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?
American business is losing its war on customer engagement.
As a quick reminder on why we took up arms in the first place, it was June 2013 when Gallup first released its State of The American Workplace study that revealed only 30 percent of the nation's workers were fully engaged in their jobs.
Since then, companies have gone on to launch all kinds of well-intended missions, campaigns and strategies, all with the goal of upending apathy, discontent – and the low discretionary effort too often displayed by their rank and file employees.
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.
Closing the gender wage gap is a key priority for many organizations—for reasons that go far beyond fairness. Research shows that gender-diverse companies are more likely to outperform than their less diverse peers, and establishing an equitable pay policy is an important step forward. Gender diversity—or lack thereof—can affect employer brand, and proposed changes to U.S. pay equity legislation are also driving urgency.
But in spite of considerable attention from both government and business, the wage gap has only improved by 8% in the last 20 years. What’s slowing down progress, and what can employers do about it?
In this webcast, workforce intelligence expert Josie Sutcliffe will review findings from a new study based on workforce data from large U.S. employers. In this webcast, you'll get:
Insights into why the gender wage gap really exists—and why equal work for equal pay alone won’t close the gap
Answers to key gender-equity questions about promotion rates, resignation rates, and compensation
Recommended ways for employers to increase pay equity
Join us to discover how you can use workforce intelligence to increase the chances of meeting your gender equity goals and create a long-term strategy for success.
Office Hours: Top Tips on How to Create an Effective Open Door Policy for You...QuekelsBaro
Learn how to build an open door policy remotely using remote office hours. Overcome communication and collaboration challenges that hinder your team's success.
American business is losing its war on customer engagement.
As a quick reminder on why we took up arms in the first place, it was June 2013 when Gallup first released its State of The American Workplace study that revealed only 30 percent of the nation's workers were fully engaged in their jobs.
Since then, companies have gone on to launch all kinds of well-intended missions, campaigns and strategies, all with the goal of upending apathy, discontent – and the low discretionary effort too often displayed by their rank and file employees.
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.
Closing the gender wage gap is a key priority for many organizations—for reasons that go far beyond fairness. Research shows that gender-diverse companies are more likely to outperform than their less diverse peers, and establishing an equitable pay policy is an important step forward. Gender diversity—or lack thereof—can affect employer brand, and proposed changes to U.S. pay equity legislation are also driving urgency.
But in spite of considerable attention from both government and business, the wage gap has only improved by 8% in the last 20 years. What’s slowing down progress, and what can employers do about it?
In this webcast, workforce intelligence expert Josie Sutcliffe will review findings from a new study based on workforce data from large U.S. employers. In this webcast, you'll get:
Insights into why the gender wage gap really exists—and why equal work for equal pay alone won’t close the gap
Answers to key gender-equity questions about promotion rates, resignation rates, and compensation
Recommended ways for employers to increase pay equity
Join us to discover how you can use workforce intelligence to increase the chances of meeting your gender equity goals and create a long-term strategy for success.
Office Hours: Top Tips on How to Create an Effective Open Door Policy for You...QuekelsBaro
Learn how to build an open door policy remotely using remote office hours. Overcome communication and collaboration challenges that hinder your team's success.
The traditional annual performance review is frozen in time. Employees dread it, and employers feel the same way. Its problems are structural and serious. Can it be saved?
There is hope! Crowdsourcing is a terrific way to revitalize the stale performance review and make it relevant to your talent management and culture. In this webinar, Jennifer Sartor and Darcy Jacobsen from Globoforce will discuss how to debunk the myths surrounding the traditional review, and build a smarter performance management system that:
Uses social recognition to inject new life into the troubled traditional performance review.
Offers managers new insight into performance, based on crowdsourced data.
Provides a vision for 2020 that realigns performance management with top-level business objectives.
Join us as we explore this fascinating topic.
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.
Employee Disengagement Is a Disease: Ten Stats You Should Know about Today’s ...Prysm
This new data exposes why employee disengagement has grown to pandemic proportions, costing companies billions in lack of productivity and employee turnover.
Xerox surveyed over 5,000 people regarding their optimism in the workplace, including over 800 healthcare workers. See the results and learn why optimism is so “healthy.”
French law mandates at least five weeks of vacation. Australia provides both paid maternal and paternal leave. Denmark breeds work-life balance into their culture.
