to other companies to see if they’ve found an easier way. Maybe it’s coordinating with other departments to see if they can help save you time or effort. (For example, is there something the engineering team might be able to quickly build you that would save you tons of time?)

28. Hire a Virtual Assistant for Small Things

We all have those menial things that take us hours to complete but could easily be done by someone else. If you don’t have someone in the company to delegate them to, consider hiring a virtual assistant to help you out. They can do anything from scheduling travel plans to proofing your reports to doing the tedious design work on your next presentation—pretty much anything you dread starting and really don’t have to be doing yourself. Check out efficiency expert Marissa Brassfield’s advice for figuring out if something is worth outsourcing.

29. Get Everything Super Organized

Your files. Your computer folders. The top of your desk. Your inbox. Take the time now to get organized so that finding the things you need is never the hurdle to getting started on a task. And hey, it can all be done in just 30 minutes!

30. Don’t Let Your Colleagues Interrupt You

Your co-workers probably mean well, but their constant stream of IM updates, quick questions for you about the latest project, or chit-chat about their weekends can seriously mess up your flow of focus, making it way harder to get difficult tasks done. Set up systems that alert your office mates when you’re in the zone—whether it’s a do not disturb message on your chat or huge headphones that signify that you’re not to be bothered—and communicate them clearly.

31. Take a Nap

See if you can sneak in a power nap during your afternoon slump. Even 20-30 minutes of shut-eye can give you more of an energy boost than coffee could, improve your mood, enhance your analytical and learning abilities, and banish stress—making the rest of the day much easier and more pleasant. So shut your door, sneak off to your car, or do whatever it takes to get in a quick bit of sleep.

 

By Erin Greenwald

Filed Under: 21st Century Employee Relations, Create Balance At Work, High Performance Employees, Human Resources, Society For Employee Relations Tagged With: Be Happy At Work, Become A High Peformer, Create A Meaningful Life And Career, Help For Employees

6 High-Powered Women Share Their Secrets for Success

August 8, 2018 by Sonia Johnson

I probably don’t have to remind you of the statistics about women in high-level leadership positions in the U.S. (And if I do, let’s put it this way: They’re grim.) Most of the time, all you have to do is look around the C-suite of your company, and the picture will be all too clear.

But there are plenty of women who have made it to the top—and today, they’re sharing their secrets for success. To learn more about their journeys, their career paths, and the advice they’d share with others, I recently chatted with six of the most prominent leaders I know. If you’re aiming for the top, read on for their quick nuggets of wisdom on leadership.

Kathleen Tierney

Recruited out of college to work at Chubb Insurance, Kathleen Tierney learned very quickly that she could distinguish herself by volunteering for projects and initiating ideas. Her strategy paid off, and after working in many different business units, today she sits at the helm as Executive Vice President and Chief Operating Officer. She is also the first woman to run a business unit at the organization.

Define a great leader. What are some traits you think great leaders possess?

“Leaders need people skills, organizational skills, and the ability to ask really good questions even when they don’t always have all the answers. Great leaders are able to see trends that others can’t, to see the big picture, to ask the pointed questions, to set the goal and get people to that common goal, and to celebrate successes or quickly rethink and retool.”

What are some strategies that can help women achieve a more prominent role in their organizations?

“There’s never going to be a precisely right moment to speak, share an idea, or take a chance. Just take the moment—don’t let thoughts like ‘I don’t feel like I’m ready’ get in the way. Look to see if you have the main things or the opportunity will pass you by. Don’t let perfect get in the way of really, really good.”

What’s one leadership lesson you’ve learned in your career?

“If you make a mistake, own up, apologize, and move on—don’t ruminate. Appreciate feedback, and think, ‘What can I do with this?’ If you’re not making mistakes, you may not be doing something interesting.”

Nita Lowey

After a career in local activism, grassroots politics, and state and local government, Nita Lowey has served as a U.S. Congresswoman since 1989. She is the senior Democrat on the House Appropriations Committee and was the first woman of the Committee to lead either party.

Define a political leader. What are some traits you think great leaders possess?

“Someone who’s effective in achieving priorities. An effective leader should also understand the unique ability elected officials have to influence policy that helps improve others’ everyday lives.”

What are some strategies that can help women achieve a more prominent role in politics?

“For women who are eager to enter into public service, I think they should keep in mind that women’s experiences as mothers, daughters, wives, and primary caretakers, as well as employees, businesswomen, and community leaders, often make us uniquely qualified to address through public service the issues facing our families.”

Ruth Mahoney

Ruth Mahoney was very comfortable in the fast-paced realm of banking. In fact, she never agreed with the notion that it was a “man’s world.” She’s risen through the ranks in her field, and today, she’s the President of KeyBank Hudson Valley / Metro NY District, where she oversees the operations of dozens of regional banks and hundreds of employees.

Define a great leader. What are some traits you think great leaders possess?

