If you have a suggestion to make in the workplace, do you make it or do you keep your mouth shut? Many people take advantage of their right to express themselves.
Fifty-seven percent of employees say they regularly make suggestions in the workplace, according to a survey by Right Management. In fact, 27 percent of employees report that they make more than 20 suggestions per year. Another 30 percent made at least 10 suggestions per year. Only 6 percent made no suggestions at all.
The poll, which was conducted on LinkedIn and included 614 participants from all over North America, found that the most vocal employees are those in management and C-level executives.
Other interesting findings were that number of suggestions does not vary by company size and sales people were the most likely to make suggestions at 50 percent followed by those in HR at 28 percent. In addition, workers ages 55 and over were more likely to make 10 or more suggestions at 76 percent as compared to their colleagues ages 25 to 34 at 51 percent. Women, at 61 percent, were also likely to make 10 or more suggestions as compared to men, at 46 percent.
"Our findings suggest a surprising number of employees go the extra mile by making suggestions in the workplace," says Deborah Schroeder-Saulnier, senior vice president of global solutions at Right Management. "At the same time, however, in our experience there is little evidence that companies really listen to employee suggestions—or, more important, try to benefit from their perspective and enthusiasm."
She advises that companies should not only listen to their employees, but make sure their ideas are acknowledged and acted upon.
Businesses need to remember that communication is a two-way street.
Showing posts with label workplace issues. Show all posts
Showing posts with label workplace issues. Show all posts
Saturday, March 13, 2010
Friday, March 12, 2010
What Will the New Workplace Look Like?
The economy changed the face of the workplace in 2009. More boomers continued working, delaying their retirement; organizations focused on performance and efficiency, expecting workers to do more with less; and technology made more mobile, 24/7 employees.
Expectations for learning changed also. Workplace learning and performance professionals were charged with the task of getting employee skills up to date, finding the company's key competitive advantage, and keeping employees engaged.
What will the workplace look like when the economic recession ends? What efficiencies gained during this cost-cutting economic downturn will emerge as new ways to do business in learning and development?
Expectations for learning changed also. Workplace learning and performance professionals were charged with the task of getting employee skills up to date, finding the company's key competitive advantage, and keeping employees engaged.
What will the workplace look like when the economic recession ends? What efficiencies gained during this cost-cutting economic downturn will emerge as new ways to do business in learning and development?
Thursday, February 18, 2010
Age Is Just a Number, Not a Title, Right?
How would you handle the fact that your boss is younger than you?
The question is one to ponder considering that 43 percent of workers ages 35 and older reported that they currently work for someone younger than them, according to a CareerBuilder survey.
Similar circumstances abound with different age groups. Fifty-three percent of workers ages 45 and older and 69 percent of workers ages 55 and older say their boss is younger than them.
Occasionally, this situation can create some friction between older and younger workers. Sixteen percent of workers ages 25 to 34 reported that they find it difficult to take direction from a boss younger than them.
However, the percentages go down as the ages go up. Only 13 percent of workers ages 35 to 44, 7 percent of workers 45 to 54, and a mere 5 percent of workers ages 55 and up agreed with the same statement.
Some of the reasons that were cited as creating tension between an older worker and a younger boss included micromanagement; playing favorites with younger workers; having a sense of entitlement; giving a lack of direction; and acting like they know more than the employee when, in fact, they don’t.
The question is one to ponder considering that 43 percent of workers ages 35 and older reported that they currently work for someone younger than them, according to a CareerBuilder survey.
Similar circumstances abound with different age groups. Fifty-three percent of workers ages 45 and older and 69 percent of workers ages 55 and older say their boss is younger than them.
Occasionally, this situation can create some friction between older and younger workers. Sixteen percent of workers ages 25 to 34 reported that they find it difficult to take direction from a boss younger than them.
However, the percentages go down as the ages go up. Only 13 percent of workers ages 35 to 44, 7 percent of workers 45 to 54, and a mere 5 percent of workers ages 55 and up agreed with the same statement.
Some of the reasons that were cited as creating tension between an older worker and a younger boss included micromanagement; playing favorites with younger workers; having a sense of entitlement; giving a lack of direction; and acting like they know more than the employee when, in fact, they don’t.
Friday, January 29, 2010
Visions of Better Vision
Employees may be thinking clearly about their work, but they may not be seeing quite as clearly. A WellPoint survey found that 40 percent of American workers have trouble with their eyesight while on the job. As a result, mistakes occur, and some of them are not caught right away and can cause unfortunate errors.