So why is American so out of touch? In stark contrast to these balanced regimes, Americans continue to pander through the workday. We extend our hours, snack on sad desk lunches, and forgo vacation to get ahead. But science says there’s a fatal flaw in our system…
Today, 70 percent of the American workforce is disengaged. The rat race mentality has left us sleepwalking through life — and it’s time to wake up. Join Joe Mechlinski, New York Times Bestselling author and speaker, as he introduces science into the great work debate. Joe will show you how to become better in tune with your three brains (head, heart, and gut) to help reshape your thinking, motivation, and behaviors to find greater fulfillment at work.
The Regus Work-Life Balance Index, which surveys over 16,000 professionals in more than 80 countries, has registered 24% rise between 2010 and 2012. This is a positive indication that now even more workers globally believe that conditions are improving and that measures are being taken to help them successfully manage to balance their personal and their work time.
The Regus Index calibrates work-life harmony by combining a number of different factors, both ‘soft’ indicators such as feelings of enjoyment, sense of achievement and satisfaction with the amount of time spent at home, and ‘hard’ factors such as working hours and additional duties in order to monitor real improvements in the lives of professionals all over the globe. In 2012, some 61% of business people globally feel that their work-life balance has improved since 2010. Although a positive majority, this figure still has considerable room for improvement as the decade advances.
Learn the results of our five-year research study that examined the impact of people problems at hundreds of companies around the world. Find out how they manage their people problems and how your company’s strategies and tactics compare.
Xerox surveyed over 5,900 people regarding their optimism in the workplace. See the results and learn why optimism is so important for business success.
Catch Me If You Can: Flexible working and its impact on recruitment and reten...Regus
Not so long ago, flexible working was the province of senior managers who lived a long way from headquarters, and salespeople. Now, in the minds of many, it is an essential part of any attractive job. It has become a major differentiator when choosing between new job possibilities; and it is a key factor in keeping people engaged and satisfied in their current organization.
Not so long ago, the idea that an employee could connect anytime, anywhere, was seen as a revolution in work–life balance. Your smartphone could turn wherever you were into your mobile office.
But now many believe this unlimited connectivity has gone too far. Studies have concluded that late-night smartphone use has an adverse effect on employee productivity and engagement. But newly enacted email policies intended to mandate unplugging don’t address the root cause of the problem: wasted time from inattentive management.
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.
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
The traditional annual performance review is frozen in time. Employees dread it, and employers feel the same way. Its problems are structural and serious. Can it be saved?
There is hope! Crowdsourcing is a terrific way to revitalize the stale performance review and make it relevant to your talent management and culture. In this webinar, Jennifer Sartor and Darcy Jacobsen from Globoforce will discuss how to debunk the myths surrounding the traditional review, and build a smarter performance management system that:
Uses social recognition to inject new life into the troubled traditional performance review.
Offers managers new insight into performance, based on crowdsourced data.
Provides a vision for 2020 that realigns performance management with top-level business objectives.
Join us as we explore this fascinating topic.
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.
Employee Disengagement Is a Disease: Ten Stats You Should Know about Today’s ...Prysm
This new data exposes why employee disengagement has grown to pandemic proportions, costing companies billions in lack of productivity and employee turnover.
Xerox surveyed over 5,000 people regarding their optimism in the workplace, including over 800 healthcare workers. See the results and learn why optimism is so “healthy.”
French law mandates at least five weeks of vacation. Australia provides both paid maternal and paternal leave. Denmark breeds work-life balance into their culture.
So why is American so out of touch? In stark contrast to these balanced regimes, Americans continue to pander through the workday. We extend our hours, snack on sad desk lunches, and forgo vacation to get ahead. But science says there’s a fatal flaw in our system…
Today, 70 percent of the American workforce is disengaged. The rat race mentality has left us sleepwalking through life — and it’s time to wake up. Join Joe Mechlinski, New York Times Bestselling author and speaker, as he introduces science into the great work debate. Joe will show you how to become better in tune with your three brains (head, heart, and gut) to help reshape your thinking, motivation, and behaviors to find greater fulfillment at work.