“Working alongside your team, and being a good decision-maker—someone who can be relied upon, who takes responsibility, and who works well with people.”

What are some strategies you’ve learned that can help women achieve a more prominent role in their organizations?

“Decide what your career is, and be specific and be focused. Be a student of business—meaning, understand it from all angles. You need technical and business acumen to be successful in a role. Read to understand more about the position than just what your job requires. Also, it is really important to meet and exceed all of the expectations in your role. Make your aspirations known, ask for feedback, be open to feedback, and do something with that feedback. Work on getting the skills you need to achieve that position.”

Donna Frosco

The legal field is notorious for having few women at the top, but Donna Frosco is one of those successful few. As the first woman partner at her firm, Keane & Beane, P.C., Donna founded the intellectual property and technology practice area. She also serves as the President of the New York State Women’s Bar Association.

What are some traits you think great leaders possess?

“Competence is essential—master your subject matter. You should also have the ability to communicate clearly and adjust your communication for the individual or group you’re attempting to reach. And initiative. Voracious curiosity, learning quickly, and listening well—to what is being said and sometimes, more importantly, to what isn’t being said.”

What are some strategies you’ve learned that can help women achieve a more prominent role in their organizations?

“Stand up for yourself without being overly aggressive, and surround yourself with good people. Cultivate relationships with people you respect and admire by finding a commonality—a support network is also key to success.”

Barbara Cerf

Having grown-up in a financially modest household, Barbara Cerf’s parents told her they could not afford to send her to college. But she was adamant about attending college and accomplishing anything else she set her mind to. Set her mind she did—and today, she is Corporate Vice President, Women’s Market at New York Life.

What are some traits you think great leaders possess?

“Great leaders are innovative. They look at things differently, and they teach us to look at things differently. They’re also energetic, they can see the whole picture, they have great foresight, and they understand people and business. They’re people with ethics, integrity, and honesty—and they’re decision-makers.”

What advice do you have for women aiming for leadership positions?

“Just do it. Dream it and do it. Learn how and when to say no and delegate. Enjoy what you are doing, and make sure you are having fun. And don’t be afraid to bring new ideas forward, but be respectful of people.”

Stacy Musi

Stacy Musi, a black belt in karate, lives by one of her favorite sayings: “Seven times down, eight times up.” As Managing Director of Chadick Ellig Executive Search Firm, her commitment to this mantra of focus, tenacity, and persistence has been the secret to her success.

Define a great leader. What are some traits you think great leaders possess?

“It’s important to be respected, and you can achieve that by being credible. Know what you’re talking about, work hard, set appropriate expectations, and don’t be afraid to put yourself out there.”

What’s one key leadership lesson you’ve learned along the way?

“Choose your battles. You should be willing to go to the mat, but it shouldn’t be for everything. Choose what’s important, and ask yourself, ‘Will it help me or hurt me?’ Step back, think, and make a choice.”

Filed Under: Uncategorized

Diversity Doesn’t Stick Without Inclusion

July 8, 2018 by Sonia Johnson

Leaders have long recognized that a diverse workforce of women, people of color, and LGBT individuals confers a competitive edge in terms of selling products or services to diverse end users. Yet a stark gap persists between recognizing the leadership behaviors that unlock this capability and actually practicing them.

Part of the problem is that “diversity” and “inclusion” are so often lumped together that they’re assumed to be the same thing. But that’s just not the case. In the context of the workplace, diversity equals representation. Without inclusion, however, the crucial connections that attract diverse talent, encourage their participation, foster innovation, and lead to business growth won’t happen. As noted diversity advocate Vernā Myers puts it, “Diversity is being invited to the party. Inclusion is being asked to dance.”

Numerous studies show that diversity alone doesn’t drive inclusion. In fact, without inclusion there’s often a diversity backlash. Our research on sponsorship and multicultural professionals, for example, shows that although 41% of senior-level African-Americans, 20% of senior-level Asians, and 18% of senior-level Hispanics feel obligated to sponsor employees of the same gender or ethnicity as themselves (for Caucasians the number is 7%), they hesitate to take action. Sponsors of color, especially at the top, are hobbled by the perception of giving special treatment to protégés of color and the concern that protégés might not “make the grade.” The result: Just 18% of Asians, 21% of African-Americans, and 25% of Hispanics step up to sponsorship (and 27% of Caucasians).

Another difficulty in solving the issue is data. It’s easy to measure diversity: It’s a simple matter of headcount. But quantifying feelings of inclusion can be dicey. Understanding that narrative along with the numbers is what really draws the picture for companies.

For example, we worked with a Chile-based firm that would seem to have no problems with diversity. After all, one of their most valued employees is an indigenous Peruvian, a man who is respected, well-paid, and included in the leadership team’s decision-making discussions. Yet in a one-on-one interview he confided that he saw no future for his ambitions at that firm. “I know they value me,” he said, “but I am an indigenous person, and they are white, legacy, and Spanish. They will never make me a partner, because of my color and background.” Conventional measures would never flag this talented man for a flight risk; it’s up to the narrative to tell the tale.