For example, 1 in 10 respondents reported sending emails to the wrong person or misreading a text message or a caller ID. According to the Vision Council of America, uncorrected vision can decrease employee performance by as much as 20 percent, and vision disorders can account for more than 8 billion dollars in lost productivity per year.
Making sure employees have the option of vision benefits so that they can get their vision checked regularly is a smart and easy way to manage this problem within the workplace.
For example, 1 in 10 respondents reported sending emails to the wrong person or misreading a text message or a caller ID. According to the Vision Council of America, uncorrected vision can decrease employee performance by as much as 20 percent, and vision disorders can account for more than 8 billion dollars in lost productivity per year.
Making sure employees have the option of vision benefits so that they can get their vision checked regularly is a smart and easy way to manage this problem within the workplace.
Friday, December 11, 2009
When Your Boss Is Too Boss to Keep It a Secret
Do you wish other people outside your company could know about your boss who goes above and beyond his responsibilities? Well, now there’s a new website for that very purpose. GetaGreatBoss.com is a recently launched site that reviews employers and highlights jobs that have great bosses. Potential candidates can read the reviews which are completed by current employees.
The website rating system is composed of professional online profiles with an employee review element. All reviewer responses are kept anonymous and all employers can follow up on any anonymous comment by starting a private online chat with the relevant employee in order to receive helpful feedback and improve upon their management styles.
Furthermore, if the boss likes the review, she can link it to a job ad for prospective applicants to read, or also to her resume for executive recruiters or head-hunters. If a boss does not like her results, she can choose not to share them with anyone.
“We're not here to penalize bad bosses but rather to celebrate great ones,” notes the site’s CEO Gavin Symanowitz.
Job applicants may also be more willing to be financially flexible if they know that they will be in good hands at their prospective place of employment.
"High-quality career-seekers are far more negotiable on salary if they know they will be working for a high-quality boss," says Symanowitz. "By showcasing their management skills, great bosses are therefore able to keep their staff costs down.”
The website rating system is composed of professional online profiles with an employee review element. All reviewer responses are kept anonymous and all employers can follow up on any anonymous comment by starting a private online chat with the relevant employee in order to receive helpful feedback and improve upon their management styles.
Furthermore, if the boss likes the review, she can link it to a job ad for prospective applicants to read, or also to her resume for executive recruiters or head-hunters. If a boss does not like her results, she can choose not to share them with anyone.
“We're not here to penalize bad bosses but rather to celebrate great ones,” notes the site’s CEO Gavin Symanowitz.
Job applicants may also be more willing to be financially flexible if they know that they will be in good hands at their prospective place of employment.
"High-quality career-seekers are far more negotiable on salary if they know they will be working for a high-quality boss," says Symanowitz. "By showcasing their management skills, great bosses are therefore able to keep their staff costs down.”
Friday, November 06, 2009
Getting the Most out of Your Meetings
Have you ever been sitting in a meeting just watching the clock tick?
Well, now there’s a product that measures exactly just how much money is being wasted during unproductive meetings.
From Bring TIM! LLC comes Bring TIM!®, a time management cost calculator and clock. Users simply enter the number of attendees and the average hourly rate, and then press the start button to begin calculating.
Brad Johnson, president and founder of Bring TIM! LLC, created this device out of his own experience with meetings that ran four hours or longer.
A light-hearted gift with a valuable lesson, this machine literally demonstrates the meaning of the expression, “Time is money.”
Bring TIM!® is available for order now from BringTim.com for $24.95 plus shipping and handling.
Well, now there’s a product that measures exactly just how much money is being wasted during unproductive meetings.
From Bring TIM! LLC comes Bring TIM!®, a time management cost calculator and clock. Users simply enter the number of attendees and the average hourly rate, and then press the start button to begin calculating.
Brad Johnson, president and founder of Bring TIM! LLC, created this device out of his own experience with meetings that ran four hours or longer.
A light-hearted gift with a valuable lesson, this machine literally demonstrates the meaning of the expression, “Time is money.”
Bring TIM!® is available for order now from BringTim.com for $24.95 plus shipping and handling.
Monday, October 26, 2009
Stealing Focus at Work
There is more at risk of being nabbed at work than just your lunch leftovers.
