Respect in the workplace is crucial. I have put together a quick presentation for you all to share with your teams that shows how easy it is to respect your colleagues and work as a team.
Whether you are in human resources, corporate security, ethics and compliance or any management position, getting people to make ethical decisions is an important part of your job. Your organization’s performance and reputation depends on it. It’s up to leaders to set the tone so that ethics becomes ingrained in the company culture, but many of us don’t really understand what influences our decision making and how we can encourage ourselves and others to act ethically.
Video: http://bit.ly/fol-fdbk
Feedback is commonly perceived as something that everyone is able to do – who doesn’t have an opinion? However, it’s also very easy to give bad feedback: we all know it when we are on the receiving end. This gets more and more evident when the team grows from two people to a whole company.
Feedback thus becomes a critical skill that can be learned, improved, and mastered. Good feedback skills can improve the quality of the teamwork and the result by a large margin, while bad feedback can grind any team to a halt with confusion if not worse.
This talk will give insights, challenge myths, and provide practical ideas. How can we improve ourselves? How can we plan good feedback in groups?
Presence came together to discuss implicit bias/unconscious bias and how it impacts hiring, retention, and our experiences in the workplace. Lindsay Murdock, Inclusion Strategist discusses why we have bias, history of bias, and actionable items individuals can takeaway to combat their own biases.
Respect in the workplace is crucial. I have put together a quick presentation for you all to share with your teams that shows how easy it is to respect your colleagues and work as a team.
Whether you are in human resources, corporate security, ethics and compliance or any management position, getting people to make ethical decisions is an important part of your job. Your organization’s performance and reputation depends on it. It’s up to leaders to set the tone so that ethics becomes ingrained in the company culture, but many of us don’t really understand what influences our decision making and how we can encourage ourselves and others to act ethically.
Video: http://bit.ly/fol-fdbk
Feedback is commonly perceived as something that everyone is able to do – who doesn’t have an opinion? However, it’s also very easy to give bad feedback: we all know it when we are on the receiving end. This gets more and more evident when the team grows from two people to a whole company.
Feedback thus becomes a critical skill that can be learned, improved, and mastered. Good feedback skills can improve the quality of the teamwork and the result by a large margin, while bad feedback can grind any team to a halt with confusion if not worse.
This talk will give insights, challenge myths, and provide practical ideas. How can we improve ourselves? How can we plan good feedback in groups?
Presence came together to discuss implicit bias/unconscious bias and how it impacts hiring, retention, and our experiences in the workplace. Lindsay Murdock, Inclusion Strategist discusses why we have bias, history of bias, and actionable items individuals can takeaway to combat their own biases.
How Behavioral Psychology Can Help in Gaining ComplianceCase IQ
The field of behavioral psychology can be a rich source of information on ways to influence behavior in organizations. In addition to its use in influencing employees to comply with company rules, psychology can be useful for ethics and compliance professionals as well as other leaders dealing with compliance or ethical failures in their organizations.
Tone from the Top, Bottom, and Everywhere in BetweenCase IQ
The importance of ‘tone at the top’ is undeniable when it comes to supporting a culture of ethics, compliance, and accountability. However, regardless of your job title or job description, there is an active and important role you can take in setting the tone of your organization. We all have a sphere of influence, – whether formal, informal, or both – and this program will help you identify how you can use your influence in the service of supporting ethics, compliance, and accountability.
Regardless of your job title or level of experience, you will come away from this program with ideas for what you can do both personally and organizationally to shape the ethical tone of your business.
How to recognize and minimize unconscious bias in the workplaceCase IQ
The modern workplace should be an inclusive and welcoming environment for all employees but that isn’t always the case. In fact, systemic inequality is the norm for a vast number of workplaces throughout North America, Europe and beyond. And while the BLM and MeToo movements have received much media attention, the underlying factors that contribute to the inequality they point out aren’t always addressed.
Implicit, or unconscious, bias is the root of many systemic inequities in the workplace. It’s important that we recognize our personal biases, take action to mitigate them and actively serve as an ally to others.
On June 10, join Catherine Mattice-Zundel, president of Civility Partners, a training and consulting firm focused on helping organizations build positive workplace cultures, as she outlines strategies for uncovering and reducing implicit bias in workplace decision-making.
