What is driving millions of Americans to quit their jobs? We find that a single factor contributes to this phenomenon... lack of happiness at work. Employees need to measure daily mood at work to build a happiness score to make the right decisions.
The document discusses the phenomenon known as the "Big Resignation", where large numbers of employees have been quitting their jobs during the COVID-19 pandemic. It provides statistics showing that over 40% of employees globally are considering quitting. The top reasons for resigning include burnout, lack of flexibility, and feeling undervalued at work. Employers will need to focus on employee experience, learning opportunities, work-life balance, and culture to attract and retain talent in this new environment where workers feel empowered to change jobs.
Engagement and Retention Guide packed with quick tips, article links, and how to drive engagement and retention today. Leaders' and Managers' how to guide for every day use.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
For years we’ve viewed work-life balance as both an insurmountable challenge and an unreachable goal. The world of work has changed as our businesses are running 24/7, personal demands and stresses seem to grow, and every aspect of our lives is fueled by technology. We’re always ‘connected’ and we’re exhausted. But it doesn’t have to be that way.
In this session we develop an understanding of work-life integration and flexibility as we consider a revised definition, review the business and organizational benefits of flexibility, and explore an approach to work-life integration for personal success.
While there is nothing wrong in changing jobs for better career prospects, making too many moves in a short span of time can impact your ability to get a job. Job hopping can be a huge red flag on your resume because it leads employers to question your commitment. It also sends a signal to employers that you have moved because your work was not recognized, you were asked to leave or that you were unable to get along with colleagues.
IBI workshop presentation | Work life balance to boost productivityIBI Global
This document discusses strategies for achieving work-life balance to boost productivity. It begins with an agenda covering key statistics, definitions of work-life balance, and challenges like workload and role conflicts. Common causes of stress at work are examined. Strategies are presented for overcoming challenges through developing the right skills, mindset, and policies. Technology can also help through enabling flexible work arrangements. The importance of work-life design over balance is discussed through CEO perspectives. Quizzes are included to help the reader assess their own work-life balance.
This document discusses job hopping, or frequently changing jobs. It provides reasons why people may choose to job hop, such as seeking better pay or titles, or a changing view of loyalty to employers. Surveys find that most workers, especially younger ones, believe people should change jobs every few years. While job hopping provides benefits like experience, networking and pay increases, it also carries drawbacks like being seen as unreliable. The conclusion is that job hopping can be good or bad depending on the individual's specific career goals and industry norms.
The document discusses several myths about older workers, including that they are less productive, sick more often, quit more often, are less competent, incapable of evaluating information and making decisions, have poor memories, are not adaptable, are accident prone, and cost more. It provides statistics and studies that disprove each of these myths, finding that older workers are highly productive, take less sick days, have lower turnover rates, and have many skills and abilities that make them valuable employees.
The document discusses the phenomenon known as the "Big Resignation", where large numbers of employees have been quitting their jobs during the COVID-19 pandemic. It provides statistics showing that over 40% of employees globally are considering quitting. The top reasons for resigning include burnout, lack of flexibility, and feeling undervalued at work. Employers will need to focus on employee experience, learning opportunities, work-life balance, and culture to attract and retain talent in this new environment where workers feel empowered to change jobs.
Engagement and Retention Guide packed with quick tips, article links, and how to drive engagement and retention today. Leaders' and Managers' how to guide for every day use.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
For years we’ve viewed work-life balance as both an insurmountable challenge and an unreachable goal. The world of work has changed as our businesses are running 24/7, personal demands and stresses seem to grow, and every aspect of our lives is fueled by technology. We’re always ‘connected’ and we’re exhausted. But it doesn’t have to be that way.
In this session we develop an understanding of work-life integration and flexibility as we consider a revised definition, review the business and organizational benefits of flexibility, and explore an approach to work-life integration for personal success.
While there is nothing wrong in changing jobs for better career prospects, making too many moves in a short span of time can impact your ability to get a job. Job hopping can be a huge red flag on your resume because it leads employers to question your commitment. It also sends a signal to employers that you have moved because your work was not recognized, you were asked to leave or that you were unable to get along with colleagues.
IBI workshop presentation | Work life balance to boost productivityIBI Global
This document discusses strategies for achieving work-life balance to boost productivity. It begins with an agenda covering key statistics, definitions of work-life balance, and challenges like workload and role conflicts. Common causes of stress at work are examined. Strategies are presented for overcoming challenges through developing the right skills, mindset, and policies. Technology can also help through enabling flexible work arrangements. The importance of work-life design over balance is discussed through CEO perspectives. Quizzes are included to help the reader assess their own work-life balance.
