This document summarizes the results of a survey about workplace stress conducted with 51 respondents. Key findings include:
- 35% of respondents did not feel that management values employees as the most important asset.
- Almost a third of respondents did not support the idea that management should encourage quality time away from work.
- 30% of workers did not feel valued by their team.
- Many respondents reported regularly working more hours than they should and feeling pressure to do so.
- Over half of respondents felt they had unclear goals and responsibilities.
- Many struggled to separate work and personal time due to working long hours and using personal devices for work.
- Over 40% did not feel comfortable discussing challenges with management.
This document presents the objectives and results of a study on employee happiness and engagement. The study aimed to determine if happy employees are more engaged at work and if engaged employees have higher self-worth. Survey results showed that most employees are satisfied with their jobs and likely to remain in their current roles long-term. Respondents reported usually feeling happy, valued, and that their work is meaningful. Additionally, the majority have close friends at work and place high importance on job performance, indicating they are engaged. The findings suggest happy employees are more engaged and engaged workers have greater self-worth.
- Two-thirds of employees say they receive too little interaction, positive feedback, and constructive feedback from their bosses.
- Regular praise and feedback from managers can result in positive outcomes like increased workplace safety, improved employee relations, and shorter injury recovery times.
- The absence of praise and feedback can lead to problems like apathy, increased turnover, lower productivity, weakened customer loyalty, and loss of competitiveness.
The complete guide to increasing quality and quantity of survey responsesXoxoday
In an attention-hungry world, people ignore surveys for several reasons. But, it doesn’t have to be this way. Today, every stakeholder, be it a researcher, marketer, or a CXO understands the importance of good quality surveys and the role incentives play in boosting response rates.
Good survey design can assuage and resolve several challenges faced by surveyors across the globe.
Xoxoday has created this guide to teach you the best practices for creating surveys, walk you through the various reward systems, and show how a leading market research company automated survey incentives to achieve its business goals.
The guide is all about how surveyors can create quality surveys that respondents would like to fill. It has the following sections:
Reasons why people ignore surveys.
Best practices to conduct surveys.
How to maximize ‘Show Rate’ with rewards.
To differentiate between manual and automated systems for rewards.
How Nielsen used Xoxoday Rewards to automate survey rewards.
Reward ideas for your surveys.
Removing survey response bias.
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
The State of One-on-Ones: Survey to 1000 managers and employeesBryan Rusche
Our survey of over 1,000 managers and employees reveals that while both managers and employees agree that one-on-one meetings are incredibly important, they disagree on how well they’re being done.
To download the full report, go to: http://info.soapboxhq.com/one-on-one-study
This study examines the relationship between work motivation and job satisfaction among employees in the mobile telecommunications sector in Pakistan. A survey was administered to 50 employees measuring their levels of motivation and satisfaction. The findings show a positive correlation, with most employees reporting overall satisfaction with their jobs. However, some expressed dissatisfaction with lack of promotion opportunities and fulfillment of commitments. The study suggests organizations should focus on understanding what motivates employees and how to improve job satisfaction in order to enhance performance.
Toxic Employees in the Workplace: Hidden Costs and How to Spot ThemCornerstone OnDemand
Toxicity in any organization is contagious and quickly spreads to your good employees. What’s more, these employees are much more likely than the toxic staff members to seek alternative employment. After all, they are good at their job and can easily transfer to a company with a positive working environment.
If toxicity is destructive in the larger corporate environment, it is lethal in the smaller business. It is absolutely critical that employers focus their attention on avoiding toxic employees in the first place and, alternatively, do their best to identify and eradicate dangerous employee behavior quickly, before it has ripple effects on the bad behavior and voluntary departure of co-workers.
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 presents the objectives and results of a study on employee happiness and engagement. The study aimed to determine if happy employees are more engaged at work and if engaged employees have higher self-worth. Survey results showed that most employees are satisfied with their jobs and likely to remain in their current roles long-term. Respondents reported usually feeling happy, valued, and that their work is meaningful. Additionally, the majority have close friends at work and place high importance on job performance, indicating they are engaged. The findings suggest happy employees are more engaged and engaged workers have greater self-worth.
- Two-thirds of employees say they receive too little interaction, positive feedback, and constructive feedback from their bosses.
- Regular praise and feedback from managers can result in positive outcomes like increased workplace safety, improved employee relations, and shorter injury recovery times.
- The absence of praise and feedback can lead to problems like apathy, increased turnover, lower productivity, weakened customer loyalty, and loss of competitiveness.
The complete guide to increasing quality and quantity of survey responsesXoxoday
In an attention-hungry world, people ignore surveys for several reasons. But, it doesn’t have to be this way. Today, every stakeholder, be it a researcher, marketer, or a CXO understands the importance of good quality surveys and the role incentives play in boosting response rates.
Good survey design can assuage and resolve several challenges faced by surveyors across the globe.
Xoxoday has created this guide to teach you the best practices for creating surveys, walk you through the various reward systems, and show how a leading market research company automated survey incentives to achieve its business goals.
The guide is all about how surveyors can create quality surveys that respondents would like to fill. It has the following sections:
Reasons why people ignore surveys.
Best practices to conduct surveys.