The webinar will cover:
● The origins of bias and four different types of bias
● Risk factors that increase our likelihood to engage in bias
● How to compensate for and attempt to overcome bias through clear and tangible actions
● Strategies to combat microaggressions and other exclusive behaviors using simple, tried and true
intervention methods
"Power" by Jeffrey Pfeffer is easily the most important/helpful career book I've ever read. I took 14 pages(!) of notes and thought I'd share the most important tips/strategies in this simple Word document.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
Professor Tim Bentley
Director of Healthy Work Group
Associate Head of School of Management, Massey University
Private Bag 102904, Albany, Auckland 0745
t.bentley@massey.ac.nz
(Invited, Wednesday 26, Ilott Room, 3.50)
Research demonstrates that we all harbor unconscious biases. The good news is that enhanced awareness and training can create an inclusive culture that identifies and helps eliminate these hidden biases.
An overview of DiSC behavioral model and some practical advice on applying DiSC to your everyday working life, based on the materials from http://manager-tools.com/
Michael Cosgrove from Workplace Laws discusses:
- Steps to prevent workplace bullying
- The process of dealing with workplace bullying after it occurs
- Legal frameworks, resources available for businesses and options for employees to have their workplace bullying issues dealt with effectively
Cover your workplace with LawPath's Workplace Policies Bundle: http://bit.ly/1AFe9VM
Wyoming Hospital Association, Part 1, Invisible ArchitectureJoe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 1 of 3 parts.
Breaking the Code of Interview Implicit Bias to Value Different Gender Compet...Deanna Kosaraju
Breaking the Code of Interview Implicit Bias to Value Different Gender Competencies
Bonita Banducci, Banducci Consulting
Live at Santa Clara University - Room #330C located on the 3rd floor of the Learning Commons
Voices 2015 - www.globaltechwomen.com
Session Length: 1 hour
Implicit Bias Workshops and exercises are being shared widely on the internet. Some of the solutions are:
"Determine precisely what skills and attributes you are hiring for."
"Ask exactly the same questions to each candidate."
But what about the implicit bias in determining what skills you are valuing--beyond traditional management and leadership competencies?
How can interviewers recognize the often invisible, unarticulated, undervalued and often misinterpreted competencies of more "relational and collectivist" people--often women and men and women from different cultures?
Bonita Banducci teaches Gender and Engineering class in Santa Clara University's School of Engineering Graduate Program. In video and cartoon representation as well as in person, her students apply Gender Competence®--understanding and skills to work with gender (and cultural) differences as competencies--to job interviews both as the interviewer and the interviewee, as men and women. They show how to "mine the gold" of difference for the best candidate AND to get the job as the best candidate while establishing the value of relational competencies in the workplace and marketplace.
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
How Behavioral Psychology Can Help in Gaining ComplianceCase IQ
The field of behavioral psychology can be a rich source of information on ways to influence behavior in organizations. In addition to its use in influencing employees to comply with company rules, psychology can be useful for ethics and compliance professionals as well as other leaders dealing with compliance or ethical failures in their organizations.
Tone from the Top, Bottom, and Everywhere in BetweenCase IQ
The importance of ‘tone at the top’ is undeniable when it comes to supporting a culture of ethics, compliance, and accountability. However, regardless of your job title or job description, there is an active and important role you can take in setting the tone of your organization. We all have a sphere of influence, – whether formal, informal, or both – and this program will help you identify how you can use your influence in the service of supporting ethics, compliance, and accountability.
Regardless of your job title or level of experience, you will come away from this program with ideas for what you can do both personally and organizationally to shape the ethical tone of your business.
How to recognize and minimize unconscious bias in the workplaceCase IQ
The modern workplace should be an inclusive and welcoming environment for all employees but that isn’t always the case. In fact, systemic inequality is the norm for a vast number of workplaces throughout North America, Europe and beyond. And while the BLM and MeToo movements have received much media attention, the underlying factors that contribute to the inequality they point out aren’t always addressed.
Implicit, or unconscious, bias is the root of many systemic inequities in the workplace. It’s important that we recognize our personal biases, take action to mitigate them and actively serve as an ally to others.
On June 10, join Catherine Mattice-Zundel, president of Civility Partners, a training and consulting firm focused on helping organizations build positive workplace cultures, as she outlines strategies for uncovering and reducing implicit bias in workplace decision-making.