This document discusses job hopping, or frequently changing jobs. It provides reasons why people may choose to job hop, such as seeking better pay or titles, or a changing view of loyalty to employers. Surveys find that most workers, especially younger ones, believe people should change jobs every few years. While job hopping provides benefits like experience, networking and pay increases, it also carries drawbacks like being seen as unreliable. The conclusion is that job hopping can be good or bad depending on the individual's specific career goals and industry norms.
The document discusses several myths about older workers, including that they are less productive, sick more often, quit more often, are less competent, incapable of evaluating information and making decisions, have poor memories, are not adaptable, are accident prone, and cost more. It provides statistics and studies that disprove each of these myths, finding that older workers are highly productive, take less sick days, have lower turnover rates, and have many skills and abilities that make them valuable employees.
The document discusses several myths about older workers, including that they are less productive, sick more often, quit more often, are less competent, incapable of evaluating information and making decisions, have poor memories, are not adaptable, are accident prone, and cost more. It provides statistics and studies that disprove these myths, finding older workers are highly productive, take less sick days, have lower turnover rates, and have skills like experience, caution, and motivation that make them valuable employees.
You need to believe, understand and see the opportunities that are already present in your current job. Further, you need to focus on your strengths and not your weaknesses.
Lack of economic opportunity and unemploymentmo moustapha
Unemployment, especially among youth, is a major global issue according to the document. It discusses that 290 million 15-24 year olds are not participating in the labor market. This large number of unemployed youth can negatively impact economic growth and productivity for countries. Some of the key causes of unemployment mentioned are a lack of necessary skills, poor economic conditions, and a mismatch between the skills of available workers and the skills required for open jobs. The document also discusses some of the consequences of unemployment, such as financial stress, strained personal relationships, and decreased productivity for companies. It emphasizes that solving unemployment requires efforts from governments and citizens to promote education, entrepreneurship, and job creation.
What do employees want most in the workplace? How can human resources make sure that they keep their talent? Here are the top deal breakers when employees decide to quit, and it's not pay.
Why happiness at work is a serious business - Nic Marks speaking at NixonMci...NixonMcInnes
On the first Friday of every month we ask a speaker to join us for our team meeting. We drink beer, we eat crisps and we invite in new ideas, new people and new possibilities.
In December we were delighted to be joined by TED speaker, well-being researcher and creator of The Happy Planet Index - Nic Marks from Happiness Works.
Nic's company provide science-based online tools that instantly give organisations of any shape or size the power to change into happier and more productive workplaces. He'll spoke to us about the science behind the serious business of happiness.
The document discusses how trust impacts employee job satisfaction and engagement based on research from the WorkHuman Research Institute. It finds that workers who trust their colleagues are 31% more likely to love their jobs, while those who trust their boss are 34% more likely. However, trust in senior leadership has the biggest impact, with workers who trust senior leaders being 39% more likely to love their job, 29% more engaged, 40% more likely to see a strong future, and 50% more likely to view their company as the best place to work. The document also discusses how recognition can help build trust, with recognized workers being 33% more likely to trust their boss and 34% more likely to trust senior leaders.
For all organizations, in all industries, and of all sizes, growth is a function of the intersections of the relationships of people from the CEO to the client. The dynamic between the CEO and the management team influences the frontline staff, which ultimately impacts the client. Depending upon the quality of these relationships, this impact can be positive or negative, resulting in growth or downsizing. Joe offers proven methods to help any organization become a stronger, more cohesive team, deliver remarkable employee and client experiences, reset and recharge, and grow regardless.
The document discusses how the working world is constantly changing due to events in society and new inventions, which are called "turning points." It introduces a game where students will buzz in with their team to answer questions about different turning points and the impacts they had on work. The game aims to explore changing views of different jobs and stereotypes over time.
Happy at work; you can't be serious! January 2011Timothy Holden
This document discusses ways to increase happiness in the workplace. It begins with an introduction to Toronto Training and HR, then covers the history of happiness. Key points are made about well-being, making employees happy, features that affect happiness, and what is important to employees. Theories on job satisfaction and motivation are summarized. Tips are provided on career discussions, measuring happiness in Canada and organizations, and maximizing happiness. The document concludes with case studies and questions.
Take control of your life,
Many people working in academia find it difficult to achieve or maintain a good work-life balance. This talk goes into the reasons for this, the consequences of working too much, the benefits of having the right balance, and ways of achieving a better balance. The talk is very much based on my personal views and experiences, but I hope there is some interest in sharing these.