How to maximize ‘Show Rate’ with rewards.
To differentiate between manual and automated systems for rewards.
How Nielsen used Xoxoday Rewards to automate survey rewards.
Reward ideas for your surveys.
Removing survey response bias.
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
The State of One-on-Ones: Survey to 1000 managers and employeesBryan Rusche
Our survey of over 1,000 managers and employees reveals that while both managers and employees agree that one-on-one meetings are incredibly important, they disagree on how well they’re being done.
To download the full report, go to: http://info.soapboxhq.com/one-on-one-study
This study examines the relationship between work motivation and job satisfaction among employees in the mobile telecommunications sector in Pakistan. A survey was administered to 50 employees measuring their levels of motivation and satisfaction. The findings show a positive correlation, with most employees reporting overall satisfaction with their jobs. However, some expressed dissatisfaction with lack of promotion opportunities and fulfillment of commitments. The study suggests organizations should focus on understanding what motivates employees and how to improve job satisfaction in order to enhance performance.
Toxic Employees in the Workplace: Hidden Costs and How to Spot ThemCornerstone OnDemand
Toxicity in any organization is contagious and quickly spreads to your good employees. What’s more, these employees are much more likely than the toxic staff members to seek alternative employment. After all, they are good at their job and can easily transfer to a company with a positive working environment.
If toxicity is destructive in the larger corporate environment, it is lethal in the smaller business. It is absolutely critical that employers focus their attention on avoiding toxic employees in the first place and, alternatively, do their best to identify and eradicate dangerous employee behavior quickly, before it has ripple effects on the bad behavior and voluntary departure of co-workers.
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.
In this original Cornerstone OnDemand research, we take on the question of whether one bad apple can really spoil the whole bunch when it comes to “toxic employees” in the workplace.
Leveraging econometric analysis of a dataset of approximately 63,000 hired employees spanning approximately 250,000 observations, this report looks not only at the measurable costs of toxic behavior such as sexual harassment, theft and fraud, but also other, equally damaging and harder-to-measure costs. The
report examines these indirect costs closely, looking particularly at the toll toxic employees take on co-workers, and concludes that these costs create an even larger financial burden on businesses than the direct impact of an employee’s misbehavior.
The document discusses why employees are often disengaged at work and offers solutions to improve engagement. It finds that meeting employees' core needs for physical renewal, feeling valued, having focus, and finding purpose can significantly boost performance. Companies that invest in these areas, like Costco, see benefits in the form of higher productivity, loyalty and lower turnover. Small changes like encouraging breaks, limiting meetings, and rewarding empathy can make a difference in how energized and inspired employees feel at their jobs.
Survey after survey indicates most employees are disengaged at work. These results are across all industries. Naturally, there’s a lot of advice about ways to improve employee engagement. Much of this information is relevant and useful. In this webinar, we look at feedback and its relationship to employee engagement levels.
Research suggests that more feedback boosts engagement levels.
Feedback can be positive or constructive. Employees say over and over again in surveys that they want more feedback, both positive and constructive.
We explore the relationship between engagement levels and feedback frequency in this webinar.
This comes from Dr. Tim Baker's latest book: Mastering Feedback: A Practical Guide for Better Leadership Conversations.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
10 steps to keeping employees engaged and motivatedMarcelo Marasso
The document outlines 10 steps to keeping employees engaged and motivated:
1. Clearly define your vision and ensure employees understand goals and direction.
2. Get feedback from employees on their needs and provide necessary tools and support.
3. Communicate goals and changes well through various channels, and ensure employees understand objectives to reduce uncertainty.
The full document provides further details on each step such as providing praise, treating employees fairly, making work fun, giving attention to high-potential employees, and implementing incentive programs. The overall message is that engaging and appreciating employees through various strategies can significantly improve performance, engagement, and retention.
Simplified presentation of a larger effort which has proven to be very effective in tying together Engagement, Lean, Leadership, and several Quality influences and outcomes. The great miss of most organizations is disregard for or minimalising the importance of people and their influence on profitability, competitiveness, sustainability (of organization and even whole industries), while obsessing over materials (commodities) costs (which remain the same for all competitors).
While the majority of disengaged workers end up looking for work elsewhere, leading to healthy turnover in their organizations, the “prisoners” stay put and impede progress, said the human-resources consulting firm in a recent white paper based on case studies of its clients.
Proko's Guide to Positivity and Effective Employee EngagementLeeWills3
Proko allows your employees to easily share good things about your culture and career opportunities, or simply acknowledge the people that are making work great.
Create e-cards and other sharable assets that employees can select, personalize, and share.
Import content to an easy-to-use, customizable microsite.
Track sharing activity and leverage those insights for future employer branding and employee advocacy activities.
Website: https://www.proko.co/product
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Managing remote teams effectively requires pausing to evaluate the physical and emotional well-being of team members, taking an inventory of their environmental and technical needs for working from home, and establishing clear communication methods and boundaries. Regular check-ins, both individually and with the entire team, are important to maintain connections and monitor progress while working remotely. Managers should focus on outcomes over micromanaging, provide opportunities for social interaction, and be flexible, patient and empathetic during this difficult time.