The Regus Work-Life Balance Index, which surveys over 16,000 professionals in more than 80 countries, has registered 24% rise between 2010 and 2012. This is a positive indication that now even more workers globally believe that conditions are improving and that measures are being taken to help them successfully manage to balance their personal and their work time.
The Regus Index calibrates work-life harmony by combining a number of different factors, both ‘soft’ indicators such as feelings of enjoyment, sense of achievement and satisfaction with the amount of time spent at home, and ‘hard’ factors such as working hours and additional duties in order to monitor real improvements in the lives of professionals all over the globe. In 2012, some 61% of business people globally feel that their work-life balance has improved since 2010. Although a positive majority, this figure still has considerable room for improvement as the decade advances.
Learn the results of our five-year research study that examined the impact of people problems at hundreds of companies around the world. Find out how they manage their people problems and how your company’s strategies and tactics compare.
Xerox surveyed over 5,900 people regarding their optimism in the workplace. See the results and learn why optimism is so important for business success.
Catch Me If You Can: Flexible working and its impact on recruitment and reten...Regus
Not so long ago, flexible working was the province of senior managers who lived a long way from headquarters, and salespeople. Now, in the minds of many, it is an essential part of any attractive job. It has become a major differentiator when choosing between new job possibilities; and it is a key factor in keeping people engaged and satisfied in their current organization.
Not so long ago, the idea that an employee could connect anytime, anywhere, was seen as a revolution in work–life balance. Your smartphone could turn wherever you were into your mobile office.
But now many believe this unlimited connectivity has gone too far. Studies have concluded that late-night smartphone use has an adverse effect on employee productivity and engagement. But newly enacted email policies intended to mandate unplugging don’t address the root cause of the problem: wasted time from inattentive management.
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.
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
Much progress has been made in the area of mental health in the last several years; talking about it openly and honestly has become more commonplace, and governments and businesses have recognised that they have a major role to play in helping people look after their mental wellbeing.
The Workplace Mental Wellbeing Audit helps businesses and other organisations understand the mental health of their employees and in turn take steps to help them. This report from the CIPR, PRCA and ICCO surveys 559 PR professionals through their networks, with the aim to understand
specifically the mental wellbeing of those working in the PR and Communications industry, the impact of coronavirus has had and changes over time.
Take the Work-Life Quiz: Know what you need to know to be effective
How do you stack up on key work-life knowledge? Do you know the cutting edge information about work-life topics such as workplace flexibility, health and wellness or culture change initiatives? How can you create effective work-life efforts that meet the unique needs of your organization as part of your total rewards strategy? Take the work-life quiz to learn the fact-based information needed for success. Understand misconceptions and erroneous assumptions that challenge common wisdom. This presentation will provide critical work-life research and statistics to assist you to create effective work-life strategies as well as communicate the benefits of these initiatives to employees, managers and senior leaders. The work-life strategy of RSM McGladrey will be featured including their successful approaches to solve difficult work-life problems and situations.
How to 10X Your Influenceby Joseph Grenny, David Maxfield, A.docxpooleavelina
How to 10X Your Influence
by Joseph Grenny, David Maxfield, Andrew Shimberg
named The Change Management Approach of the Year
by MIT Sloan Management Review
influencer
How to 10X Your Influence 2
Our Serious Problems Are Rooted in Human Behavior
The U.S. financial sector has some of the most sophisticated risk
assessment technologies and most sound regulatory policies of
any nation in the world. Yet from 2003 to 2007 the world watched
a number of this country’s most mature financial institutions
fling themselves off a fiscal cliff. And this in spite of the fact that
the capital markets had experienced a catastrophic “bubble”
just seven years earlier. How could this happen? How could our
behavior diverge so profoundly from painfully recent knowledge?
Unfortunately, the trend doesn’t stop in the financial sector.
In fact, the knowing/doing gap pervades every sector of the
economy and every facet of our lives. For example, this year U.S.
healthcare organizations—some of the finest in the world—will
harm hundreds of thousands of patients by making millions of the
same mistakes they’ve been making for decades. How could this
happen? And why will more than three-fourths of management
innovations like Six Sigma, process reengineering, mergers and
acquisitions, and major IT investments continue to fall far short of
their potential for improving results?
And why, with our abundant knowledge about human health, are
we running headlong toward illness? We live in an age—for the
first time in human history—when the leading causes of death
in developed countries are, at some level, consensual. It is not
a failure of knowledge that increases our risks of suffering from
heart disease or cancer—it is a failure of human behavior.