At the Center for Talent Innovation, we have constructed a unique, robust framework for measuring the things that matter. Our methodology relies on three streams of information: wide-ranging, anonymous, quantitative surveys provide the statistical foundation; Insights In-Depth sessions, a proprietary web-based tool used to conduct facilitated focus groups within companies, provide the stories to flesh out the statistics; and one-on-one interviews enrich the statistics with deeper meaning. Within that framework our research has uncovered four levers that drive inclusion.

Inclusive leaders. This kind of leadership is a conglomeration of six behaviors: ensuring that team members speak up and are heard; making it safe to propose novel ideas; empowering team members to make decisions; taking advice and implementing feedback; giving actionable feedback; and sharing credit for team success. Of employees who report that their team leader has at least three of these traits, 87% say they feel welcome and included in their team, 87% say they feel free to express their views and opinions, and 74% say they feel that their ideas are heard and recognized. For respondents who reported that their team leader has none of these traits, those percentages dropped to 51%, 46%, and 37%, respectively.

Authenticity. It’s not surprising that everyone expends energy by repressing parts of their persona in the workplace in some way. But according to our research, 37% of African-Americans and Hispanics and 45% of Asians say they “need to compromise their authenticity” to conform to their company’s standards of demeanor or style. Our research on women in the science, engineering, and technology industries shows that, regardless of gender, acting “like a man” can provide an advantage in becoming a leader in these fields. What a waste of employees’ energy, let alone their employers’ diversity dollars.

Networking and visibility. For women and people of color, the key to rising above a playing field that remains stubbornly uneven is sponsorship. A sponsor is a senior-level leader who elevates their protégé’s visibility within the corridors of power, advocates for key assignments and promotions for them, and puts their reputation on the line for the protégé’s advancement. For those who feel marginalized by their gender, ethnicity, age, sexual identity, or educational and economic background, sponsorship is particularly crucial in invigorating ambition and driving engagement. Having a sponsor increases the likelihood of being satisfied with the rate of career advancement. Conversely, lack of sponsorship increases someone’s likelihood of quitting within a year.

Clear career paths. For women, LGBT individuals, and people of color, the map to career success is murky. Our research shows that 45% of women off-ramp to take care of children, although elder care is increasingly pulling women off the career track, with 24% leaving to care for aging relatives. But a significant number of women also feel pushed off the ladder: 29% say their career isn’t satisfying, and 23% feel stalled in their careers. Comments from women in focus groups note that they’re frustrated by being passed over for high-profile assignments, and they have a general sense of missing out on the right opportunities. LGBT individuals and people of color, too, struggle to name a simple solution to open up a blocked career path. Ironically, it’s usually the majority group that presumes to identify the reason these people aren’t advancing, which too often results in the problem being oversimplified.

Companies should start from the simple but fundamental understanding that there are different perspectives, each of them valuable, and work to explore and identify the range of barriers holding these individuals back. Organizations can then formulate plans and programs that offer options and provide signposts that help women, LGBT people, and people of color find the path that’s right for where they are in their lives and careers.

Focusing on these four levers can elicit real change. Our research finds that employees with inclusive managers are 1.3 times more likely to feel that their innovative potential is unlocked. Employees who are able to bring their whole selves to work are 42% less likely to say they intend to leave their job within a year. Those with sponsors are 62% more likely to have asked for and have received a promotion. And 69% of women who off-ramp would have stayed at their companies if they’d had flexible work options.

Diversity without inclusion is a story of missed opportunities, of employees so used to being overlooked that they no longer share ideas and insights. But diversity with inclusion provides a potent mix of talent retention and engagement.

 

Authors:

Laura Sherbin, PhD

Ripa Rashid

Filed Under: Cognitive Diversity, Diversity

The Sexual Harassment Saga Continues…

June 8, 2018 by Sonia Johnson

In this era of social media, and the sheer power of all manner of media, it is hardly surprising that sexual harassment has become a big issue, created the #metoo movement, numerous resignations, and an ongoing engagement depressant for companies that are unaware of the scourge of sexual harassment within their companies.

On various HR and company sites, for many years, some of us have written about the ineffective routine once a year sexual harassment training. It was ineffective then, and it is just as ineffective now. In many organizations, training is a mere perfunctory action for a living and evolving issue. The once a year or occasional training merely created an opportunity for lawyers to make money, from the inevitable claims that arose from such a limited and worthless training strategy. Training should change things. the structure of most sexual harassment training is full of laws. The trainings on sexual harassment are usually punitive, and based on law, warnings and outcomes of engaging in improper conduct.

It is obvious that it did not, and does not work as it should…

You cannot “train” employees once a year with warnings and laws, and expect that it takes care of all sexual harassment questions or issues.