Millennials (a.k.a. Generation Y, or those born between 1982-2004 ) now comprise the largest generation in the workforce. In fact more than a third of all American workers today are Millennials.
You’ve probably already hired Millennials and will be hiring more. But don’t expect them to stay long. Millennials are twice as likely as 30-somethings to leave a job after just three years, and this gap will only widen with age.
See the infographic on what to expect – and be prepared for – with your growing Millennial workforce.
Harry Kraemer, CEO of Baxter International, acknowledges work-life balance issues for both male and female employees after a survey found more men than women reported stress from conflicts between work and home. Kraemer supports flexible schedules that allow employees to work part-time from home to better manage their family responsibilities. He leads by example by leaving the office by 6pm for family dinner. Kraemer ties manager raises to employee evaluations of support for work-life balance. This results-focused approach has doubled volume in the logistics department where 30 of 100 employees work flexible schedules.
Identify strategies to grow your dental practice. Get our step-by-step guide to focus on improving how you run your business.
This is the tip of the iceberg in our 4 phase advising program for all dentists.
http://success.fourpercentdental.com/5-strategies/
This document discusses factors that contribute to employee satisfaction at Simplex Infrastructure, including treating employees with respect, providing recognition, empowering employees, offering competitive benefits, and positive management. It also discusses how employee satisfaction can be measured through surveys and how Simplex Infrastructure aims to enhance job satisfaction through employee orientation, developing a positive work environment, tracking satisfaction, and recognizing employees.
The document discusses enhancing employee happiness in the post-pandemic workplace. It defines employee happiness and explains why it is important for organizational success. Happy employees tend to be more engaged, productive and innovative while also having lower absenteeism and attrition. The document then provides tips for both employees and employers to increase happiness at work, such as maintaining a good work-life balance, offering flexibility, recognizing accomplishments, and creating a positive work environment.
This document discusses job satisfaction and ways to improve it. It reports that only 30% of US workers are engaged in their jobs according to a 2013 Gallup poll. Both employees and employers can take actions to increase satisfaction. For employees, this includes knowing their values, considering what they receive from their job, being realistic, avoiding lingering dissatisfaction, and considering career advancement. For employers, actions include creating a higher calling in jobs, setting development plans, being clear on expectations, increasing communication, and appreciating efforts. Recognition from employers is important for engagement and commitment.
This document presents information on work-life balance. It begins with an introduction defining work-life balance and discussing its importance. It then covers topics like stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Specific strategies discussed include prioritizing tasks, preventing burnout, and getting further employee engagement. The document also provides examples of work-life balance policies from companies like IBM and Accenture. It concludes that achieving work-life balance can increase productivity and improve mental and physical health.
This document provides an overview of work-life balance. It begins with an introduction that defines work-life balance and outlines its importance. It then discusses stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Examples of work-life balance policies from companies like IBM and Accenture are also provided. The document concludes that achieving work-life balance can increase productivity, improve health, and enhance relationships.
Implementing workplace health and wellbeing programs is crucial today to address increased workloads, longer work hours, and less work-life balance faced by employees. Such programs can reduce stress, absenteeism, and turnover while improving productivity and satisfaction. Options for employers include creating wellbeing policies, integrating wellbeing into company culture, providing educational programs, and making wellbeing activities accessible. Leaders must also actively promote and model healthy behaviors to drive cultural change from the top down. Proper implementation requires identifying goals, stakeholders, communication plans, and evaluating progress.
The document discusses several myths about older workers, including that they are less productive, sick more often, quit more often, are less competent, incapable of evaluating information and making decisions, have poor memories, are not adaptable, are accident prone, and cost more. It provides statistics and studies that disprove these myths, finding older workers are highly productive, take less sick days, have lower turnover rates, and have skills like experience, caution, and motivation that make them valuable employees.
You need to believe, understand and see the opportunities that are already present in your current job. Further, you need to focus on your strengths and not your weaknesses.
Lack of economic opportunity and unemploymentmo moustapha
Unemployment, especially among youth, is a major global issue according to the document. It discusses that 290 million 15-24 year olds are not participating in the labor market. This large number of unemployed youth can negatively impact economic growth and productivity for countries. Some of the key causes of unemployment mentioned are a lack of necessary skills, poor economic conditions, and a mismatch between the skills of available workers and the skills required for open jobs. The document also discusses some of the consequences of unemployment, such as financial stress, strained personal relationships, and decreased productivity for companies. It emphasizes that solving unemployment requires efforts from governments and citizens to promote education, entrepreneurship, and job creation.