Planetary problems like terrorism, global warming, and the AIDS
epidemic make the point just as profoundly. Some of the most
important problems facing the human race escalate through
human behavior. And why?
Because we lack influence.
In a world filled with never-ending streams of new advances in
technology and improvements in leadership methods, problems
that can be solved with an invention, a well-delivered speech,
or an influx of capital and equipment have already been solved.
If articulating an argument or writing a check will eliminate a
challenge, you can bet that challenge has already been put to rest.
However, chronic, persistent problems can’t be solved so easily.
That’s because they’re rooted in human behavior, and behavioral-
based challenges typically won’t go away with a single potent
intervention. Unless and until we develop far more effective ways
of thinking about and exerting influence on human behavior, we
will never solve the most profound and persistent problems in our
organizations, our personal lives, and our world.
Why Quick Fix
Solution
s Fall Short
Unfortunately, we live in a quick-fix world full of people who are
gimmicked into believing that a simple so ...
A Proactive HR Approach To Workplace Stress ManagementBernie McCann
A Presentation to Human Resources Committee of a local Chamber of Commerce to illustrate the "big picture" of organizational development approaches to managing stress in the workplace.
Developing Emotional Intelligence Skills for High Performance CulturesHuman Capital Media
More and more of the leading executives are creating high performing cultures with mindfulness. There is a very simple reason for this: in the modern business, EQ is more important than IQ. EQ, or “emotional intelligence,” is highly trainable through a variety of mindfulness and positive psychology techniques.
Join Whil, the leaders in digital mindfulness training, to find out:
What mindfulness training is and how to bring it to your employees
The secrets of the emotional intelligence and leadership training born at Google
How to unleash the leadership potential in your team, including millennials
How mindfulness can help your employees thrive, in the face of of stress and disruption
All attendees will get a free special eBook and a subscription to Whil’s digital training platform, featuring thousands of training programs based in neuroscience, mindfulness and positive psychology.
John Grant BETTER human friendly systemsgreenormal
Wellbeing/Sustainability 2.0 is about creating positive human wellbeing by creating and facilitating systems; with employees, customers and society. A conference presentation based on the thinking in John Grant's new book BETTER.
John Grant BETTER human friendly systemsgreenormal
Conference presentation on 'Wellbeing 2.0' the shift from individual education to designing human friendly systems - whether in workplace, markets, supply chains, society...
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. STRESS AND PRODUCTIVITY REPORT
2
About this report
The most successful companies are often defined by the revenue
they generate, the perks they offer, 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?
The era of single careers is over. With employee turnover
at an all-time high, companies everywhere are starting to look
internally to address the problem. In fact, 87% of HR leaders consider
employee retention a primary concern, according to research
by Kronos and Future Workplace. However, competing priorities
and lack of resources often suspend employee retention initiatives.
Hiring new employees is not only time-consuming, but also costly.
Recruiting the best talent has evolved into a highly competitive
and expensive market, costing US companies $160 billion a year.
3. STRESS AND PRODUCTIVITY REPORT
3
Perks that used to attract the best talent are no longer
compelling for job seekers. Today, job candidates from entry-
level to executive levels are more concerned with opportunities
for learning and development than any other job aspect.
In fact, 46% of millennials left their job due to poor career growth
in 2015. If an employee doesn’t see growth or development
opportunities in their current role, consider them gone.
Managers simply don’t have time to devote to employee
development. With the constant barrage of communication
channels and pressure to perform increasing, managers
are struggling to stay afloat—let alone dedicate time
to employee coaching and career advancement.
Like their managers, employees are constantly bombarded
with unactionable noise and inefficient processes
that require long workdays and little reward. Between
incessant notifications and waiting for others to get work
done, productivity plummets and employees are left
wondering if their job is worth losing sleep over.
As frustration grows between employees not receiving
the attention they deserve, poor productivity, and managers
drowning in deadlines and emails, emotional resilience
wears thin and breeds burnout. If companies aren’t headed
toward improving employee satisfaction and retention,
talented and ambitious individuals head for the door.
This report examines how stress is impacting
employees, managers, and their work.