Could your workplace culture be toxic at least in the eyes of some employees without you even knowing it? Perhaps not, but it's best not to leave that to chance. A toxic workplace damages people, productivity and your future ability to attract good employees. Here's what you need to know.
In this presentation, we cover the 5 signs of a disengaged employee. These are some of the things Business Leaders need to keep in mind when trying to engage and retain their employees.
The most successful companies are often de ned by the revenue they generate, the perks they o er, and the positive publicity they receive. But what about employee satisfaction and retention? How do you ensure the talented individuals responsible
for driving these key initiatives aren’t considering an early exit?
This document contains information from a presentation on employee engagement and satisfaction. It includes:
1) Lists of the top contributors to employee satisfaction and engagement according to different studies, such as meaningful work, caring leadership, and appreciation.
2) Assignments for leaders to improve engagement, such as rebuilding trust after mistakes, identifying truth-tellers on their team, and focusing on their impact on employees.
3) Questions for managers to know the answers to for their direct reports to better understand them and their work.
4) A suggestion to continue "re-recruiting" current employees through ongoing engagement efforts like coaching, acknowledging life events, and investing in their first year on the job.
5 fatal problems with performance reviewsGloboforce
The document discusses problems with traditional performance reviews, including that they are often seen as inaccurate, focus too much on negatives, and don't provide frequent enough feedback. Research cited finds over half of employees see reviews as inaccurate and most say they do not motivate improved performance. The root causes identified include reviews having an unclear mission, being an outdated process, having fuzzy goals, lacking sufficient data, and issues with objectivity, development opportunities, and frequency of feedback. The document proposes crowdsourced feedback as a solution, where employees provide peer feedback throughout the year to give a more holistic and frequent assessment.
3 ways leaders can help ease workplace stress and avoid employee burnout.pdfJIGAR UNDAVIA
Leaders can help ease workplace stress and avoid burnout by showing gratitude, checking in frequently with employees, and building resilience. A survey found high levels of burnout, stress, and loneliness among employees working from home during the pandemic. Improving psychological safety requires leaders to acknowledge the toll on employees and shift to a more human-centered approach through regular appreciation, weekly check-ins, and long-term efforts to strengthen resilience against future crises. Building psychological safety now can help organizations recover from the pandemic and create a culture where employees feel safe to contribute their best work.
The document discusses the results of a survey on motivation. It aimed to understand what motivates employees to stay with an organization and what influences their job satisfaction and commitment. The survey found that while basic needs like breaks and time off were met, respondents were dissatisfied with salaries. Safety needs were partially met through working conditions, but job security was uncertain. Esteem factors like recognition motivated many employees. Relationships influenced motivation, but HR support was lacking. Self-actualization through career growth and doing one's best work also motivated employees. In conclusion, the survey showed motivation comes from fulfilling multiple needs and serving both intrinsic and extrinsic motivators.
The document presents the results of a questionnaire given to 50 employees of private sector banks to assess their job satisfaction. Most employees reported being strongly or completely satisfied with working at their organization and would recommend it. They agreed that their job provides learning opportunities and they have the necessary tools, training, and recognition. While communication and salary were areas needing some improvement, employees felt positively about their supervisors and career prospects. In conclusion, the majority of bank employees reported being completely satisfied in their roles.
In this original Cornerstone OnDemand research, we take on the question of whether one bad apple can really spoil the whole bunch when it comes to “toxic employees” in the workplace.
Leveraging econometric analysis of a dataset of approximately 63,000 hired employees spanning approximately 250,000 observations, this report looks not only at the measurable costs of toxic behavior such as sexual harassment, theft and fraud, but also other, equally damaging and harder-to-measure costs. The
report examines these indirect costs closely, looking particularly at the toll toxic employees take on co-workers, and concludes that these costs create an even larger financial burden on businesses than the direct impact of an employee’s misbehavior.
The document discusses why employees are often disengaged at work and offers solutions to improve engagement. It finds that meeting employees' core needs for physical renewal, feeling valued, having focus, and finding purpose can significantly boost performance. Companies that invest in these areas, like Costco, see benefits in the form of higher productivity, loyalty and lower turnover. Small changes like encouraging breaks, limiting meetings, and rewarding empathy can make a difference in how energized and inspired employees feel at their jobs.
Survey after survey indicates most employees are disengaged at work. These results are across all industries. Naturally, there’s a lot of advice about ways to improve employee engagement. Much of this information is relevant and useful. In this webinar, we look at feedback and its relationship to employee engagement levels.
Research suggests that more feedback boosts engagement levels.
Feedback can be positive or constructive. Employees say over and over again in surveys that they want more feedback, both positive and constructive.
We explore the relationship between engagement levels and feedback frequency in this webinar.
This comes from Dr. Tim Baker's latest book: Mastering Feedback: A Practical Guide for Better Leadership Conversations.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
10 steps to keeping employees engaged and motivatedMarcelo Marasso
The document outlines 10 steps to keeping employees engaged and motivated:
1. Clearly define your vision and ensure employees understand goals and direction.
2. Get feedback from employees on their needs and provide necessary tools and support.
3. Communicate goals and changes well through various channels, and ensure employees understand objectives to reduce uncertainty.