An OfficeTeam survey found that 29 percent of employees have had an idea stolen at work. Even more surprising is that 51 percent of these employees have done nothing about it in response.
In contrast, 26 percent of these employees spoke up to take credit for what was their idea while 13 percent told a manager and another 13 percent confronted the person who stole the idea.
One major reason behind this behavior could be a competitive and anxious workplace atmosphere due to the current job climate. Employees are eager to look like active and useful contributors, and may unconsciously pounce onto someone else’s idea.
OfficeTeam lists a few recommendations to prevent intellectual property theft in the workplace.
Firstly, give your manager regular status updates so that she is reminded of your ideas and their progress.
Also, look for patterns. Is one of your ideas being stolen a one-time occurrence, or is your work regularly attributed to others? This could be a sign that you are not assertive enough.
Finally, don’t act too hastily. If someone takes credit for your idea, make sure you hear his side of the situation. Similarly, if you are wrongfully given credit for someone else’s idea, make sure you clear up the situation to demonstrate your integrity.
An OfficeTeam survey found that 29 percent of employees have had an idea stolen at work. Even more surprising is that 51 percent of these employees have done nothing about it in response.
In contrast, 26 percent of these employees spoke up to take credit for what was their idea while 13 percent told a manager and another 13 percent confronted the person who stole the idea.
One major reason behind this behavior could be a competitive and anxious workplace atmosphere due to the current job climate. Employees are eager to look like active and useful contributors, and may unconsciously pounce onto someone else’s idea.
OfficeTeam lists a few recommendations to prevent intellectual property theft in the workplace.
Firstly, give your manager regular status updates so that she is reminded of your ideas and their progress.
Also, look for patterns. Is one of your ideas being stolen a one-time occurrence, or is your work regularly attributed to others? This could be a sign that you are not assertive enough.
Finally, don’t act too hastily. If someone takes credit for your idea, make sure you hear his side of the situation. Similarly, if you are wrongfully given credit for someone else’s idea, make sure you clear up the situation to demonstrate your integrity.
Friday, October 09, 2009
Engagement Loses Ground
Apparently having a job when many others don’t is no longer sufficient.
More than 50 percent of workers say their jobs are stagnant, according to a recent survey by DDI.
Among the reasons employees cited are having no room to advance, not being asked to do more, and not being challenged enough. The reasons are ironic given that many workers say they are burdened with too much work following layoffs and budget cuts.
Were it not for the abysmal job market, even more people would look to better horizons. Half of the respondents who said their jobs are stagnant plan to look for a new job when the economy recovers.
What the survey indicates above all else is that just because people are busier does not mean organizations should ignore engagement. It’s something leaders should focus on regularly.
The number of people who choose to do something else at work other than work is likely the same as it was 10 or 20 years ago. Social networking sites are just a new diversion for bored employees. Spring and summer fever is not new either. Twenty percent of employees called in sick as many as three times over the summer.
We should not read too much into the statistics and ignore the larger problem. Engagement of employees is an ongoing issue, not something that emerged in the Internet age. It is just as easy to ban use of the Internet, social media or personal phones as it is to find challenging roles and assignments for ambitious employees.
More than 50 percent of workers say their jobs are stagnant, according to a recent survey by DDI.
Among the reasons employees cited are having no room to advance, not being asked to do more, and not being challenged enough. The reasons are ironic given that many workers say they are burdened with too much work following layoffs and budget cuts.
Were it not for the abysmal job market, even more people would look to better horizons. Half of the respondents who said their jobs are stagnant plan to look for a new job when the economy recovers.
What the survey indicates above all else is that just because people are busier does not mean organizations should ignore engagement. It’s something leaders should focus on regularly.
The number of people who choose to do something else at work other than work is likely the same as it was 10 or 20 years ago. Social networking sites are just a new diversion for bored employees. Spring and summer fever is not new either. Twenty percent of employees called in sick as many as three times over the summer.
We should not read too much into the statistics and ignore the larger problem. Engagement of employees is an ongoing issue, not something that emerged in the Internet age. It is just as easy to ban use of the Internet, social media or personal phones as it is to find challenging roles and assignments for ambitious employees.
Actually Sick, or Just Sick of Working?
While we are entering flu season and people are lining up to be vaccinated, some employees may stay home because they just don’t feel like going to work. According to CareerBuilder’s annual absenteeism survey, 32 percent of employees have played hooky from work at least once this year under the pretense of being sick.