4. STRESS AND PRODUCTIVITY REPORT
4
Survey methodology & demographics
49%
68%
24%
13%
18%
51%
32%
45%
Male US
45-60
60+18-29
Female UK 30-44
This study was conducted using SurveyMonkey Audience from July
12-15, 2018 with a sample of 1,613 adults in the US and UK.
Respondents are office workers, ages 18-64 and work full-time.
Q: What is your gender? Q: What country do you live in? Q: What is your age?
*Note that totals may not add up to 100% due to rounding.
5. STRESS AND PRODUCTIVITY REPORT
5
Table of contents
Stress: The silent productivity killer 6
Stressed workers vote with their feet 8
Stress is a team effort 9
The bitter and expensive truth behind burnout 11
Does American culture glorify stress? 12
Stress and turnover 13
The cost of stress-related turnover 14
Managers must foster good communication habits 15
Stress is a slippery slope 17
High stress baselines lead to more stress 18
Adopting habits to manage stress 19
Can flexible hours save workers? 20
How to prevent stress-induced burnout 21
6. STRESS AND PRODUCTIVITY REPORT
6
50%
0%
20%
10%
30%
40%
Q: What is your average level of stress at work?
US UK
Stress: The silent productivity killer
Overall, 94% of workers experience stress at work, and almost
a third say their stress is high to unsustainably high.
The US and UK have fairly similar answers regarding stress
in the workplace. About 40% of respondents in both regions
report “moderate stress.”
5% 6%
No stress Low Moderate stress High Unsustainably high
27%
30%
41%
Approximately 23% in the US say their stress levels are “high but
sustainable” and about 21% in the UK say the same. Most worrisome
are the 6% of US respondents and 3% of UK respondents who say
their stress is “unsustainable.”
23%
21%
6%
3%
39%
7. STRESS AND PRODUCTIVITY REPORT
7
Some stress has its benefits. A little stress helps people overcome
challenges and focus, providing the energy they need to get through
an important presentation or approaching deadline. This is known
as “optimum stress.”
However, “chronic stress” is ongoing and affects both quality of work
and home life. Over a quarter of respondents report a decline in work
quality due to stress. 54% report stress from work negatively affects
their home life at least once a week—some say everyday. Over 50%
also experience sleep loss.
“We’re under the misguided presumption that more work leads
to more productivity when the opposite is actually true—chronic
stress eats away at any chance for a productive workplace, or high
employee engagement,” says Dr. Leah Weiss, author of How
We Work: Live Your Purpose, Reclaim Your Sanity, and Embrace
the Daily Grind and professor at Stanford University. “Chronic
stress undermines culture and leads to fatigue, anxiety,
and confusion about priorities.”
“The neuroscience on the matter is clear—chronic stress hijacks finite
cognitive resources. Smart organizations understand the importance
of stress management on the collective, team, and individual
levels—they are thereby able to deploy their human capital where
it is needed rather than squandering it unnecessarily,” she adds.
Stress Curve
Source:
Integrated Medicine Institute
Inactive
Laid back
Peak
performance
Fatigue/ Tension
Poor sleep, irritability, worry
Exhaustion
Anxiety, panic, anger,
depression, sleeplessness
Breakdown
Lasting disease/infections, heart
attack, cancer, diabetes, etc.
STRESS LEVEL
PRODUCTIVITY
Too little stress
(underload)
Too much stress
(overload)
BurnoutOptimum stress
8. STRESS AND PRODUCTIVITY REPORT
8
Stressed workers
vote with their feet
Workers are rapidly realizing the consequences
of stress are detrimental to their health,
and are leaving their jobs because of it. In fact,
over half of respondents looked for a new job
and 25% report they’ve quit a job due to stress.
As companies continue to support overworking,
workers remain silent and keep their emotional
frustration buttoned up at work. Few seek advice
or assistance at work to reduce stress.
Workers are more likely to quit or seek
professional help than confront their employer
about their stress levels, according to our survey.
As employee satisfaction declines and stress
continues to rise, there is no way of knowing
who’s at risk of walking out the door.