The full document provides further details on each step such as providing praise, treating employees fairly, making work fun, giving attention to high-potential employees, and implementing incentive programs. The overall message is that engaging and appreciating employees through various strategies can significantly improve performance, engagement, and retention.
Simplified presentation of a larger effort which has proven to be very effective in tying together Engagement, Lean, Leadership, and several Quality influences and outcomes. The great miss of most organizations is disregard for or minimalising the importance of people and their influence on profitability, competitiveness, sustainability (of organization and even whole industries), while obsessing over materials (commodities) costs (which remain the same for all competitors).
While the majority of disengaged workers end up looking for work elsewhere, leading to healthy turnover in their organizations, the “prisoners” stay put and impede progress, said the human-resources consulting firm in a recent white paper based on case studies of its clients.
Proko's Guide to Positivity and Effective Employee EngagementLeeWills3
Proko allows your employees to easily share good things about your culture and career opportunities, or simply acknowledge the people that are making work great.
Create e-cards and other sharable assets that employees can select, personalize, and share.
Import content to an easy-to-use, customizable microsite.
Track sharing activity and leverage those insights for future employer branding and employee advocacy activities.
Website: https://www.proko.co/product
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Managing remote teams effectively requires pausing to evaluate the physical and emotional well-being of team members, taking an inventory of their environmental and technical needs for working from home, and establishing clear communication methods and boundaries. Regular check-ins, both individually and with the entire team, are important to maintain connections and monitor progress while working remotely. Managers should focus on outcomes over micromanaging, provide opportunities for social interaction, and be flexible, patient and empathetic during this difficult time.
Could your workplace culture be toxic at least in the eyes of some employees without you even knowing it? Perhaps not, but it's best not to leave that to chance. A toxic workplace damages people, productivity and your future ability to attract good employees. Here's what you need to know.
In this presentation, we cover the 5 signs of a disengaged employee. These are some of the things Business Leaders need to keep in mind when trying to engage and retain their employees.
The most successful companies are often de ned by the revenue they generate, the perks they o er, and the positive publicity they receive. But what about employee satisfaction and retention? How do you ensure the talented individuals responsible
for driving these key initiatives aren’t considering an early exit?
This document contains information from a presentation on employee engagement and satisfaction. It includes:
1) Lists of the top contributors to employee satisfaction and engagement according to different studies, such as meaningful work, caring leadership, and appreciation.
2) Assignments for leaders to improve engagement, such as rebuilding trust after mistakes, identifying truth-tellers on their team, and focusing on their impact on employees.
3) Questions for managers to know the answers to for their direct reports to better understand them and their work.
4) A suggestion to continue "re-recruiting" current employees through ongoing engagement efforts like coaching, acknowledging life events, and investing in their first year on the job.
5 fatal problems with performance reviewsGloboforce
The document discusses problems with traditional performance reviews, including that they are often seen as inaccurate, focus too much on negatives, and don't provide frequent enough feedback. Research cited finds over half of employees see reviews as inaccurate and most say they do not motivate improved performance. The root causes identified include reviews having an unclear mission, being an outdated process, having fuzzy goals, lacking sufficient data, and issues with objectivity, development opportunities, and frequency of feedback. The document proposes crowdsourced feedback as a solution, where employees provide peer feedback throughout the year to give a more holistic and frequent assessment.
3 ways leaders can help ease workplace stress and avoid employee burnout.pdfJIGAR UNDAVIA
Leaders can help ease workplace stress and avoid burnout by showing gratitude, checking in frequently with employees, and building resilience. A survey found high levels of burnout, stress, and loneliness among employees working from home during the pandemic. Improving psychological safety requires leaders to acknowledge the toll on employees and shift to a more human-centered approach through regular appreciation, weekly check-ins, and long-term efforts to strengthen resilience against future crises. Building psychological safety now can help organizations recover from the pandemic and create a culture where employees feel safe to contribute their best work.
The document discusses the results of a survey on motivation. It aimed to understand what motivates employees to stay with an organization and what influences their job satisfaction and commitment. The survey found that while basic needs like breaks and time off were met, respondents were dissatisfied with salaries. Safety needs were partially met through working conditions, but job security was uncertain. Esteem factors like recognition motivated many employees. Relationships influenced motivation, but HR support was lacking. Self-actualization through career growth and doing one's best work also motivated employees. In conclusion, the survey showed motivation comes from fulfilling multiple needs and serving both intrinsic and extrinsic motivators.
The document presents the results of a questionnaire given to 50 employees of private sector banks to assess their job satisfaction. Most employees reported being strongly or completely satisfied with working at their organization and would recommend it. They agreed that their job provides learning opportunities and they have the necessary tools, training, and recognition. While communication and salary were areas needing some improvement, employees felt positively about their supervisors and career prospects. In conclusion, the majority of bank employees reported being completely satisfied in their roles.
The document discusses employee turnover, which is defined as employees leaving a company. It examines factors that influence turnover like work stress, job dissatisfaction, and work-life conflict. The research was conducted at Temple Packaging Pvt. Ltd. in Daman & Diu, India and found that productivity decreases due to turnover. It also found that most employees agree that work stress and geographical location impact decisions to stay at a company. Suggestions are provided to reduce turnover like providing advancement opportunities, transportation assistance, and involving employees in decision-making.