In our society sex is pounded at us in everything (movies, online, magazines etc,) and in every imaginable way and women and men are brazenly objectified sexually, it is not enough to scream consequences of being improper at work. Incredible as it may seem, over years of research, and countless investigations, we have found that some people really DO NOT understand the blurred lines of normal and unacceptable conduct. Thus, the distinction between acceptable and unacceptable conduct should be provided in the same dynamic steps, without the punitive and law focused one shot type training alone.

I was at a pharmacy a while back, and a female attendant was searching for more bottles of distilled water for our rowing team. The manager, who was friendly at first, started making every improper sexually harassing comment imaginable to her. He was laughing loudly at his imagined jokes, and she laughed uncomfortably along with him. Since there were six of us present, he obviously did not think he was doing anything wrong.

I later spoke with him, and he was genuinely perplexed that his remarks about watching her “fun bags jiggle” were remotely improper.

Fast forward one year later. Our organization was hired to create a strategy for sexual harassment training for this pharmacy. Our training strategy was created after a needs assessment, a review of the continued issues that occurred within similar companies etc. It worked.

This occurred many years ago. This our large client, to date, has not experienced any of the problems that other similar organizations have experienced at this time in the #Metoo era. As many people are being terminated, and investigated for all manner of sexual harassment issues, they heave a sigh of relief. They are functioning without the public relations nightmare of being exposed as a payout machine, and perceived “enabler” of sexual harassing conduct. Their proactive and scientific approach to sexual harassment management and eradication has paid off.

There is an ongoing knee jerk reaction by companies that do not want to be part of the sexual harassment media blitz. They are terrified of the public relations problem such media exposure could create, and are getting folks to sign NDA’s up to the sky and back.

In addition, as part of the reactivity and knee jerk response, people are being fired, or forced to resign without due process of law. Fundamentally, however, the foundational problems of sexual harassment are not being properly addressed for the long term. “Gagging” the problem of sexual harassment only results in a hostile environment, sexual improprieties, and disengaged staff. It is not a good solution to throw investigations and NDA’s at everything.

Sexual harassment is typically not an issue of unbridled sexual desire by men or women. It is an issue of power. Everyone who has worked as an executive within in-house HR, knows that the C-suite executives set the tone at the top, and HR starts from the base with training and oversight.

There have been good outcomes from the interest in sexual harassment problems which have been ignored for so long. But the worst outcome is the “nothing lasting” part. Nothing is in place for long term solutions for this issue in many companies.

The only great news from this sexual harassment chaos, is that there are professionals and organization that are well versed in creating effective strategies that prevent, recognize and eliminate sexual harassment. Many executives are well aware of the problem of sexual harassment in many companies, but some justify its prevalence or their lack of knowledge about its depth, by explaining that they cannot be everywhere at the same time.

Use the dynamic solutions from professionals and organizations to create a robust solution to the problem of sexual harassment. It starts by understanding that although cases are not being reported to HR, it does not mean that an organization does not have a sexual harassment problem which needs solutions now. It is also bears repeated that a strategy to end sexual harassment is required to contain, manage and end it.

I wish you well.

 

By Sonia Johnson Esquire

Filed Under: 21st Century Employee Relations, Leadership, Sexual Harassment Again, Sexual Harassment Again!, The Society For Employee Relations

7 Types of Toxic Bosses— Tips for understanding and dealing with a boss who keeps you down.

May 5, 2018 by Sonia Johnson

In a riff on the word “frenemy,” the word “bossemy” was developed to describe this complicated form of workplace relationship in which the person who greatly influences your success seems to have sabotage on the brain. Here are 7 types of bossemies that can make work more stressful than it needs to be.

Bossemy #1: Office Royalty

Nothing is too good and nothing is good enough for this boss. “Office royalty” narcissistically and genuinely believe that they deserve deferential treatment and blind adoration from others, whether they are leading the company or just stepping onto the corporate ladder. If you report directly to office royalty, objectively and accurately evaluate this person’s “global and local influence” on your own career success. Remember, though, that no one should be expected to ‘bow and scrape’ to anyone beyond the normal limits of respectful, professional behavior. Doing your job well is encouraged, but being expected to provide strawberries and cream is a little over the top.

Bossemy #2: The Diva

This boss is willing to work a team full speed non-stop, but quickly step up to bask in the praise that the team, itself, rightfully deserved. Divas often demand obsequious obedience from staff who may respond in a wide variety of ways. Some may bask in the limelight if favored with a smile; others may ask, “How high?” if asked to jump; others may yawn, scratch their heads, and wonder what all the fuss is about; and still other may feel resentment at the arrogant audacity of a diva. When the diva is truly top dog, it can be especially frustrating if there is no choice but to meet the diva’s needs or satisfy her whims to keep from rocking the boat too strongly. Patience at work, patient friends with whom you can kvetch, and the ability to keep a firm work/life balance are all helpful in dealing with the work place divas you encounter.

