Get the perspectives and insights on recruiting, talent management, compensation, workforce technology and the ethical workplace from the voices at Workforce and others on the frontline.
When we think we’ve said something we shouldn’t have, we need to acknowledge it and say we may have misspoken.
Time will tell what happened, but just what's in the public record raises learning concerns and several questions.
While going to work is not literally going to war, its demands can be challenging and brutal.Read More
A single one-time dose of learning may raise awareness about bias, but it won’t permanently change habits.Read More
To instill ethical behavior, organizations must provide incentives and encourage everyone to not only act properly but also to report violations.Read More
Leaders must explicitly communicate that uncivil, abusive behavior is thwarting their institutional objectives.
When problems do surface, employers must make time, focus their attention on actively listening, let complainants know how their concerns have been addressed, and follow up on open issues.Read More
My guess is that GM’s silent communication system started with senior leaders becoming so pervasive that people understood these gestures as clearly as if they had heard them out loud.
The subtle way intent is communicated through behaviors like tone of voice, eye contact, facial expressions and body language, can diminish the productivity of others.
To prevent unacceptable conduct, the first step, of course, is to set standards and hold everyone accountable – no exceptions.Read More