However, not all bosses are pointing fingers, or think that their staffs are lazy. Twenty-eight percent of employers reported that they think their workers are using fake excuses because they are burned out or stressed due to the recession.
Regardless, some employers are vigilant as to their missing people. Twenty-nine percent reported they have checked in on an employee who called in sick with 70 percent requiring a doctor’s note and 17 percent even driving by the employee’s house. Fifteen percent of employers have fired an employee for missing work without an acceptable excuse.
Twelve percent of employees who reported calling in sick said it was because of a work-related item such as missing a meeting, giving themselves more time to work on a project, or avoiding a supervisor or colleague. Other reasons for missing work included a doctor’s appointment (31 percent), needing relaxation time (28 percent), catching up on sleep (16 percent), running personal errands (13 percent), catching up on housework (10 percent), or spending time with family and friends. Nearly one-third of employees (32 percent) reported they didn’t feel like going to work that day.
The survey sample included 4,700 employees and 3,100 employers.
Employers shared some of the more unusual responses they’ve received from employees for missing work. Some of the more creative ones included:
“I hit a nun with my motorcycle.”
“A random person threw poison ivy in my face and now I have a rash.”
“I got sunburned at a nude beach and can’t wear clothes.”
“I got caught selling an alligator.”
“A bee flew in my mouth.”
“I’m just not into it today.”
However, not all bosses are pointing fingers, or think that their staffs are lazy. Twenty-eight percent of employers reported that they think their workers are using fake excuses because they are burned out or stressed due to the recession.
Regardless, some employers are vigilant as to their missing people. Twenty-nine percent reported they have checked in on an employee who called in sick with 70 percent requiring a doctor’s note and 17 percent even driving by the employee’s house. Fifteen percent of employers have fired an employee for missing work without an acceptable excuse.
Twelve percent of employees who reported calling in sick said it was because of a work-related item such as missing a meeting, giving themselves more time to work on a project, or avoiding a supervisor or colleague. Other reasons for missing work included a doctor’s appointment (31 percent), needing relaxation time (28 percent), catching up on sleep (16 percent), running personal errands (13 percent), catching up on housework (10 percent), or spending time with family and friends. Nearly one-third of employees (32 percent) reported they didn’t feel like going to work that day.
The survey sample included 4,700 employees and 3,100 employers.
Employers shared some of the more unusual responses they’ve received from employees for missing work. Some of the more creative ones included:
“I hit a nun with my motorcycle.”
“A random person threw poison ivy in my face and now I have a rash.”
“I got sunburned at a nude beach and can’t wear clothes.”
“I got caught selling an alligator.”
“A bee flew in my mouth.”
“I’m just not into it today.”
Tuesday, October 06, 2009
Attracting and Retaining the Mature Workforce
Just when you thought that Baby Boomers were exiting the workforce en masse, the economy went in the tank and the mature workers remained in the workplace. Some of the stereotypes about these workers haven't gone away either: Older workers can’t or won’t keep their skills current and older workers are not tech-savvy.
But as Minnesota Vikings quarterback Brett Favre showed in last night's Monday Night showdown with the Green Bay Packers, mature workers still have a lot of knowledge, experience, and heart to help their organizations succeed.
Does your organization have strategies to attract and retain older workers? Do you have a mentoring process in place that includes these invaluable employees?
Baby boomers are not leaving the workforce anytime soon, so you need to find ways to keep them engaged and ways to incorporate all generations into one workplace. The time is now.
But as Minnesota Vikings quarterback Brett Favre showed in last night's Monday Night showdown with the Green Bay Packers, mature workers still have a lot of knowledge, experience, and heart to help their organizations succeed.
Does your organization have strategies to attract and retain older workers? Do you have a mentoring process in place that includes these invaluable employees?
Baby boomers are not leaving the workforce anytime soon, so you need to find ways to keep them engaged and ways to incorporate all generations into one workplace. The time is now.
Thursday, September 17, 2009
Does Your Company Have Clear Expectations Regarding Diversity?
According to the Diversity and Inclusion in the Workplace survey results—commissioned by Capital H Group and released today—91 percent of managers and senior managers from DiversityInc Top 10 companies and a comparison group of Fortune 500 companies report that their organizations set clear expectations regarding diversity.
92 percent of those surveyed said their company's current diversity and inclusion practices have helped their organization's ability to attract and retain talent.