The document provides information about a presentation on stress management given at Rana Milk Foods. It discusses definitions of stress from past research. Stress management involves tools and techniques to reduce stress and its impacts. Hans Selye viewed stress as neither entirely positive nor negative. Rana Milk Foods was established in 2004 and processes milk into products under the Royal brand. The presentation objectives were to study stress reasons, effects on performance, and stress removal methods among management. A survey was conducted using convenient sampling of 100 respondents at Rana Milk Foods to analyze stress levels and impacts. The findings showed some employees experienced depression, worried about colleagues, and felt stress sometimes.
The document discusses stress management and defines stress management as tools, strategies or techniques that reduce stress and its negative impacts on mental or physical well-being. It provides background on stress research over the last 100 years and definitions of stress from researchers like Hans Selye. The document also includes a case study that analyzed stress levels and causes among 100 employees at a company, finding that workload, long hours and meeting targets were top stressors and over 70% of employees felt frustrated due to excessive stress. Suggestions to address stress included redesigning jobs, offering yoga/meditation, and better work scheduling.
Job satisfaction is influenced by relationships with supervisors, work environment, and fulfillment in work. Managers can measure satisfaction through surveys to identify issues and improve conditions to increase productivity and retention. While genetics influence happiness levels, managers can shape environments to encourage satisfaction through challenging work, fair rewards, and supportive colleagues and conditions.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
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.
Satisfaction of employees, informal leaders, team, relationshipsmail888275
Satisfaction of employees
Identification of informal leaders in the enterprise team
Determining the attitude of employees to their immediate superiors
Identification of relationships along the management vertical hierarchy - the attitude of employees to higher management
Satisfaction with work, working conditions, motivation
The document discusses stress management in the workplace. It provides definitions of stress from researchers like Hans Selye who saw stress as not entirely negative. The document then outlines a study conducted among 100 employees at a company to understand sources of stress. The study found that over 50% of employees experienced work-related stress due to high workload. It was also found that over 70% of employees felt frustrated due to excessive stress. The document provides recommendations to help reduce stress through measures like yoga, scheduling work appropriately, and creating more awareness about stress management.
The coronavirus crisis has had a tremendous impact on workforces in the UK, as it has in many nations around the world. Rules put in place to slow the spread of the infection have resulted in a mass transition to remote working, rewriting the idea of ‘normalcy’ and forcing many businesses to adapt in the face of new challenges. At Tiger, we wanted to learn more about how employers and employees are reacting to this unprecedented event to help shed light on an uncertain situation.
The document discusses moving employee engagement efforts into a new era by committing to lasting and meaningful change. It argues that engagement is not just an annual survey project, but rather an ongoing strategic initiative that requires attacking it from all angles throughout the year. The document provides tips for advanced data analysis, such as conducting a drivers analysis to identify the survey questions that have the biggest impact on engagement. It also stresses the importance of tailoring engagement efforts based on segmentation of employee groups.
Employee engagement and its impact on career developmentJyothiMSW
This document provides an introduction, literature review, rationale, objectives, methodology, findings, and references for a study on employee engagement and its impact on career development at R L Fine Chem Pvt. Ltd. The study used surveys and interviews to understand how factors like work focus, energy, and pride influence employee engagement. It also examined how engagement affects career growth opportunities and benefits. Key findings included that over half of employees felt committed to the company and agreed their supervisor mentors for professional growth. The majority also agreed the organization supports career development through programs and an employee strategy.
Workers in the automotive sector feel less happy and meaningful in their work compared to 2012. They are more focused on financial rewards and more likely to be in contract/temporary roles. While many have changed jobs in the past year, most intend to change jobs again this year and actively look for opportunities even when happy in their current role. This indicates a deeper frustration with their work rather than mere dissatisfaction. Providing a sense of progress and meaning can help increase worker satisfaction and retention. Few workers who change jobs are truly satisfied by their new role as the job often differs from expectations or lacks advancement opportunities. Finding the right fit between workers' interests and jobs is important for engagement. Workers value flexibility, transparency from managers, and
- The document is a study on employee motivational practices conducted by Kanika Jain for her MBA.
- The objectives of the study are to study existing motivational practices, identify employee satisfaction levels, suggest ways to increase motivation, and identify the organization's motivational processes.
- A questionnaire was administered to 60 employees selected randomly from various departments to collect primary data, and secondary data was collected from sources like journals and company materials.
- The findings show that employees are moderately satisfied with incentives but promotion motivates most. Involvement in decision-making and benefits need improvement. Suggestions include improving policies, benefits, incentives, and including employees in decisions.
- The document is a study on employee motivational practices conducted by Kanika Jain for her MBA.
- The objectives of the study are to study existing motivational practices, identify employee satisfaction levels, suggest ways to increase motivation, and identify the organization's motivational processes.
- A questionnaire was administered to 60 employees selected through random sampling to collect primary data, and secondary data was collected from sources like journals, magazines, newspapers and websites.