Bossemy #3: The Stealth Bomber

Stealth bombers are dangerous bosses as they can spot weaknesses, plan attacks, and exact retribution and revenge for even imagined slights. If you report to this type of boss, keep your eyes on the prize and your work ethic clear. If your boss tries to set up in-fighting within a team, don’t allow yourself to be drawn into the ring. Show your colleagues respect, give your best on the job, and find ways to build up team morale and group cohesion outside of the workplace, if possible. When a team is united, it is a lot more difficult for stealth bombers to isolate one member to target for a strike. If you are a target of a stealth bombing boss, make sure you keep solid documentation of any related incidents as well as your solid performance.

Bossemy #4: The Whiner

Working alongside a whiner is wearing on the nerves, working for a whiner is even worse. If your supervisor is making you miserable with his own misery, you may need to learn how to practice “smiling meditation” or “eyes-open/ears-closed meditation” when he is on a roll of lamentations. As an employee, knowing the triggers and doing what you can, if anything, to protect your boss from them is helpful. No matter how crazy a boss can make you, remember that your boss is still your boss. Doing what you can to contribute to operational success makes everyone look good.

Bossemy #5: The Pleaser

You are much more likely to work beside than for a pleaser, as pleasers are unlikely to move too far up the chain of command. Pleasers seldom send out signals of having management skills, as they seem to spend their time trying to please the managers to whom they report. If you report to a pleaser, you may find yourself working long hours towards impossibly optimistic deadlines as your boss tries to please upper level management by agreeing to unrealistic demands. Maybe you can initiate a “heart-to-heart” with the boss sharing your concerns about failing to deliver on impractical promises. Pleasers typically like to please both their own bosses as well as their staff members, so your feedback may actually be taken to heart.

Bossemy #6: The Scandalmonger

Most everyone likes to be “in the know” on the job. Unfortunately, your “inside connection” may be more of a scandalmonger than a trustworthy confidante. If your boss is your “go-to-guy,” this can present a double-edged sword. If your boss shares inside information about impending organizational changes, it can be professionally helpful. Knowing what is coming down the pike can help you plan for career moves that propel you closer to your overarching professional goals. However, some bosses pump employees for updates on what is happening at their level or, perhaps even more risky for employees, in their lives. You may feel torn between being candid or cautious with your boss. Choose the path that protects your own long-term investments over those of others or of the organization. Remember that your boss may have the latest newsflash about the company, but may be spilling the scoop on someone’s secrets that were shared in confidence. If you have shared your own personal updates, the news the boss is sharing with others may very well be your own.

Bossemy #7: The Outright Bully

In the workplace, bullying may be practiced differently depending on the bully’s gender. Women frequently use much more “defensible” or “subliminal” methods of bullying colleagues. They know how to be mean in such a way that men might not even recognize a bully-shot was fired. Facial expressions, glares, passive aggressive actions, and back-handed compliments are examples of how women will bully their co-workers. Men may use office pranks, verbal harassment, and other more overt behaviors. Dealing with workplace bullies can be an exhausting job and can lead to physical as well as emotional stress. Unfortunately, the power hierarchy may facilitate the bullying of employees by supervisors who are prone to this behavior. Women are at an especial disadvantage, as few women are trained to confront those who harm them and this makes them easy targets for their tormentors. If you feel you are being bullied, immediately begin documenting what is happening between you and the bully. Because many bullies have seldom been confronted about their behavior – from childhood into adulthood – calling them on the behavior may lead to a resolution. Left unchecked, bullies typically don’t stop on their own – they may move from target to target, but the bullying tends to continue. If you feel that sexual harassment is even a small part of the bullying from the onset, immediately file a complaint with your human resources department.

The Five O’Clock Whistle

We typically spend more waking hours with the people with whom we work than with our families, loved ones, or friends. When you are on the job, remember that it is just a job. No job should be the measure of your worth and no job should come before your own well-being. Because you cannot change anyone’s behavior but your own, focus on doing what you can to build up your own self-esteem, professionalism, and commitment to success. This is a lot more healthy than dreaming of ways to retaliate against a boss.

In summary, when dealing with a toxic boss, be sure to thoroughly document what is happening. Next, consider a face-to-face meeting with your boss to discuss your concerns — keep your cool and stay objective, if a meeting occurs. If this doesn’t work out, contact your HR department to seek resolution. And if the situation is beyond repair, your commitment to your own professional growth will benefit your search for a new job, if needed.

Culled From Psychology Today

Authored by Suzanne Degges White PhD

Filed Under: 21st Century Employee Relations, Managing Workplace Toxicity, Society For Employee Relations Tagged With: Create A Meaningful Life And Career, Societyforemployeerelations, Workplace Toxicity

The 20 People Skills You Need To Succeed At Work

April 5, 2018 by Sonia Johnson

Do you think you’re qualified for a particular job, fit to lead a team, or entitled to a promotion because you have extensive experience and highly developed technical skills? Well, it turns out that while those things are crucial to your professional success, it’s imperative that you also have great soft skills–more commonly known as “people skills.”