What do employees want most in the workplace? How can human resources make sure that they keep their talent? Here are the top deal breakers when employees decide to quit, and it's not pay.
Why happiness at work is a serious business - Nic Marks speaking at NixonMci...NixonMcInnes
On the first Friday of every month we ask a speaker to join us for our team meeting. We drink beer, we eat crisps and we invite in new ideas, new people and new possibilities.
In December we were delighted to be joined by TED speaker, well-being researcher and creator of The Happy Planet Index - Nic Marks from Happiness Works.
Nic's company provide science-based online tools that instantly give organisations of any shape or size the power to change into happier and more productive workplaces. He'll spoke to us about the science behind the serious business of happiness.
The document discusses how trust impacts employee job satisfaction and engagement based on research from the WorkHuman Research Institute. It finds that workers who trust their colleagues are 31% more likely to love their jobs, while those who trust their boss are 34% more likely. However, trust in senior leadership has the biggest impact, with workers who trust senior leaders being 39% more likely to love their job, 29% more engaged, 40% more likely to see a strong future, and 50% more likely to view their company as the best place to work. The document also discusses how recognition can help build trust, with recognized workers being 33% more likely to trust their boss and 34% more likely to trust senior leaders.
For all organizations, in all industries, and of all sizes, growth is a function of the intersections of the relationships of people from the CEO to the client. The dynamic between the CEO and the management team influences the frontline staff, which ultimately impacts the client. Depending upon the quality of these relationships, this impact can be positive or negative, resulting in growth or downsizing. Joe offers proven methods to help any organization become a stronger, more cohesive team, deliver remarkable employee and client experiences, reset and recharge, and grow regardless.
The document discusses how the working world is constantly changing due to events in society and new inventions, which are called "turning points." It introduces a game where students will buzz in with their team to answer questions about different turning points and the impacts they had on work. The game aims to explore changing views of different jobs and stereotypes over time.
Happy at work; you can't be serious! January 2011Timothy Holden
This document discusses ways to increase happiness in the workplace. It begins with an introduction to Toronto Training and HR, then covers the history of happiness. Key points are made about well-being, making employees happy, features that affect happiness, and what is important to employees. Theories on job satisfaction and motivation are summarized. Tips are provided on career discussions, measuring happiness in Canada and organizations, and maximizing happiness. The document concludes with case studies and questions.
Take control of your life,
Many people working in academia find it difficult to achieve or maintain a good work-life balance. This talk goes into the reasons for this, the consequences of working too much, the benefits of having the right balance, and ways of achieving a better balance. The talk is very much based on my personal views and experiences, but I hope there is some interest in sharing these.
Millennials (a.k.a. Generation Y, or those born between 1982-2004 ) now comprise the largest generation in the workforce. In fact more than a third of all American workers today are Millennials.
You’ve probably already hired Millennials and will be hiring more. But don’t expect them to stay long. Millennials are twice as likely as 30-somethings to leave a job after just three years, and this gap will only widen with age.
See the infographic on what to expect – and be prepared for – with your growing Millennial workforce.
Harry Kraemer, CEO of Baxter International, acknowledges work-life balance issues for both male and female employees after a survey found more men than women reported stress from conflicts between work and home. Kraemer supports flexible schedules that allow employees to work part-time from home to better manage their family responsibilities. He leads by example by leaving the office by 6pm for family dinner. Kraemer ties manager raises to employee evaluations of support for work-life balance. This results-focused approach has doubled volume in the logistics department where 30 of 100 employees work flexible schedules.
Identify strategies to grow your dental practice. Get our step-by-step guide to focus on improving how you run your business.
This is the tip of the iceberg in our 4 phase advising program for all dentists.
http://success.fourpercentdental.com/5-strategies/
This document discusses factors that contribute to employee satisfaction at Simplex Infrastructure, including treating employees with respect, providing recognition, empowering employees, offering competitive benefits, and positive management. It also discusses how employee satisfaction can be measured through surveys and how Simplex Infrastructure aims to enhance job satisfaction through employee orientation, developing a positive work environment, tracking satisfaction, and recognizing employees.
The document discusses enhancing employee happiness in the post-pandemic workplace. It defines employee happiness and explains why it is important for organizational success. Happy employees tend to be more engaged, productive and innovative while also having lower absenteeism and attrition. The document then provides tips for both employees and employers to increase happiness at work, such as maintaining a good work-life balance, offering flexibility, recognizing accomplishments, and creating a positive work environment.