Does your company have a diversity policy? What is your company's definition of diversity?
One-third of respondents said their diversity policy only includes gender and race/ethnicity.
When you look for a job, is diversity an important factor in choosing which company to work for?
92 percent of those surveyed said their company's current diversity and inclusion practices have helped their organization's ability to attract and retain talent.
Does your company have a diversity policy? What is your company's definition of diversity?
One-third of respondents said their diversity policy only includes gender and race/ethnicity.
When you look for a job, is diversity an important factor in choosing which company to work for?
Friday, August 28, 2009
Office Buzz, Buzz: All Talk and No Substance
During this recession period of bailouts, downsizing, pay freezes, and similar signs of doom and gloom, it’s important to circle back in the workplace and really reach out to leverage engagement among employees, and value-add whenever possible in creating cutting-edge, customer-centric solutions. It is what it is.
Does the previous paragraph sound familiar in that there are a lot of hot-topic terms and expressions used but not much is actually being communicated or clarified? All the italicized words turn out to be some of the most overused terms in the world of business jargon.
In an Accountemps telephone survey of 150 senior leaders from 1,000 of the world’s largest companies, executives were asked, “What is the most annoying or overused phrase or buzzword in the workplace today?"
Some examples included:
• Viral: As in, "Our video has gone viral."
• Game changer: As in, "Transitioning from products to solutions was a game changer for our company."
• Disconnect: As in, "There is a disconnect between what the consumer wants and what the product provides."
A similar survey that was conducted in 2004 had many repeated expressions and words from 2009 including “think outside the box”, “on the same page,” and “at the end of the day”, and also words such as “synergy” and “customer-centric.”
“When business or industry terms become overused, people stop paying attention to them," said Max Messmer, chairman of Accountemps. “The best communicators use clear and straightforward language that directly illustrates their points.”
At a time when organizations are doing more with less, perhaps budget cuts need to include office buzzwords.
During this recession period of bailouts, downsizing, pay freezes, and similar signs of doom and gloom, it’s important to circle back in the workplace and really reach out to leverage engagement among employees, and value-add whenever possible in creating cutting-edge, customer-centric solutions. It is what it is.
Does the previous paragraph sound familiar in that there are a lot of hot-topic terms and expressions used but not much is actually being communicated or clarified? All the italicized words turn out to be some of the most overused terms in the world of business jargon.
In an Accountemps telephone survey of 150 senior leaders from 1,000 of the world’s largest companies, executives were asked, “What is the most annoying or overused phrase or buzzword in the workplace today?"
Some examples included:
• Viral: As in, "Our video has gone viral."
• Game changer: As in, "Transitioning from products to solutions was a game changer for our company."
• Disconnect: As in, "There is a disconnect between what the consumer wants and what the product provides."
A similar survey that was conducted in 2004 had many repeated expressions and words from 2009 including “think outside the box”, “on the same page,” and “at the end of the day”, and also words such as “synergy” and “customer-centric.”
“When business or industry terms become overused, people stop paying attention to them," said Max Messmer, chairman of Accountemps. “The best communicators use clear and straightforward language that directly illustrates their points.”
At a time when organizations are doing more with less, perhaps budget cuts need to include office buzzwords.
Friday, August 14, 2009
New Dynamics in Mentoring Women
Not long ago the thought of men being ideal mentors for women would have sounded absurd. How could a man possibly understand a woman’s experience in the workplace?
Not only has the workplace changed, but the debate has changed along with it. If the end goal is to promote more women into positions of power, who better to teach them than the men who are already there? Most women agree that women seeking to become executives should find a male mentor.
When building an internal mentoring program, common ingredients for success do exist. There needs to be an active facilitator who pairs a mentor with a protégé. Throughout the process the woman interested in being mentored must take the initiative. Observers agree that absent a real determination from a woman seeking to learn from colleagues, an informal program whereby the organization sets the table and then steps out of the picture is unlikely to work.
The most effective mentoring relationships should last for one year. Partners should meet monthly. If time constraints do not permit such frequency, they should meet for an extended period of three hours per quarter. No topic should be considered irrelevant.
There are plenty of issues to discuss such as how to prepare presentations, speak the language of the board or build rapport with male executives. Maybe a female protégé needs to work on strategic thinking or develop greater financial acumen. Whatever they choose to focus on, the protégé should select an area that is crucial for them to reach the next level.