“People skills are, in short, the various attributes and competencies that allow one to play well with others,” explains says David Parnell, a legal consultant, communication coach and author. “While on the surface these may be summed up by notions such as ‘likeability,’ or having a ‘good personality,’ when you start to look at what makes one ‘likable,’ for instance, you’ve opened Pandora ‘s Box.” But more often than not, these attributes come in the form of effective, accurate and persuasive communication, he says.

Teri Hockett, chief executive of What’s For Work?, a career site for women, agrees. She says: “People skills come down to how people interact with each other, from a verbal and/or non-verbal perspective; they are non-technical in nature. When we think of people skills, words such as personality, empathy, and tonality come to mind.”

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Having good people skills means maximizing effective and productive human interaction to everyone’s benefit, says Lynn Taylor, a national workplace expert and author of Tame Your Terrible Office Tyrant; How to Manage Childish Boss Behavior and Thrive in Your Job. “People want to connect on a humane level in the office; the alternative is a sterile environment with low productivity. So, the more you demonstrate these abilities, the faster your career will advance. It’s the ‘office diplomats’ with strong emotional intelligence who are most likely to be strong, effective corporate leaders. They realize that trusting relationships built on diplomacy and respect are at the heart of both individual success and corporate productivity. An ounce of people sensitivity is worth a pound of cure when it comes to daily human interaction and mitigating conflict. By developing these skills, you’ll reduce bad behavior in the office, and your positive approach will be contagious.”

Wise managers know that they need a team with strong people skills, she adds. “Given the choice between a savvy job candidate or, similarly, an employee seeking promotion – the one with excellent people skills and less technical ability will usually win the prize versus the converse.” Having good people radar is harder to teach than technical skills, but is a requisite for long term, effective leadership, she says.

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Here are 20 “people skills” and attributes you’ll need to succeed at work:

The ability to relate to others. “Having the ability to relate to others and their position or viewpoint is crucial in business,” Hockett says. “By having a well-rounded personality and set of experiences, it’s usually possible to relate to almost anyone.” Sometimes being able to relate to others simply means that you’re willing to agree to disagree with mutual respect; letting them know you understand their position.

Strong communication skills. This is the most fundamental people skill because it encompasses your persona and ability to get along with other colleagues, persuade others to listen to your ideas, and much more, Taylor says. “If you have a gift for the spoken and written word, you will always put your best foot forward. Being articulate is highly prized in today’s workplace, when time is at a premium and technology requires constant communication.”

Parnell says articulation is a very important “people skill.” “Illusory transparency refers to the notion that as we speak to others, we believe that they are of the same mindset as us, and are processing things exactly as we would. Even if this were possible – which it’s not – it would be incredibly challenging because of semantic ambiguity,” he explains. “Universal quantifiers for instance – all, any, every, etc. – are systematic violations of accurate communication in that they are rarely true in a literal sense, and leave significant room for translation. Effective communicators are very careful to understand these systematic violations, and avoid them or accommodate them when necessary.”

Patience with others. “If you’re patient with others and can keep a level head in stressful situations, it will definitely be noticed by management and perceived as a very strong asset,” says Amy Hoover, president of Talent Zoo. “When your boss is forced to deal with a situation where people have lost their cool he or she will certainly remember the troublemakers when the next promotion comes available.”

The ability to trust others. You can only accelerate your career if you’re trustworthy. “Without it, you can’t get projects done or get cooperation,” Taylor says. “No one can operate in a vacuum for long.”

Knowing how and when to show empathy. “Having the ability to place yourself in someone else’s shoes is a key people skill,” says Ryan Kahn, a career coach, founder of The Hired Group, star of MTV’s Hired! and author of Hired! The Guide for the Recent Grad. It allows us to create relationships with others, provides insights into people’s motives and allows us to predict responses.

“Offer support, sympathy and feedback in your daily business life,” Taylor suggests. “It will bring you positive emotional returns – part of ‘corporate karma.’” If you contribute to a dehumanized company, both you and your employer will have limited growth potential, she says.

Hockett reminds us that things are not always black and white, and in order to have effective relationships with others we need to show compassion where appropriate. “In a perfect world there would be no hiccups, but life happens and knowing when to show compassion when others face challenges is important.”

Active listening skills. Hearing someone and actively listening to them are two different things, Hockett explains. Most people hear someone speak and start to form a response in their mind (or worse, starting talking) before the person finishes what they’re saying. “The key is to actively listen, which takes more time but produces better results. It means you listen without interruption and then take the time to think and form a response before replying. It takes practice, but it pays off.”

Taylor says the axiom “we were given two ears and one mouth” speaks volumes. “Be a good listener and remain sensitive to the needs of your workers and boss. This people skill can be practiced; and once honed, you’ll see the difference in the positive reaction of those around you.”

