 Workplace bullying is harmful, targeted behavior that happens at work. It might be spiteful, offensive, mocking, or intimidating. It forms a pattern, and it tends to be directed at one person.
Workplace bullying includes:
But criticism meant to intimidate or humiliate would be considered bullying. Existing federal and state laws only protect workers against bullying when it involves physical harm or when the target belongs to a protected group, such as people living with disabilities. Since bullying is often verbal or psychological in nature, it may not always be visible to others. Identifying workplace bullying Bullying can be subtle. One helpful way to identify bullying is to consider how others might view what’s happening. Or, if noticing it to someone else, how you would feel if these things were happening to you. Types of bullying
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Menstrual health is a crucial workplace concern. It’s time to normalize conversations about menstruation and menstrual health in the workplace to better support women. Why is this important?
Barriers to Career Progression: Despite being a natural part of life, menstruation can act as a barrier to career advancement and overall well-being for many women. In a survey done by the Chartered Institute of Personnel and Development, more than half of respondents have missed work due to menstrual symptoms, yet nearly half of them didn’t disclose the real reason to their managers due to embarrassment or fear of trivialization. Lack of Organizational Support: While employees seek support from their organizations, only around one in 10 actually provide it. Addressing this issue starts with normalizing conversations around menstrual health. Remember, menstruation is a natural part of many employees’ lives, and it shouldn’t hinder success or well-being. Let’s build supportive cultures that recognize and address menstrual health at work. How can workplaces better support menstrual health? Stop Using Derogatory Terms: It is not “that time of the month” and do not refer to women as being “grumpy” or “bitchy” or suggesting that they are because of “that time of the month.” Menstruation is a normal monthly occurrence for all women and should be treated as such: a normal medical occurrence. Implying that it is something to hide or be embarrassed about is just demeaning for all women. Flexible Work Arrangements: Allow employees to adjust their schedules during menstruation if needed. This flexibility can help manage symptoms and reduce stress. Access to Menstrual Products: Ensure that free or affordable menstrual products (such as pads, tampons, or menstrual cups) are available in workplace restrooms. This helps employees feel supported and reduces financial burden. Educational Workshops: Organize workshops or sessions to educate employees about menstrual health, debunk myths, and promote understanding. Knowledge empowers individuals to manage their health effectively. Wellness Programs: Incorporate menstrual health into workplace wellness programs. Consider offering yoga or relaxation sessions specifically designed for this. Private Spaces: Provide private and comfortable spaces for changing menstrual products or managing symptoms. Privacy is essential for employees’ dignity and well-being. Open Conversations: Encourage open conversations about menstruation. Normalize discussions around menstrual health, so employees feel comfortable seeking support when needed. As a manager, rather than ask why an employee calls out sick, offer comforting words of encouragement suggesting ways for the employee to come back to work without feeling undue stress. Supportive Policies: Develop policies that address menstrual health, including sick leave allowances for severe symptoms. Ensure these policies are communicated clearly to all employees. Remember, supporting menstrual health benefits not only women but also contributes to a more inclusive and compassionate workplace for everyone. Think of the worst supervisor you’ve had. Chances are someone comes immediately to mind. Is it your current supervisor? Why do you consider this person “the worst?”
Now, think of a situation where you had the best boss ever. It is harder to identify the best boss, isn’t it? Did you want to do a better job for the best boss vs the worst boss? Of course! The impact of a bad boss Unfortunately, it’s far more likely that the majority of our work life has been spent reporting to bad bosses. Bad owners/managers/bosses continue to dominate the landscape of corporate America and global business today. Despite the research and training available on effective leadership, there are too many bosses that employees consider “bad.” Gallup says 82 percent of managers fail. They are an epidemic killing off employee productivity, loyalty, creativity, and company profit. The worst bosses contribute to poor morale and bad attitudes, which lead to poor productivity, indifferent customer service, lower sales, and reduced quality of work and service. They have employee turnover problems and often have to coerce, bribe, or threaten employees to do things. In big companies, poor bosses stand on every step of the corporate ladder. In smaller organizations, the owners or key executives are often the culprits. In addition: 80 percent of employees say they get no respect at work. Less than 55 percent of Americans are satisfied with their jobs compared to 61.1 percent in the year 2000. I know what you are thinking, what about those awful bosses who get excellent results? Yes, it does seem that some managers do well in spite of the pitiful leadership practices. In fact, if you talk to enough people, you’ll find poor bosses and good bosses can both achieve organizational objectives. The difference is in the “how” and what happens long-term. Results are unsustainable because poor bosses sap employees’ commitment to their jobs. It's a sad picture, but it can change and is changing. The past two years since the pandemic have revealed what we want to see: the leaders who are really focused on the well-being of their employees vs the ones only focused on the bottom line. Start by looking at your team. The number one reason employees say they quit is because of unhappiness with their boss or their boss’ boss. Employees with bad bosses are four times more likely to leave than employees who believe they have good bosses. Bad Bosses (Toxic or negative workplace and lack of support): Commands and controls employees. Takes the credit for wins. Communicates ambiguity. Blames others for problems. Tells employees what to do with little or no input. Offers little training or coaching. Takes advantage of others. Overall, lacks empathy and humility. Good Bosses (Excellent working relationships and positive atmosphere): Listens and asks for employee input. Talks “We” and teamwork. |Engages through positive influence. Shares credit for wins. |Communicates with passion and clarity. Owns the problems. Provides ongoing training and development. Models the way or leads by example. Respects others as partners. Leads with integrity. Pulling it all together: We never really work for a bad boss. We go through the motions but really don’t give any quality to our jobs. But with a good boss, we show up and give our best work. Why? Because our boss communicates, appreciates, and supports us. If you are a manager at any level, how do you start to become a better boss? If you want your team to be better, you must become a better leader. So, keep learning: read leadership books, attend seminars and webinars, and get a personal coach. Ask for feedback and be willing to change. Do this consistently and apply new strategies immediately. As a result, you will accelerate your career success and that of your team. Bringing home a new pet is one of life’s most exciting experiences and many Americans appear to agree — 68 percent of households in the United States own a furry companion. Recognizing that our pets are important to us and part of the family, some companies are now offering their employees “pawternity” leave (also known as “furternity” leave.)