The webinar will cover:
● The origins of bias and four different types of bias
● Risk factors that increase our likelihood to engage in bias
● How to compensate for and attempt to overcome bias through clear and tangible actions
● Strategies to combat microaggressions and other exclusive behaviors using simple, tried and true
intervention methods
"Power" by Jeffrey Pfeffer is easily the most important/helpful career book I've ever read. I took 14 pages(!) of notes and thought I'd share the most important tips/strategies in this simple Word document.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
Professor Tim Bentley
Director of Healthy Work Group
Associate Head of School of Management, Massey University
Private Bag 102904, Albany, Auckland 0745
t.bentley@massey.ac.nz
(Invited, Wednesday 26, Ilott Room, 3.50)
Research demonstrates that we all harbor unconscious biases. The good news is that enhanced awareness and training can create an inclusive culture that identifies and helps eliminate these hidden biases.
An overview of DiSC behavioral model and some practical advice on applying DiSC to your everyday working life, based on the materials from http://manager-tools.com/
Michael Cosgrove from Workplace Laws discusses:
- Steps to prevent workplace bullying
- The process of dealing with workplace bullying after it occurs
- Legal frameworks, resources available for businesses and options for employees to have their workplace bullying issues dealt with effectively
Cover your workplace with LawPath's Workplace Policies Bundle: http://bit.ly/1AFe9VM
Wyoming Hospital Association, Part 1, Invisible ArchitectureJoe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 1 of 3 parts.
Breaking the Code of Interview Implicit Bias to Value Different Gender Compet...Deanna Kosaraju
Breaking the Code of Interview Implicit Bias to Value Different Gender Competencies
Bonita Banducci, Banducci Consulting
Live at Santa Clara University - Room #330C located on the 3rd floor of the Learning Commons
Voices 2015 - www.globaltechwomen.com
Session Length: 1 hour
Implicit Bias Workshops and exercises are being shared widely on the internet. Some of the solutions are:
"Determine precisely what skills and attributes you are hiring for."
"Ask exactly the same questions to each candidate."
But what about the implicit bias in determining what skills you are valuing--beyond traditional management and leadership competencies?
How can interviewers recognize the often invisible, unarticulated, undervalued and often misinterpreted competencies of more "relational and collectivist" people--often women and men and women from different cultures?
Bonita Banducci teaches Gender and Engineering class in Santa Clara University's School of Engineering Graduate Program. In video and cartoon representation as well as in person, her students apply Gender Competence®--understanding and skills to work with gender (and cultural) differences as competencies--to job interviews both as the interviewer and the interviewee, as men and women. They show how to "mine the gold" of difference for the best candidate AND to get the job as the best candidate while establishing the value of relational competencies in the workplace and marketplace.
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
G&A Partners Webinar - Respect in the workplaceG&A Partners
Maintaining respect and civility is a key component of creating a positive work environment. In this webinar, Vance Daniels, SPHR, will discuss how to identify and deal with conflict, harassment and discrimination, and what supervisors can do to promote respect in the workplace.
Resolving interpersonal conflict in the workplace
Recognizing and reporting harassment & discrimination
Handling complaints and taking corrective action
Why is civility on the job such an important issue? Incivility reflects poorly on the workplace. It sends a message to customers about the firm and more
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
How to create supportive,conductive and productive work enviornmentacreaty
For an employee to be productive he has to be satisfied and happy at his work place. An apt work environment gives a boost to employee morale and inspires him to be focused and dedicated.
Here are 5 ways leaders can use empathy to enhance employee job satisfaction: 1. Active Listening 2. Understand Personal Challenges 3. Recognition and Validation 4. Support Work-Life Balance 5. Constructive Feedback and Growth Opportunities
Leadership StylesJust as leaders can be found in many places.docxsmile790243
Leadership Styles
Just as leaders can be found in many places in a business, there are many ways to
be a leader— different styles and approaches. The six leadership styles discussed
below are one way to look at leadership styles. Each of these styles sends a clear
message to the team about how the leader and the team interact. Some leaders
adopt one of these styles and use it every time they lead. But more effective
leaders master most or all of these styles, evaluate the team and goals at hand, and
choose the most appropriate style for the given situation.
A pacesetting leader says to the team, “Do as I do, now.”
The pacesetting leader is a high performer himself, and expects his team to
perform with excellence and speed. The leader models the desired behaviors and
expects the team to mirror it. This style works well with a highly skilled and
motivated team. It can create problems when a team gets overwhelmed, or when
more creativity is appropriate.
A visionary leader says to the team, “Come with me.”