Genuine interest in others. People know when you’re truly interested in them, Kahn says. “If you’re not showing a genuine interest – asking thoughtful questions and considering about their answers – your interaction can actually have an opposite effect to the one intended. Take care to remember names, dates and important life events.”

Flexibility. Being “likable” or having a “good personality” are highly contingent and context dependant attributes, Parnell explains. “Your prison-bound uncle’s personality may not be likeable at the Thanksgiving table, but it may serve him well once incarcerated. Supreme communicators have a keen ability to shift gears when the context calls for it, and a deep well of communication options to choose from. This way, they can respond accordingly to what the current situation requires.”

Taylor agrees. She adds: “If you can bend your own rules and beliefs, you are by definition a ‘good people person.’”

Good judgment. Good judgment is a key people skill that comes directly from learning, listening to others and observing the world around you, Kahn says. “It allows you to wisely select friends and associates, determine reactions and responses, and make sound decisions.”

Parnell adds: “Pay attention to your gut – it often has something valuable to say.”

The ability to persuade others. There’s a good chance that at some point in your career you’ll have to sell others on your ideas, products or services. Whether you’re up for a promotion, pitching a project, or selling clothing in a retail store, you need to be able to form a strong, convincing argument for why you, or your products, are the very best, or the “right” one.

Negotiation skills. Good negotiating skills are beneficial with both internal and external discussions, Hoover says. “Internally, job offers and salary discussions greatly benefit from solid negotiating, as well as when it’s time to pitch a new idea or sway coworkers to your way of thinking.  Externally, both vendors and customers often require negotiations and you can really become the hero when you are successful in either scenario.”

The ability to keep an open mind. “To create trust and respect in others, people need to know that their point of view and feedback will be considered and used,” Kahn says. Being known as someone who keeps an open mind also makes you more approachable and easier to work with.

A great sense of humor. “Who doesn’t enjoy laughing? It’s ‘the great diffuser’ of tension and conflict. If you can jam the system of tension or routine with levity, you will thrive in your job,” Taylor says. “It was once said that ‘nobody ever died of laughter,’ and if you can retain some lightheartedness in your job, you’re likely to get more air time during meetings and overall.”

Knowing your audience. Knowing what, how, and when to say things to others is critical. For example, if someone just loss their job, it’s probably not a good idea to talk about your promotion. This seems trivial, but it’s one of the primary reasons why people encounter communication breakdowns with each other, Hockett explains.

Honesty. The saying, “honesty is the best policy” is not only true, it’s essential in building trust among your colleagues, Taylor says. “Once you lose it, it’s almost impossible to regain.

Kahn agrees and says people want to work with those that they know they can trust. “Honesty is the foundation of any relationship, particularly in business.”

Awareness of body language. The importance of body language cannot be emphasized enough, since it makes up the majority of how we communicate with others. “The reality is, we’re communicating with people all the time even when we’re not speaking. Being mindful of what our gestures, expressions, voice, and appearance are communicating can greatly help or harm our people skills,” Hockett says.

Proactive problem solving. Work is a series of problem solving situations, but if you’re proactive, you’ll take the pressure off your boss and colleagues, Taylor says. This is a great people skill to have in the workplace.

Leadership skills. If you can motivate a team and help those around you do their best work, you’ll be more successful even if you’re not in management, Hoover says.

Good manners. “Using ‘please’ and ‘thank you’ goes a long way in the realm of people skills,” Taylor explains. While seemingly obvious, some need little reminders. Keeping a post it with a smile or another icon can remind us that work is more than getting something accomplished, it’s how we get it accomplished.

The ability to be supportive and motivate others. “People want others to believe in them, regardless of how successful they might be. By showing support in the form of encouragement, you can put someone back on track or keep them headed in the right direction,” Hockett explains.

Taylor says: “Not only should you praise and recognize your staff, all the while being accessible and upbeat. You should also be motivational around your boss and colleagues. Employees at all levels want to be around enthusiastic people with drive and high energy.”

“When workers know how to conduct themselves with people sensitivity, their career outlook is much more enhanced,” Taylor says. “Employees who are aware of the ‘human factor’ in the workplace understand how to get things done.” Assuming the work is satisfying, it’s how people feel at work that will determine their loyalty and contributions.

Hockett concludes: “Nowadays many of us live in two worlds, the real and digital one. Make sure that your people skills are consistent across both.”

–Article From Forbes (By Jacquelyn Smith)

Filed Under: 21st Century Employee Relations, Become A High Performing Employee, Becoming A Great Employee, Forbes Article, High Performance Employees Tagged With: Create A Meaningful Life And Career, High performing employee

Stop Begging To Be Hired!

March 8, 2018 by Sonia Johnson

The hiring process is a one which is beneficial to both the organization and job applicants. By its bi-directional nature it is a mutual assessment of two prospective partners. The fact that one party, the corporate entity has deep pockets does not diminish their need for YOU the applicant. It is employees that create, occupy and drive the success of the legal entity, the organization. This is a critical reminder to enhance and enrich the course of your job search.