- The findings show that employees are moderately satisfied with existing incentives but promotion opportunities motivate most. Suggestions include improving policies, benefits, incentives, and involving employees in decision-making. The conclusion is that motivation leads to benefits like cost savings and productivity,
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.
This document discusses performance appraisal, stress management, and the findings of a survey on these topics. The key points are:
1) A survey found that most respondents felt performance management was clearly defined, but some did not. It suggested improving communication and feedback to address this.
2) The survey also found not all factors impacting performance were considered in appraisals. It recommended regularly gathering employee feedback to improve the system.
3) Respondents were unclear if their performance improved due to the system or other factors. The suggestion was to better communicate with employees about their performance.
The Value of Employee Engagement to Improve Veterinary Practices Oculus Insights
Dr. Mike Pownall, of Oculus Insights, presented at the AAEP 2018 Annual Convention in San Francisco on the use of Employee Engagement to improve practice culture, productivity, profitability and client loyalty.
This document outlines an "escape plan" from employee disengagement and lack of alignment. It identifies 9 causes of disengagement: stagnation, no alignment, lack of support, budget issues, poor management, siloed HR, disrespect, broken promises, and lack of leadership. For each cause, it summarizes relevant research and proposes ways to improve engagement, such as focusing on learning and development, strengthening company values and mission, prioritizing employee well-being and strengths, increasing recognition spending, providing positive feedback, integrating talent strategy, and improving leadership communication. The overall message is that addressing the root causes of disengagement requires treating employees as partners through clear vision, relationships, flexibility and regular communication from all
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1. UNDERSTANDING STRESS IN THE WORKPLACE
CREATED BY JAMES BRODIE FROM BUDDHA TRAVEL
An anonymous small sample survey totalling 51 respondents sourced from across Facebook, LinkedIn & Twitter. Predominately UK based
respondents from across all working ages ranges & employment types.
(from solos entrepreneurs to companies employing more than 150 people.)
2. OUR MANAGEMENT:
35.29%
29.41%
7.84%
19.61%
7.84%
“Our Management believes that employees & workers are
the most important asset in our business“
Surprisingly 35% of respondents did NOT AGREE with this statement.
Most of the 35% being employed rather than solo entrepreneurs & the
largest proportion of these being people work in companies that
employee 150 or more people.
21.57%
47.06%
7.84%
15.69%
7.84%
Strongly Agree Agree Neutral Disagree Srongly Disagree
“Our Management believes that it is beneficial to have quality time away from the
workplace, where I can switch off“
Considering there is so much discussion around the impact of pressure & stress in the workplace on
worker’s mental health, it is shocking that almost a THIRD of respondents DO NOT support this
statement! There still remains much to do to educate & inform workers & managers on the
negative impact workplace related stress has on morale & productivity
Taking time to NOT be focused on work is healthy & management should be encouraging people to
make this a priority
3. KNOWING MY VALUE:
“I feel that I am a valued member of the team“
It is great to see that the majority of respondents feel that
they are valued in their workplace, but there are still 30% of
workers who DO NOT feel valued & of these 5 people that
strong disagreed with this statement.
When we asked “I enjoy my work?“ 76.5% of respondents agreed or strongly agreed.
Enjoying one’s work & having a good work-life balance is an important step on the path to managing your own workplace stress & maintaining good mental health.
27.45%
43.14%
1.96%
17.65%
9.80%
17.65%
50.98%
5.88%
17.65%
7.84%
Strongly Agree Agree Neutral Disagree Srongly Disagree
“I know I am
good at my job
because I have
clear goals &
objectives.“
29.41%
47.06%
11.76%
5.88% 5.88%
Strongly
Agree
Agree Neutral Disagree Srongly
Disagree
35.29%
47.06%
3.92%
9.80%
3.92%
“I clearly understand
what my duties &
responsibilities are.”
It is interesting that generally the people who disagree or
strongly disagree with these 2 statements work for larger
employers. It is surprising that 31% people DO NOT seem to
work with clear objectives & goals & 17% suggest they DO
NOT understand their job role. Being able to measure &
review one’s performance is a robust way to identify
training or coaching needs, make staff more confident in
what they do & enable the work place more inclusive, ALL
of which in turn helps alleviate stress & improves
productivity
4. WORK HOURS:
When we asked the question “I feel under pressure to work long
hours because other people in my workplace are working long
hours?“
71% of respondents claim that they do NOT feel pressured to work long
hours, so that still leaves more than a quarter, who do feel the pressure to
work more hours than they might otherwise do.
If we look at some of the other responses to questions about working hours.
People are working more hours than perhaps they should or realise!!
5.88%
23.53%
9.80%
45.10%
15.69%
Strongly Agree Agree Neutral Disagree Srongly Disagree
29.41%
39.22%
1.96%
21.57%
7.84%
Strongly
Agree
Agree Neutral Disagree Srongly
Disagree
When questioned almost 70% of
respondents claimed “to regularly work
more hours than they should”
39.22%
29.41%
0.00%
21.57%
9.80%
Strongly
Agree
Agree Neutral Disagree Srongly
Disagree
Almost 70% of respondents agreed or
strongly agreed with the statement ”I
regularly find myself checking
emails, dealing with clients and
completing other work related tasks
outside of normal working hours”.