The visionary leader sets out a common vision and goal for the team, and invites
each individual team member to find his or her way to achieve the necessary tasks.
This style works well when a new vision is appropriate and when there is latitude
in how a goal may be attained. It can be counter-productive when the group knows
more than the leader.
An affiliative leader says to the team, “People come first.”
Focuses first on the team and its emotional needs and the emotional health of the
team as a whole. This is an appropriate style in times of stress, when a team needs
some extra TLC. This style may not be appropriate when there are many pressing
deadlines for a project.
A coaching leader says to the team, “Try this.”
The coaching leader is focused on the team’s professional development and offers
team members opportunities to work on developing new skills or improving
weaknesses. This style works well when a leader is proficient at many things and
can truly help team members improve in various ways. When people are unwilling
to learn, this style may not be a good use of time and resources.
A coercive leader says to the team, “Do what I tell you.”
The coercive leader gives rigid instructions and requires total compliance. This can
be appropriate when there is an emergency, an extremely short time frame, or some
other unusual circumstances. This style should be used sparingly because it tends
to make people feel less valuable or important and often causes tension.
A democratic leader says to the team, “What do you think?”
A democratic leader encourages the participation of every team member and uses
consensus-based decision-making to make sure every person is on board. This is a
great method when the leader has a strong team and their buy-in is important to the
great method when the leader has a strong team and their buy-in is important to the
goal. It won’t work as well when there is an emergency or the team doesn’t have
enough ...
DIRECTIONS Answer all four questions. Respond to two classmates p.docxcuddietheresa
DIRECTIONS: Answer all four questions. Respond to two classmates per question. Responses to classmates should be at least 80 words.
Question ONE: Read the table on pages 317 and 318 “Examples of Transformational Events Associated with HR Process” from your textbook. Create a similar table, with at least 3 levels, using specific details on the organization you are researching for the Capstone project. Offer a 150-250 word explanation on the decisions you have made on the table. Use at least one scholarly source other than the textbook to support your ideas. Critique at least two of your classmates’ tables by offering constructive feedback. Remember to properly cite your sources.
Respond to Classmate ONE:
Before developing a link or connection between strategy and HRM Practices, there must be a rationale of the two. The explanation provides a basis for predicting, studying, refining, and changing both strategy and practices in specific circumstances; in other words, considering the requirements of each employee other than the KSA's to perform a particular task. This table below provide specific strategies from the textbook "Common Sense Talent Management," and offers much insight to be able to generate performance evaluations between management and employees, which connect to various HRM Practices.
Right People
Right Way
Right Things
Right Development
High Level Management
Maintaining and keeping the talent within the organization. This is where the executive management team balances turnover and how that turnover can be prevented.
This is where you find the time to put employees first. Management meets at monthly meetings to discuss who is thriving and who needs mentorship or sponsorship to move forward.
Think about the effort of the products going out and the efforts between all management.
The managers will look at hiring practices and be able to determine why employees come and go. This is how management will be evaluated.
Middle-Level Management
This is important: Maintaining communication between management and employees. Define the gaps and fix them.
This is based on performance, how you can increase merit for employees who thrive, not based on seniority.
Create lofty goals and realistic goals that can be attainable. Each goal should be a goal to help the individual to achieve.
Training is important and should be implemented throughout the organization to maintain growth.
Lower-Level Management
This is where feedback comes in play: Providing growing opportunities to define their progress.
This should be regular, not annual. Provide ongoing feedback and be consistent throughout.
This is not setting goals for managers, but setting goals for employees. Define the organizational ladder of where the employee would like to go.
This seems to be individual across the board; this helps set goals both personal and professional and having a timeline when to complete this.
In today's economy, the world operates in a way in which the organiza ...
Top Pillars | Leadership skills by Salameh MahasnehTop Pillars
https://toppillars.com
Upon the successful completion of the course, each participant will be able to:
Apply and gain a basic knowledge on leadership.
Discuss the techniques and skills that contribute to a leadership style.
Identify the basics of leadership and motivation.
Carryout various methods of developing and empowering people through training, coaching, supporting and delegating.
Apply situational leadership
1. Showing Respect in the Workplace
No matter which dictionary is used, the word 'respect,' both as a noun and a verb, is defined and
described with words like 'esteem, 'show high regard for,' and 'honor.'