Pawternity leave acknowledges the growing role pets play in employees’ lives by giving them time off specifically for caring for a new baby pet, caring for their ill or injured fur friends, or for bereavement after a beloved pet dies. With millennials now representing the largest population in the workforce, as well as the largest population of pet owners (more than 35 percent), it’s easy to understand why more and more businesses are incorporating pawternity leave into their benefits packages. But don’t rush out to adopt pawternity perks as your company’s newest benefit just yet. Because it’s so new, what’s included in pawternity benefits varies widely from company to company. The types of animals covered by such policies fluctuate just as dramatically. Some companies include all types of pets for furternity benefits (even those that don’t technically have fur), while others offer leave for dogs and cats only. The concept of pawternity leave is catching on with more employers. A recent survey conducted by Nationwide and the Human Animal Bond Research Institute (HABRI) found that 91% of employees who work for companies with these types of pet-friendly policies are more engaged with their work. The number-one reason cited for adopting pet-related benefits is that it boosts employee morale. It shows heart and recognizes the important role pets play in many people’s lives, which translates to better employee engagement and retention. And that’s good for any business. Another advantage to the company: It may help you become an employer of choice when recruiting new employees, particularly millennials and Gen Zs searching for cutting-edge incentives since few businesses currently offer pawternity leave. Another potentially beneficial aspect of pawternity leave is that it has minimal financial repercussions for your business. Pawternity leave is simply a benefit that protects a person's position should they need to take a leave to be with their pet. It works this way: a person needs a week to be with their dog. If the employee doesn’t want to use PTO or sick time (or doesn’t have any remaining), then the employee can take a leave without pay and their job won't be in jeopardy. Zogics of Lenox, Mass. has a pawternity leave program and offers other benefits like discounts on pet insurance and a pet-friendly office. “Every day is take your dog to work day at Zogics [Pet Division], and more than half of our employees bring their four-legged friends to the office,” says CEO Paul LeBlanc. It’s because of policies like this that Zogics was recently named one of the Best Workplaces in America by Inc Magazine. The most obvious drawback to offering pet-related benefits is that, by definition, they’re not applied equally to all employees. For instance, if only half of your workforce owns pets, that means the other half won’t qualify for the extra time off or flexibility to work from home. If your firm is considering developing and implementing pawternity leave, there are some factors that should be considered. 1. What constitutes a pet? Defining this is the first hurdle you’ll need to clear before adopting pawternity leave. While cats and dogs are the most commonly owned pets, what about birds, bunnies, fish, rodents, snakes, lizards, and horses? What if an employee argues that their new goldfish needs help adjusting to its new home? Allowing leave for some types of pets and not others may leave you open to claims of favoritism. 2. How much time will be allowed in the policy? Just as HR policies have limits to sick days and vacation days, there should be limits to pawternity leave as well. For instance, an employee who fosters sick animals may cope with multiple animals passing away each year. Do you allow a day for each animal that dies, or just one day a year? Make sure you consider all angles and scenarios so that you’re not faced with excessive pet-based absences that may affect your business. 3. Does this benefit cover bereavement only? Or will you also provide days off or the flexibility to work from home upon the adoption of a new pet? What if their pet gets sick and they need to stay home? Whatever you decide, just make sure it’s clearly spelled out in your policies and employee handbook. 4. How many days will be available for bereavement? What about for new-pet adjustment? Again, the most important things to remember here are clarity and consistency. Communicate the specific number of days or the terms of any flexible arrangement allowed for each type of pawternity leave, and then apply your policy fairly to everyone. Do different needs allow for different amounts of time off? Taking care of a sick pet is different from bringing home a new puppy. 5. Will you offer pet health insurance? The American Pet Products Association's research shows a rise in spending on veterinary services. As the New York Times reported, some companies have started offering health insurance for employees’ pets as an additional benefit. 6. Is the policy unfair to other employees? Allowing extra time off for pet owners may leave employees who don't have pets feeling left out. The policy should take this into consideration to ensure employees are given approximately equal benefits as permitted by their contracts. Perhaps the easiest option is to be as generous with paid time off (PTO) as is financially feasible and to encourage employees to use their time as they need it. (This may require that you remind managers to control their judgmental comments about pet bereavement or puppy training.) You could also consider whether or not the employee can work from home and not use their PTO time at all. Other pet-friendly business strategies to consider may include:
Besides creating a new policy, there are many ways you can show your support for employees with pets. For example, you could welcome an employee’s new fur baby with a gift basket or kit that includes some treats and a toy, much like you would host a baby shower for a human child. Whether you want to incorporate a pawternity policy or are just looking for information about this new trend, it is a clear example of the changes that occur as society changes. Pawternity leave may just be a trend now, but in 10 years it may be standard practice in many industries and workplaces. Deciding whether or not to incorporate it can help a firm determine how it addresses its employees' needs both inside and outside the office. With a little creativity, the possibilities are endless. The workplace in 2021 requires employers to rethink priorities and development of necessary skill sets. Businesses should embrace a dynamic approach to reskilling talent as new skills become relevant and necessary.