Only 25% of workers who took part stated
they do not “find myself thinking
about work problems even when I
am supposed to be relaxing.”
25.49%
49.02%
1.96%
15.69%
7.84%
Strongly
Agree
Agree Neutral Disagree Srongly
Disagree
5. UNDER PRESSURE:
When we asked about “enough
hours in the day to do all the
things that I must do”, 75%
people felt that they had much more
to do than they could fit into the
working day.
.
We asked people if they “are actively
encourage to leave the workplace
on time.” Surprisingly ONLY around
40% stated that they that this happened
with almost 50% disagreeing or strongly
disagreeing with the statement.
29.41%
45.10%
3.92%
13.73%
7.84%
Strongly Agree Agree Neutral Disagree Srongly Disagree
11.76%
29.41%
9.80%
33.33%
15.69%
43.14%
21.57%
19.61%
15.69%
The boundaries between where the workplace begins & ends
can be seen here! We asked people about the use of their
personal mobile as a work related tool.
“My personal mobile device is also used for work
related social media, emails, texts & calls.”
65% of people stated that there personal mobile is used for
work. How can one leave work in the workplace?!
6. CHALLENGE:
17.65%
45.10%
5.88%
25.49%
5.88%
Strongly Agree Agree Neutral Disagree Srongly Disagree
We asked the question “When something I do at work is successful, it is
acknowledged and I am given credit.” It is genuinely encouraging to see that
almost 70% of people believe their contribution is acknowledged. We appreciate that
we did not clearly defined the term “credit”, so this could represent a simple “Thank
You”, employee of the month award or some kind of bonus or pay increase.
Interestingly of the remaining 30% the majority came from larger organisation
employing 80 plus people.
13.73%
47.06%1.96%
29.41%
7.84%
Here we asked if people are you
“comfortable in honestly talking
about the things & tasks they find
challenging & how this makes me
feel”, & the results would indicate that
there is still a large proportion of people
who DO NOT feel able to this in the
workplace with their managers
27.45%
45.10%
7.84%
13.73%
5.88%
It interesting to see that when we asked “I
Can talk to my line manager about
something that has upset or annoyed
me about work” people were more
inclined to agree with this statement with
key words of “annoyed” & “upset” as
apposed to a similar one where the key
words were “challenge” & “ how this makes
me feel”.
27.45%
41.18%
1.96%
21.57%
7.84%
Strongly Agree Agree Neutral Disagree Srongly Disagree
Again when we asked about people’s
confidence in “sharing any problems
with a manager” almost 70% of people
felt that this was something they could do!
7. CONTROL
27.45%
25.49%
1.96%
21.57%
7.84%
Strongly Agree
Agree
Neutral
Disagree
Srongly Disagree
Here we asked people if they are “able to control my
workflow & set my own priorities”. Over 50% of
people have said they can. This a positive outcome.
Although almost 30% of people felt they could NOT
influence this, that may simply be the type of role they
are working in or the culture of the company for whom
they work. Being able to influence one’s own work flow
does have a real positive impact in respect of morale &
productivity, but we acknowledge it is not always a viable
option.
19.61%
29.41%
9.80%
29.41%
11.76%
Strongly Agree
Agree
Neutral
Disagree
Srongly Disagree
When we asked people if they are “supported by
Management & given training on managing people,
difficult situations & technology.“ there seems to be
a 50/50 split that is shown to affect all business sizes
including solo entrepreneurs. SME’s should be making use
of the services provided by Local Enterprise Agencies such
as BBF or OxLEP to help address any skills shortages. They
often provide free training or dedicated training solutions
from their partnership programmes. Workers who do not
believe they have the right skills for their job are less
engaged, struggle with performance & ultimately this has a
negative outcome on the customer experience.
When we asked “I feel that there are too many
deadlines at work & at home that are difficult
to meet.” 43% of people indicated that this was the
case, but it is equally interesting to see that almost
another 40% believe that this is not the case. There can
be a number of factor influencing this including non-
workplace scenarios.
21.57%
21.57%
17.65%
33.33%
5.88%
Strongly Agree Agree Neutral Disagree Srongly Disagree
8. ATTITUDE:
21.57%
56.86%
3.92%
13.73%
3.92%
Strongly Agree Agree Neutral Disagree Srongly Disagree
When we asked people about their attitude to work in the question “I always adopt a positive
approach to work related tasks & challenges?” it is surpassing to see that 11 respondents
did not reactive positively to this statement!
We have not ascertained the reasons for this negative approach, but it is concerning that this 22%
of the work force from across all age ranges & all company sizes feel this way.
There can be a variety of work place factors that influence this outcome & we have covered some
those in the proceeding sections.
9. BENEFITS OF ANNUAL LEAVE:
Almost everyone surveyed agreed that “employees that are rested, relaxed & recharged are more productive.” The problem seems to be that for many of us creating time where
work-place activities is not at the fore is the real challenge. As workers & employees, we need to be proactive in ensuring that we make this happen, but equally as managers and employers we
have a duty of care to ensure that our teams & staff are taking annual leave and not working unduly long hours to get the job done as a norm,.