How is this kind of respect demonstrated in the workplace? It can be seen in treating everyone with
courtesy and dignity, without prejudice or discrimination. The familiar concept of the Golden Rule
that is found in many cultures is always effective. It is simply, 'do unto others as you would have
them do unto you.' These are all fundamental guidelines for being part of a community, even at
work.
However, at work, there are also situations that are specific to an individual's position. Whether
management or staff, everyone can help develop an environment of respect in the workplace by
following some basic guidelines.
Management Showing Respect for Employees in the Workplace
Managers and supervisors are in unique positions with the authority to make sure that the
workplace is a place of respect for each employee. A common complaint of staff in many
organizations, though, is that management does not respect them, or their work.
It is hoped that management really does appreciate the work and respects the people doing it. Some
managers simply do not know how to show that kind of respect without feeling they are losing some
of their authority. These managers might want to remember that is their employees who actually do
the work, and who can make them look good to senior management.
2. It would serve them well to implement the following
suggestions.
Tell
empl
oyee
s
that
their
work is appreciated. This does not just mean saying
they did a good job. It also means putting their work
in a larger context. For example, 'Your report is
being incorporated into the branch's strategic plan
that's going to the executive committee.'Include
employees in planning and problem solving. There is
no way that management has all the answers. It is a
sign of respect of employees' knowledge and
experience to include them in planning the next project or changing the way things are done. If
there are front line problems, it is probably the employees who are on the front line of the business
who will have feasible solutions. Invite them to speak and listen to them.Individualize the
performance appraisal process. It is so easy for managers to conduct annual performance reviews as
if they are on an assembly line. An effective appraisal shows respect for the employee as an
individual, with his own skills, knowledge, and personal attributes.Acknowledge the employees as
persons. Move around the workplace. Speak with staff. Get to know them as individuals with their
own lives, families, problems, and victories. This does not mean the managers have to be best
friends with their employees, but it does mean being friendly, perhaps knowing when a spouse is
having surgery, or a daughter won a college scholarship.Acknowledge the work unit as a diverse
group of individuals. This shows respect for the unique contribution each employee brings to the
overall achievements.The bonus for a respectful manager is a work environment that is comfortable,
collaborative, and probably more productive. Employees feel confident in approaching such a
manager with useful ideas and opinions that benefit everyone.Employees Showing Respect for
Management in the Workplace
In some workplaces, it is all too easy for the employees as a group to disrespect the manager or
supervisor. One strong person starts complaining about the way he is treated, the workload, or an
apparent injustice in scheduling. Everyone joins in and, over time, the workplace become unhealthy
and unproductive.
Communicate with the manager. Instead of complaining behind the manager's back, the employee
should approach the manager or supervisor and state his opinion or concern in a businesslike
manner. That is being respectful. Even just friendly small talk is showing respect of the manager as
a person.Contribute to a healthy workplace environment. Showing respect not just for management,
but also for co-workers is fulfilling each employee's responsibility to contribute to a comfortable,
healthy workplace. There is no place for prejudice or disrespectful discrimination. By example, each
employee can encourage everyone to speak and to listen to others.Respect the position, if not the
person. Some managers are difficult and unlikable. This is when the employee must think in terms of
respect for the position and the authority of the position. This sounds arbitrary, but it is an implied
3. piece of an employment relationship.Formalizing Respect in the Workplace
Although no one can dictate respect, the concept of it can be formalized in the workplace. This
usually shows up in various policies and documents with guidelines on how to implement them to
build a respectful workplace.
Communication. Formal communication processes ensure that there is due respect shown to all
management and employees by sharing pertinent information. This could include a newsletter, an
employee handbook, and regular staff meetings.Policies. There should be HR policies that are very
clear about what is and is not acceptable behaviour in the workplace. Respect is the foundation of
these policies.Performance appraisals. The performance appraisal process is really ongoing
communication between a manager or supervisor and the employee, by listening to each other,
sharing appreciations, or doing job coaching. Offering an opportunity for professional development
is a sign of respect of the employee's capabilities.Mission statement. The mission statement of most
companies speaks to excellence. An explanation in the employee handbook of how each manager and
employee contributes to this excellence is a sign of corporate respect of all the employees.Final
Thoughts on Showing Respect in the Workplace
It is often simple actions with a powerful message that show respect. For example, take the two
minutes to listen to a new idea; speak those words of appreciation to an employee, manager, or co-
worker. Showing respect usually results in receiving respect. Whether a manager or an employee,
each person must respect himself if he is to expect respect from others.