Searched for
a new job
Been unable
to sleep
I’ve stopped caring /
“Checked out”
Taken unplanned
time off
Taken it out on my
friends/family
Lost my temper
at work
Quit a job
Asked for a raise
Threatened to quit
Sought professional help
for stress management
Filed complaints through
official channels
None of these
Q: At any point during your career, which of the following have
you done due to stress at work? (select all that apply)
0% 60%40%20%
56%
54%
46%
39%
38%
35%
25%
18%
16%
15%
12%
9%
9. STRESS AND PRODUCTIVITY REPORT
9
Stress is a team effort
What’s causing all this emotional turmoil? It turns out
the top stressors are breakdowns in teamwork.
Team members
not pulling
their weight
on projects
28%
Poor
communication
39%
Bottlenecks,
waiting
on others
to take action
25%
10. STRESS AND PRODUCTIVITY REPORT
10
With remote offices rising in popularity and the ability
to communicate across time zones easier than ever,
the working world is completely saturated with
communication channels. Inefficient collaboration is now
the key driver of stress in the workplace. In fact, 29%
of respondents report using seven to more than 16
applications to complete their work in a single day.
Sources of stress differ by company size. Employees at larger
companies feel stressed because of poor collaboration,
whereas employees from smaller companies feel stressed
as a result of their individual workload. “I’m overloaded” ranks
higher on the list of top work stressors than “bottlenecks”
for respondents from smaller firms (1,000 employees or less).
Since collaboration takes place across several
platforms, such as email, instant messaging, meetings,
and conference calls, there’s no place to consolidate
feedback and ideas. Forgotten deadlines and lack
of accountability lead to a spike in workplace stress.
While stressors are similar across company size,
workers at smaller firms find “I’m overloaded”
as a bigger stressor than those at larger firms. Large companies
(1,000+ employees)
Smaller companies
(<1,000 employees)
50%
0%
20%
10%
30%
40%
Q: What are your top stressors at work?
Poor
communication
Team members
not pulling
their weight on
projects
Bottlenecks,
waiting on
others to take
action
Unrealistic
deadlines
I’m overloaded
23%
27%
26%
21%
27%
25%
40%
27%
41%
40%
11. STRESS AND PRODUCTIVITY REPORT
11
It’s no surprise chronic stress leads to employee burnout.
Over a quarter of employees report that if their stress
levels don’t change, they will burn out in the next 12
months. In fact, 46% of HR leaders say employee burnout
is responsible for up to 50% of their annual workforce
turnover, as reported in a study by Kronos Incorporated
and Future Workplace.
Looking at international differences in our survey, 59%
of Americans say they’ve been unable to sleep due to stress
at work, compared to just 42% of UK respondents. Some
18% of Americans say they’ve sought professional help with
stress management, while just 10% of UK respondents say
the same. This may be rooted in the culture of stoicism
and stigma around mental health in the UK.
As employees begin to accept stress as a way of life,
work interest and effort decline, and productivity suffers.
Almost half of workers say stress at work has caused them
to “check out” or stop caring at some point in their career.
Checked out employees cost companies $450 to $550
billion in lost productivity every year, according to Gallup.
The bitter and expensive truth behind burnout
Q: At any point during your career, which
of the following have you done due to stress
at work? (select all that apply)
Searched for
a new job
Been
unable
to sleep
Lost my
temper
at work
I’ve stopped
caring /
“Checked out”
Taken it
out on my
friends/
family
Taken
unplanned
time off
0% 80%60%20% 40%
53%
43%
46%
US UK
42%
31%
29%
26%
60%
59%
37%
46%
32%
12. STRESS AND PRODUCTIVITY REPORT
12
Workers in the US were 83% more likely than UK
repondents to say “a little bit of stress can help me focus
and get work done.” Similarly, UK respondents were more
than twice as likely to say “stress causes me to shut down
and be unproductive.”
It raises the question: Do Americans really want to get rid
of their stress, or is it a point of pride?
As Meredith Fineman writes in the Harvard Business
Review, US workers love to brag about how busy we are.
Interestingly in our survey, Americans were still 60%
more likely than UK respondents to report that they don’t
let work stress them out. This begs the question: Are
Americans being realistic with themselves about stress
and how it impacts them?
Does American culture glorify stress?
Q: Which statement best describes your relationship
with stress productivity?