78.43%
19.61%
1.96%
Strongly Agree Agree Neutral Disagree Srongly Disagree
10. ANNUAL LEAVE
17.65%
29.41%
9.80%
21.57%
21.57%
Strongly Agree Agree Neutral Disagree Srongly Disagree
Almost 50% of people we asked agreed or strongly agreed with the
statement “I find it difficult to make time for my annual leave
or to relax and enjoy this holiday time because of
workplace pressures.”
13.73%
52.94%
13.73%
11.76%
7.84%
“I am actively encouraged to organise taking my annual
leave. I never have to cram it all in at the end of the year.”
It is disappointing that 44% of respondents did not agree with this
statement. As employees annual leave is an legal entitlement that you
should be encouraged & supported in taking properly, where you have
no work commitments. Equally, it was surprisingly that only 2 solo
entrepreneurs answered this question with disagree or strongly disagree.
As self-employed people it is more challenging to find & create
downtime away for one’s business, but becoming burnt-out as a result of
not planning breaks & holiday in the end is not productive & will not
sustain a business long term.
The survey suggests that there is a lack of understanding the value &
benefits to business of workers making the most of their annual leave &
holiday entitlements. It appears this is a problem across all sectors &
company sizes.
9.80%
37.25%
11.76%
25.49%
15.69%
On a ratio of 24:21 people stated that they “find
thinking about & planning how to use my
personal time is stressful as work gets in
the way.” Once more this questions is re-
enforcing the ideas that holiday time (& personal
time) is secondary to the workplace. When in fact it
is equal & when well used is complimentary &
beneficial to workplace productivity.
11. AFFIRMATIVE ACTION
17.65%
49.02%
13.73%
15.69%
3.92%
Strongly Agree Agree Neutral Disagree Srongly Disagree
We asked if “Talking about holiday time, activities & experiences creates an instant morale boost
in the workplace”. Surprisingly 33% of people do not identify with this concept. Generally, at work we do
not spend 8 hours a day focused purely on work. As much as we are expected to leave our personal life at home
(although, we are not expected to leave our work life in the office), conversations relating to non-work subjects
are healthy. They allow for improved understanding between colleagues, create morale & support stronger more
agile teams. Also, the mind will continue to work on challenging subject even when engaged in casual discussion
thus meaning people become better problem solvers.
17.65%
43.14%
17.65%
17.65%
3.92%
We asked if “It will be beneficial if I can have access to
wellness professionals & coaches to support in managing
stress more effectively.” It is interesting to see that 20 (40%)
respondents did not agree or strongly agree with this statement.
Considering when we asked about training elsewhere in this survey,
50% of respondent indicated they DO NOT get adequate support in this
area, it seem strange that 40% of respondent in this question do not
indentify the value of being supported with coaching services, that
might assist them in being better able to meet the challenges the
work place throw in our direction.
12. CONCLUSIONS
Its clear that there are many great things happening in the workplace to make workers more resilient & agile. However, this small sample survey indicates that there
is still quite a long way to go to make ALL workplaces “worker friendly” & for the impact of undue stress taken seriously by all.
The survey suggest there are still many people, who are not fully engaged with their workplaces. Equally, it suggests that there is some way to go in educating
managers about the benefits of a building valued, engaged & resilient team members. There are a number of factor contributing to this:
• Consistently working LONG HOURS, whether by design or by default: Workers seem to be working significantly more hours than they should & so become less
productive. This in turn becomes a vicious cycle of longer hours means less productivity that means more hours are worked. This itself can build a culture
associated with PRESENTEEISM, where worker cannot take out. Workers that are Not rested are less engage, less able to perform & often have a negative attitude.
• COMMUNICATION has to be a two way street: The surrey shows that there is still some way to go in having free flowing conversations in the workplace around
challenges, concerns, goals, objectives & employee value. Creating a workplace structure where there is a regular performance review can only enhance the work
place experience. It will add focus to workers, develop training strategy, instil trust in managers & empower workers. Even for solo entrepreneurs setting goals &
having business reviews creates anchors in that business that make it thrive. Equally, it is important in organisation big or small to celebrate the success of
workers, all these smaller positive elements add up to delivering a better whole.
• Managing one’s WORK-LIFE BALANCE: Knowing the points between where work begins and ends are becoming less clear. Smart-phones & other technology allow us
to be connected with work 24/7, but doing this is NOT healthy for body or mind. It appears that we are expected to work well past leaving the workplace. For the
vast majority of workers there should be no need to work more than your contracted hours, but increasingly this seems to be happening.
From BUDDHA TRAVEL’s perspective, we can actively assist in building wellness & resilience in your teams, through working as part of you organisations
benefits programme to support you staff in making the most of their valuable annual leave & other holiday time. Workers that have access to defined
“downtime”, where they become rested, relaxed, recharged & can leave the worries of the workplace behind them, will return more engaged, more
dynamic, better able to handle the daily challenges, better problem solver & more productive. A healthy engaged work force will drive your business
success & create better customer engagement & loyalty.
13. THANK YOU!
NB: one respondent from OX26 answered all questions “strongly disagree”, as this is a small sample survey this data has been included in the outcomes,
but we accept this may not be a genuine respondent.