This document discusses job satisfaction and ways to improve it. It reports that only 30% of US workers are engaged in their jobs according to a 2013 Gallup poll. Both employees and employers can take actions to increase satisfaction. For employees, this includes knowing their values, considering what they receive from their job, being realistic, avoiding lingering dissatisfaction, and considering career advancement. For employers, actions include creating a higher calling in jobs, setting development plans, being clear on expectations, increasing communication, and appreciating efforts. Recognition from employers is important for engagement and commitment.
This document presents information on work-life balance. It begins with an introduction defining work-life balance and discussing its importance. It then covers topics like stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Specific strategies discussed include prioritizing tasks, preventing burnout, and getting further employee engagement. The document also provides examples of work-life balance policies from companies like IBM and Accenture. It concludes that achieving work-life balance can increase productivity and improve mental and physical health.
This document provides an overview of work-life balance. It begins with an introduction that defines work-life balance and outlines its importance. It then discusses stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Examples of work-life balance policies from companies like IBM and Accenture are also provided. The document concludes that achieving work-life balance can increase productivity, improve health, and enhance relationships.
Implementing workplace health and wellbeing programs is crucial today to address increased workloads, longer work hours, and less work-life balance faced by employees. Such programs can reduce stress, absenteeism, and turnover while improving productivity and satisfaction. Options for employers include creating wellbeing policies, integrating wellbeing into company culture, providing educational programs, and making wellbeing activities accessible. Leaders must also actively promote and model healthy behaviors to drive cultural change from the top down. Proper implementation requires identifying goals, stakeholders, communication plans, and evaluating progress.
Job satisfaction is defined as an individual's contentment with their job resulting from both positive and negative feelings about the job. Important factors that influence job satisfaction include knowing your strengths and interests, continuously developing skills, avoiding comparisons to others, taking breaks, and maintaining a positive mindset. Higher job satisfaction is associated with lower employee turnover and fewer union activities and workplace accidents.
Choosing a job or career is one of the most important things that we do, and yet many of us are ill prepared to do so. There are two main reasons for this: First, we lack awareness of ourselves, our needs and ambitions, and; second, we seek advice from others who are more concerned with our security needs (money, stability, familiarity) than in the fulfilment of our potential.
We all want to be good at choosing paths for ourselves. With so many jobs and careers to choose from, it can be overwhelming to narrow it down to a handful. In fact, Economist Neil Howe says that only 5% of people pick the right job or career on the first try. That’s because we tend to limit ourselves and don’t even let ourselves know what we really aspire to. We know that even though it will be much more rewarding, it would be more of a risk and we don’t go for it.
Whether you’re deciding to look for your first job or a possible career change, understanding your personality type, brain organization and psychological/emotional needs takes away much of the risk that comes when we think a career sounds good until we are actually immersed in the experience of it.
Maximizing Your Career Potential Maximizing Your Career Potential - Brain Style of Each of the 16 Types
For Use with the Myers-Briggs Type Indicator & Striving Styles Personality System
Now Available on Amazon
Regular time off and a good work-life balance are important for employee health, happiness, and retention. When employees do not take enough time off, they can struggle both personally and professionally. Implementing generous time off policies and assessing employee needs can help create a better balance. Work-life balance initiatives have been shown to increase productivity, decrease absenteeism, and improve an employer's brand perception. Conducting a work-life balance survey can provide useful insights into how employees want to balance their personal and professional lives.
The document introduces the Future Work Centre, an independent research organization with a mission to use innovative psychological research to improve work for everyone. It does this by identifying through evidence-based research what workplace policies and initiatives work and don't work, in order to help organizations make better informed decisions. The Center focuses its research on four main themes: the work environment, the employee journey, the healthy workplace, and the evolving organization. It aims to provide organizations with an understanding of how to evaluate various human resources initiatives and better adapt to changes in the workplace.
This document describes 2DAYSMOOD, a tool that measures employee engagement and happiness through weekly 15-second anonymous surveys. It analyzes the survey data in real-time dashboards and weekly mood reports to identify issues and provide actionable advice. Compared to traditional annual surveys, 2DAYSMOOD allows for continuous feedback to improve team performance, well-being, and business metrics like sales and profits.
Happiitude is Asia’s no 1 experiential learning company with a mission to make the world a happier place.