No one knows what lasting effect the coronavirus will have on our economy. We have no idea the timeframes or the long-term repercussions on our businesses.
This disruption is testing everyone’s emotional and social operating system and functioning, which is better known as emotional intelligence. As Darwin deduced, those who survive “are not the strongest or the most intelligent, but the most adaptable to change.” It’s the responsibility of leaders to show empathy, optimism, and flexibility that will lead businesses out of this crisis. It may all come down to our ability to be problem-solvers. This crisis will probably not end in the next few weeks, and with so many people experiencing high anxiety, this could be a good time to refresh our emotional Intelligence Skills. Be Empathetic Keep in mind that this event is impacting everyone, not just you and your business. Remind yourself that you have no idea what someone else may be going through. Sensing that everyone is in a similar situation is a remedy for elevated levels of stress and pessimism that may only compound your frustration and ability to Solve Problems. Managers are often reluctant to delegate as many believe in the adage that “if you want something done right, you must do it yourself.” Although this may be true in some cases, a core component of leadership is getting work done through others.
Why do managers under-delegate? Although the number one reason why most managers under-delegate tasks is the fear of failure due to putting important tasks in someone else’s hands, there are other reasons too. Some feel that proper delegation takes longer than simply doing the task themselves, and others even question their own ability to choose the right person for the task. However, by realizing the benefits of delegation, it is possible to overcome these objections. Four benefits of delegation: 1. It keeps You from multi-tasking/taking on too many projects at once. Today’s managers are driven to succeed, and often take on more projects than they can handle alone. The fear of failure drives them to avoid delegation for fear that someone else will not get the job done correctly. When managers are juggling priorities at the same time, they are more likely to make mistakes. 2. It builds trust, open communication, and engagement among team members Another benefit of delegation has to do with building trust, a feeling of openness, and engagement among team members. Leaders who fail to delegate adequately often have employees who are afraid to take initiative or who feel apprehensive about bringing new ideas to the table. Managers who delegate tasks adequately help to build trust and that trust is driven even further when those managers remain open for communication and listening. 3. It stimulates creativity and develops skills in your team Those who give their team members the freedom to tackle delegated tasks in their own way are empowering their team and giving them a creative license. These employees become driven to succeed, not only for themselves and their own futures but also for the future of their employer. What’s more, this personal initiative can lead to creative breakthroughs, which can benefit everyone involved, and it helps team members build some very specific skills along the way. 4. It creates a positive business culture Perhaps the best reason to delegate tasks to others has to do with the type of business culture a leader hopes to create. Delegation helps to boost team morale, improve efficiency and productivity, and promotes enthusiasm, innovation, and cooperation. Although delegation is vital to the success of any company, it is important for managers to remember that it is not a way to push off unsavory tasks to others. What’s more, leaders should never micro-manage delegated tasks. They should delegate effectively and offer communication and support but allow for autonomy and creativity at the same time. Employment branding is the term commonly used to describe an organization's reputation as an employer and its value proposition to its employees, as opposed to its more general corporate brand reputation and value proposition to customers.
An employment brand is the market perception of what it's like to work for an organization. In other words, it's the image that your prospective, current and past employees have in their minds about the employment experience at your company. Employment strategies cover several components which often influence employee retention. Some strategies include:
To help build and/or improve on a brand, it is vital to consider the channel of how employment branding is marketed upon others. Some popular channels are the company’s website, media ads (television, radio, print), collateral materials such as brochures, appearances at job fairs, campuses, or at other types of sponsored or non-sponsored events. In today’s job market, employment branding is becoming important as the demand for skilled and talented workers increases. With the latest reliance on technology, the job searching and recruiting process has also impacted who is and who is not applying with particular organizations. The need for employment branding cannot be overlooked since it implies that hiring and retention rates may be stabilized. The goal is to make sure employees are satisfied, ensuring business goals are met, while being competitive and unique to one’s own core values. |
Boost Your BusinessMaria NovakI have over 35 years' experience in Marketing Small Businesses. Categories
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