What distinguishes men from women in terms of mentoring is men’s willingness to seek and be guided by a mentor. Too often, according to workplace analysts, women fear asking for advice on professional matters out of fear that they will be perceived as incompetent or under qualified. On the flipside women are still reluctant mentors to other women.
Why are women at the executive level often unwilling to take on a guiding role? Reasons vary from a shortage of women in power to the limited time and heightened spotlight that the few at the top operate under. Possibly they suffer from the same affliction as doctors who express little sympathy for the brutal hours required of residents. If they had to struggle through days of 12-hour shifts without sleep, then why shouldn’t the next generation suffer the same?
Structured mentoring programs are effective. What makes or breaks it is the willingness of the protégé to keep the process going. It is not up to the mentor to set a schedule or select topics to discuss. The protégé has to take charge of the process.
Not long ago the thought of men being ideal mentors for women would have sounded absurd. How could a man possibly understand a woman’s experience in the workplace?
Not only has the workplace changed, but the debate has changed along with it. If the end goal is to promote more women into positions of power, who better to teach them than the men who are already there? Most women agree that women seeking to become executives should find a male mentor.
When building an internal mentoring program, common ingredients for success do exist. There needs to be an active facilitator who pairs a mentor with a protégé. Throughout the process the woman interested in being mentored must take the initiative. Observers agree that absent a real determination from a woman seeking to learn from colleagues, an informal program whereby the organization sets the table and then steps out of the picture is unlikely to work.
The most effective mentoring relationships should last for one year. Partners should meet monthly. If time constraints do not permit such frequency, they should meet for an extended period of three hours per quarter. No topic should be considered irrelevant.
There are plenty of issues to discuss such as how to prepare presentations, speak the language of the board or build rapport with male executives. Maybe a female protégé needs to work on strategic thinking or develop greater financial acumen. Whatever they choose to focus on, the protégé should select an area that is crucial for them to reach the next level.
What distinguishes men from women in terms of mentoring is men’s willingness to seek and be guided by a mentor. Too often, according to workplace analysts, women fear asking for advice on professional matters out of fear that they will be perceived as incompetent or under qualified. On the flipside women are still reluctant mentors to other women.
Why are women at the executive level often unwilling to take on a guiding role? Reasons vary from a shortage of women in power to the limited time and heightened spotlight that the few at the top operate under. Possibly they suffer from the same affliction as doctors who express little sympathy for the brutal hours required of residents. If they had to struggle through days of 12-hour shifts without sleep, then why shouldn’t the next generation suffer the same?
Structured mentoring programs are effective. What makes or breaks it is the willingness of the protégé to keep the process going. It is not up to the mentor to set a schedule or select topics to discuss. The protégé has to take charge of the process.
Thursday, July 02, 2009
Bonding Together Through Hardship
Work relationships, sometimes fraught with tension in times of stress, seem to be holding up well despite the recession.
Eighty-seven percent of respondents reported they have a “very good” or “good” relationship with their supervisors, according to a recent survey released by Accountemps, a staffing service for finance professionals. That number jumps to 95 percent when respondents were asked of their relationships with other co-workers.
When compared with the same survey distributed in 2005, the numbers were surprisingly consistent at 87 percent for “very good” or “good” relationship with supervisors and 91 percent for “very good” or “very good” relationships with co-workers.
“Workers who enjoy interacting with each other not only make the office more pleasant, but also produce better work,” says Max Messer, chairman of Accountemps.
Do you think the economic downturn is actually strengthening office relationships, or rather, are employees afraid to report the truth in these risky times?
In shades of gray, the truth may lie somewhere in between.
Work relationships, sometimes fraught with tension in times of stress, seem to be holding up well despite the recession.
Eighty-seven percent of respondents reported they have a “very good” or “good” relationship with their supervisors, according to a recent survey released by Accountemps, a staffing service for finance professionals. That number jumps to 95 percent when respondents were asked of their relationships with other co-workers.
When compared with the same survey distributed in 2005, the numbers were surprisingly consistent at 87 percent for “very good” or “good” relationship with supervisors and 91 percent for “very good” or “very good” relationships with co-workers.
“Workers who enjoy interacting with each other not only make the office more pleasant, but also produce better work,” says Max Messer, chairman of Accountemps.
Do you think the economic downturn is actually strengthening office relationships, or rather, are employees afraid to report the truth in these risky times?
In shades of gray, the truth may lie somewhere in between.
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