We recalibrate brands for a new era of employee and customer engagement. Our commitment to scientific solutions, evidence based tools, and experiential learning unites our many practices and expertise – and redefines the significance of Happiness at workplace.
In a nutshell, we deliver the best in Happiness strategy to our clients so that they can reach their business and communication goals.
This document discusses employee engagement for non-profit organizations. It begins with an agenda that covers what employee engagement is, ways to enhance engagement, and how to measure it. It then delves into each topic in detail, providing definitions of engaged, disengaged, and actively disengaged employees. It discusses factors that can enhance engagement, such as communication, development opportunities, recognition, trust in management, and team cohesion. Finally, it discusses methods for measuring engagement through surveys and sharing and acting on the results. The overall message is that engaged employees are more productive and committed to their work, so non-profits should focus on understanding and improving engagement.
This document discusses factors that influence job satisfaction and summarizes a study on job satisfaction. The study found that three major predictors of job satisfaction were: believing all employees are treated equally, gender (females were more satisfied than males), and seeing a future in one's current job. While factors like age and education were hypothesized to be significant, they were not found to influence job satisfaction. Shift worked was a significant factor, with first shift workers being more satisfied with pay. The document also discusses the big five personality traits and their relationships with job satisfaction.
The guidance – led by CIPR Health - is designed to help employers build a working environment that supports positive mental health and advises practitioners on how to take care of their mental wellbeing.
EMPLOYEE SATISFACTION FROM KHANNA PAPER MILLS HarbakshSingh14
This document discusses employee satisfaction at an organization. It defines employee satisfaction and discusses its importance. Employee satisfaction is impacted by factors such as work expectations, recognition, communication, opportunities for learning/growth, feedback, and care for well-being. It also outlines seven ways to improve employee satisfaction, including being realistic about expectations, recognizing good work, focusing on long-term goals, improving communication, caring about well-being, offering learning opportunities, and providing frequent feedback. Employee satisfaction is important for motivation, retention, and achieving organizational goals.
- Job satisfaction is defined as positive feelings about one's job resulting from an evaluation of job characteristics. It is one of the most important attitudes in organizational behavior because it affects productivity, customer loyalty, absenteeism, and well-being.
- Key factors that influence job satisfaction include salary, the work itself, promotion opportunities, quality of supervision, relationships with coworkers, working conditions, and job security.
- Job satisfaction can be measured using single global rating methods like scales or summation score methods that evaluate feelings towards multiple job elements and create an overall score. High job satisfaction is associated with benefits like high productivity and low turnover.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
1. The great resignation! Why are millions of Americans quitting their jobs,
some with no new job lined up? Employers are offering higher
compensation,betterbenefits,flexible schedules, work from home
opportunities and yet workers continue to leave. The dilemma lies in the
lack of understanding by the employers of what their employees really
want. We see monthly, quarterly, and annual surveys conducted by
employers to monitorengagement,but none of these surveys capture
what truly matters to the employees. Most surveys are "leading the
witness" to ask questions that will always point to compensation,
benefits,flex schedules and other short-term boosts for employees.But
no one asks the employees,are you happy at work? How do you feel at
work every day? Happiness may be the most fundamental reason why
employees leave. Happiness at work and in life has two key components,
purpose and contentment.Do your employees feel like their job has a
purpose worth fulfilling, and are they content? You can't measure
happiness with periodic pulse surveys. You need your employees to self-
reflect and record their happiness either positive ornegative every
single day. The human mood changes constantly and cannot be
measuredjust a few times a year to understand how people are feeling.
We need to track peoples’ moods daily to understand the moodtrend
over a long period of time.That will show where the employees are
heading. A long-term analysis of moodand happiness score yields a
better storyabout work culture. We need to flip the switch and focus on
our employees measuring theirhappiness just the way they measure
their vital symptoms using fitness watches. While we emphasize physical
health and provide tools to understand how we are doing, we provide no
tool for people to see how they are feeling! How people feel affects all
aspects of their lives. An average human works 90,000 hours in their life
and spends half of all waking hours at work! Then why do we not put
emphasis on how people feel at work? At moodrx.org we are beginning
to see trends as people record theirmood daily. Imagine how these
trends will evolve when we look at the happiness scores and mood
trends for entire organizations.That is where the rubber will meet the
road in our understanding of work culture and employee mental health!
2. In under 5 seconds a day, an employee can record their mood and begin
building their happiness score at https://moodrx.org andit's always
free. We must put employee mental health aheadof all otherpriorities if
we want happy, healthy, and content employees with a purpose!