Stress causes
me to shut
down and be
unproductive
I can handle
some stress, but
my work quality
suffers
Stress affects me
personally but
doesn’t affect my
work or work habits
A little bit of stress
can help me focus
and get work done
My best work
comes from high
stress situations
I don’t let work
stress me out
0% 40%30%10% 20%
US UK
8%
21%
20%
33%
5%
11%
18%
30%
23%
19%
3%
7%
13. STRESS AND PRODUCTIVITY REPORT
13
Stress and turnover
28%
6%
4%
24%
38%
High but sustainable
Unsustainably high
No stress
Low, but present
Moderate stress
Successful companies with higher revenue often have employees
who deal with higher levels of stress. If left unchecked, super
high levels of stress can trigger employee turnover, which affects
companies’ bottom line.
About one third of employees from companies with over $51
million in revenue say they deal with high to unsustainably high
stress everyday. Additionally, 11% of employees from companies
with over $51 million in annual revenue report stress from work
negatively impacts their home life every day.
This perpetual impact on home life is causing employees from
successful companies to head for the hills. Of the 11% who say
that work negatively impacts their home life every day, 77.5% report
having looked for another job as a result of stress, and nearly half
(45%) have actually quit their job.
Q: What is your average level
of stress at work?
(companies with $51+ mil in revenue)
14. STRESS AND PRODUCTIVITY REPORT
14
The cost of stress-related
turnover
Although 11% may not sound like much, the cost of dealing
with this group’s high levels of stress are staggering. Say
11% of employees at a company of 1,000 are experiencing
the negative impacts of stress at home every day.
Of these 110 employees, 50 decide to quit due to stress
(45% of this group). From lost productivity to onboarding
and hiring costs, a company typically spends about 75%
of an employee’s annual salary to replace them.
If these 50 employees were making $60k a year before they
quit, hiring replacements will cost $2.25 million.
Employee replacement cost factors:
Time spent filling the vacant position
Hours/weeks in lost productivity before the employee
leaves
Time coworkers and the manager/supervisor combined
will need to compensate for the vacant employee
(overtime, added shifts, etc.)
Number of hours in lost productivity resulting from
orientation and training of a new hire
Time spent on admin and hiring tasks (advertising,
resume screening, interviewing, onboarding)
Source: Society of Human Resource Management
15. STRESS AND PRODUCTIVITY REPORT
15
Managers must foster good
communication habits
Stress levels will continue to rise if managers don’t change
how work is conducted. But how are managers expected
to improve their teams’ stress when they are drowning
in poor communication practices themselves?
Some 36% of managers spend anywhere from six to 15
hours in meetings a week, and 62% spend two to four hours
in email every day, according to our survey. That’s a total
of 98% of managers spending 40% to 87% of their work week
on communication alone. In fact, 78% admit they spend too
much time in meetings instead of doing actual work.
Spending valuable time in meetings and responding to email
versus producing results takes a toll on managers. Findings
reveal 26% of managers’ work stress levels are high and 6%
are unsustainably high.
Often communication is not translating into actionable
work. Managers need to cut back on their habitual response
to scheduling meetings and evaluate the quality and intent
of their communication. It’s time for managers to ask
themselves, “Do I really need to have this meeting?”
Managers are crucial for career development
Managers grow from different types of activities, according
to the 70-20-10 rule for leadership development.
70% from job related experiences
20% from interactions with others
10% from formal education events
While this model is specific to leadership development,
it is relevant for workers in terms of their own growth
and how their managers are impacted when they
are unable to follow this rule.
Communication overload for managers means they have
less time to develop talent on their teams.
This can lead to stagnation of work quality and turnover
for workers who feel they’re no longer learning
and growing.
Source: Center for Creative Leadership
16. STRESS AND PRODUCTIVITY REPORT
16
Infographic:
Should we have a meeting?
So many corporate employees spend their workday bouncing from
meeting to meeting. In many organizations, the de facto method
of getting anything done has become “let’s meet about it.”
Can we do anything about meeting overload?
Maybe. Use this handy decision tree to determine whether
you should have a meeting or not.
Check out the full decision tree here!
17. STRESS AND PRODUCTIVITY REPORT
17
Stress is a slippery slope
When asked about daily stress levels, 67% of respondents
report their average stress levels range from moderate
to unsustainably high. These same respondents
are 84% more likely to say receiving an email or text
message from a superior outside of work hours—a now
common occurrence—has a high impact on their stress
level compared to respondents who experience lower
stress on a daily basis.