When you reduce yourself to nothing, despite your years of education and/or hard work, the consequences of demeaning yourself and groveling from work lingers with you negatively. It has been shown to have a long term adverse effect on the candidate’s internal dialogue and belief in themselves, even when they get hired for positions.

Be confident and strategic. If you don’t have the qualifications and experience, get it, or create a clear narrative of how what you possess works for the position that you seek. Begging and desperation can get you the job, but data shows that you are unlikely to enjoy it and will probably lack the respect of your hiring manager, especially if you were hired based on your pleading and begging.

In the past I participated in various HR, Law and Employment research funded by groups of companies in all sectors. One of my stunning finds remains the HR lag, in terms of keeping pace with business evolution. The other most shocking thing was the eight (8) year long Hiring Project that we executed.

We applied to companies, were interviewed, and used our experiences, and additional data provided by senior management to improve their hiring processes. It was astounding to find the qualifications and experience for recruiters in many organizations is not sufficient. Further, most times, recruiters and hiring managers are not well trained, and are placed at the lower end of the importance spectrum. Although, recruiters and hiring managers have a disproportionately critical effect on companies, too many organization still treat recruitment without the respect, training and attention it needs.

Thus frequently, the outcome, except for the more exceptional recruiters and hiring managers, is that you are sitting across from a hiring manager or recruiter that is unaware of the biases and limitations, they often unconsciously have about candidates. Begging does not help increase respect for your skills, as it elevates recruiters biases against you— even if you get hired based on your pleas.

Please note that if you have sought work for more than two years without success, it is imperative that you seek career guidance from an experienced Career Coaching professional. Such a professional should have a record of success, and the education and experience to provide you a robust guideline on how to succeed in your search.

Preparation for the job interview, and the use of constant research to improve your interviewing process, cannot be over emphasized. Interviews are conducted with humans with as much or more implicit and other biases as you possess, and they making the decisions about you. To the extent possible, do all that you can to neutralize existing biases, by avoiding things that are distracting and unique to you.

For example, I wear four rings on my right hand. When I am attending certain meetings, I do not wear those rings. I like my rings. I identify with them as they were gifts I was given for excellence in professional, and other personal achievements. But they could distract from the conversation, and could cause more implicit or explicit biased associations by the interviewer. So, it’s not worth it.

Make sure it is a bi-directional discussion. You should determine if the company deserves you. Yes, internal confidence manifests externally too. Know your worth If you know you are suited for the job, and are not hired for it, move on. Review, Strategize and Move on.

For Job Applicants, here are some signs that you might be interviewing with the wrong company:

  1. If the recruiter does not know the goals of the organization and cannot explain how your position fits into the macro picture of the organization’s needs. DO NOT ACCEPT A FOLLOW UP INTERVIEW, AND DO NOT CALL THEM TO FOLLOW UP.
  2. If the hiring manager appears not to know core components of the job very much or seems intimidated by your experience or astute preparation for the interview –you will not enjoy working for such hiring manager. If the hiring manager is hostile or distracted, END THE PROCESS QUICKLY.
  3. If the number of candidates being interviewed for the same position exceeds four or five applicants and/or the applicants are all from the same industry— do not expect to be challenged and excited by such a job, if hired. Only unprogressive companies in this era of creativity and ingenuity, hire people from the “same” industry (except where they have specific, verifiable and near incontrovertible reasons).
  4. If you are interviewed more than three times, and it is not a senior executive position, AND the reason for numerous interviews explained to you during the recruitment process as such– RUN AWAY.
  5. If ninety (90%) percent of the organization looks the same, and diversity seems to be a by line that no one executes, at least based data on the staff composition–PAUSE! Companies that lack DIVERSITY or lack leadership diversity, often prove very problematic for even non-diversity candidates. It is most likely operating out of a 19th century business model. It might be a tasteless and meaningless work experience. LOOK ELSEWHERE FOR MEANINGFUL WORK.

Nothing, including a job, or search for it, is worth sacrificing your personhood, or Self-worth. You are a whole person, and your life should be far more than just work. Don’t diminish yourself.

Seek EFFECTIVE AND SEASONED professional guidance. There is a new spate of people who claim to be masters and experts at coaching and everything imaginable, most are not! Verify before you dole out money and/or time to them. Most times, the girth and success of service you obtain, is a direct result of the quality, pricing, experience and knowledge of the company or professional you hire for this purpose. Choose wisely.

Now, go forth confident and powerful for that job for which you are qualified. Never allow anyone or circumstance to stop you from achieving your goal.

Author: Sonia Johnson Esquire

Filed Under: 21st Century Employee Relations, Becoming A Great Employee, Create Balance At Work, Employee Coaching, Interviewing, Society For Employee Relations, The Society For Employee Relations Tagged With: Help For Employees, Help For Job Applicants, Interviewing, Job Search, Looking For A New Job

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