Receiving notifications for upcoming meetings
and important deadlines is an integral, inevitable part
of the modern work lifestyle. However, those with higher
stress levels have a much lower tolerance for the way their
manager conducts work.
18. STRESS AND PRODUCTIVITY REPORT
18
Receiving work with unrealistic deadlines is another common
occurrence at most companies. However, the effect on workers varies
drastically depending on their standard stress level. High-stress
workers are 38% more likely to claim these occurrences have a high
impact on their stress than their less-stressed counterparts.
High stress baselines lead to more stress
As such, searching for missing information is exceedingly stressful
for someone who is already operating on a higher stress plane. In fact,
“Being unable to locate information I know I’ve seen in the past” is 54%
more likely to have a high-pressure impact on high-stress workers.
80%
0%
40%
20%
60%
Q: The following events have a high impact on my stress level: Individuals with no
to low stress
Individuals with
moderate to high stress
18%
32%
Receiving email or text
messages from a superior
outside of work hours
Notifications of new
emails or messages
during work
Being unable to locate
information I know I’ve
seen in the past
Receiving assignments
with unrealistic
deadlines
Too much time spent in
meetings and not enough
time to do actual work
19%
42% 44%
69%
22%
37%
27%
10%
19. STRESS AND PRODUCTIVITY REPORT
19
Adopting habits
to manage stress
Most work stress is manageable through the adoption
of management best practices and technology. Ensuring
employees take time off to recharge and encouraging
them to disconnect after hours helps reduce stress.
A work management solution eliminates information silos
and makes key work information easy to locate across
an organization. This will help reduce the stress caused
by being unable to locate information needed to get work
done for both managers and workers.
High-stress workers are 24% less likely to “agree” their
managers accurately understand their workload. This type
of technology also gives management a better picture
of each team member’s workload and capacity, thereby
reducing the risk of stress-induced burnout.
With this level of improved visibility, managers
can distribute work appropriately and easily see project
statuses without interrupting team members for updates.
Laying down the law
In 2017, France adopted a “right to disconnect” law to help
workers find work-life balance, and protect them from
after-hours email.
The law requires firms with 50 or more employees to agree
with their workforce on out-of-office email policies.
Sourcе: CNN
20. STRESS AND PRODUCTIVITY REPORT
20
Flexible work hours and remote work opportunities
can also lower stress and improve retention. Respondents
with moderate to high stress are 19% more likely to say
flexible hours or working from home would help reduce
their stress.
Women are also 20.5% more likely than men to agree
that flexible work hours or working from home would
reduce their stress.
In fact, companies that support remote work have 25%
lower employee turnover than companies that don’t,
according to research from Owl Labs and TINYpulse.
Work management solutions harness virtual collaboration,
making it possible to work from anywhere at anytime.
Can flexible hours save workers?
Q: The option to work from home would reduce my stress
80%
0%
40%
20%
60%
AGREE
Women Men
63%
52.2%
21. STRESS AND PRODUCTIVITY REPORT
21
How to prevent stress-induced burnout
In today’s job-seeker world, burnout is one of the top reasons
for turnover in organizations. Managers are stressed because
they’re too distracted by technology and tied up in meetings to focus
on actual work or establish reliable work management processes.
Employees are stressed because they can’t disconnect, and they
don’t feel supported by their managers or teammates. As stress
turns chronic, talented employees start looking for a way out.
With poor communication as the culprit, it’s critical to change
the way teams collaborate and how work is managed. Consolidating
collaboration makes it easy for managers to oversee ongoing
projects and workloads so no one feels overwhelmed. Missing
information is no longer an issue because all approvals, sign-offs,
and edits are done in one place. Workflow automation can reduce
bottlenecks and increase accountability amongst team members.
Stress is inevitable, but it’s not uncontrollable. Taking
the steps to reduce stress and burnout by improving
collaboration will encourage the most talented employees
to show up to work everyday… and stay there.
22. Find out now
How much will you
save with Wrike?
Try our interactive calculator to discover
how Wrike can help your team save time,
reduce stress, and increase productivity.
Conquer stress before it costs you.
Automate repetitive processes
Gain easy access to key information
Create clear deadlines
Establish definite workflows
Make meetings matter
Work from anywhere