Originally printed in the Guelph Business Venture Magazine - April 2010
While employee satisfaction and engagement has been a topic on many human resources professionals’ minds over the past few years, it is only now starting to be considered by company owners and operators. Many employers are starting to see that successful organizations are the ones that ensure employee growth and satisfaction, not just those that hire the right candidates.
Effective human resource management and planning is required throughout the employees’ life cycle with the organization to encourage employee growth and success. Satisfying and engaging employees not only encourage critical thinking and heightened creativity; it also produces a higher quality of work and optimized performance. Organizations that are able to effectively engage employees experience lower employee turnover, see increased customer satisfaction, have a stronger team based culture with improved performance and commitment to the values and objectives set out by the organization.
Showing posts with label Best Practices. Show all posts
Showing posts with label Best Practices. Show all posts
Wednesday, June 30, 2010
Tuesday, June 1, 2010
Hazards Often Missed
Originally printed in the Guelph Business Venture Magazine - December 2009
As recommended by the Conference Board of Canada, businesses that wish to succeed and prosper in today’s economy need to start to include psychosocial issues in their policies and programs. Organizations that identify and correct the psychosocial issues in the workplace will experience fewer injuries, less sick time, less benefit claims, and will see an increase in productive, healthy and happy employees.
Psychosocial hazards are workplace stressors or work organizational factors that can threaten the mental or physical health of employees. Examples your organization may identify with include; work overload and time pressures, lack of influence or control over job, lack of social support from supervisor or co-workers, lack of proper training or lack of any training to properly perform the job, to little or too much responsibility, ambiguity in the job responsibilities, lack of status, rewards and appreciation, discrimination, harassment or bullying by co-workers or supervisor, poor communication, lack of respect for the employee and the work they do.
As recommended by the Conference Board of Canada, businesses that wish to succeed and prosper in today’s economy need to start to include psychosocial issues in their policies and programs. Organizations that identify and correct the psychosocial issues in the workplace will experience fewer injuries, less sick time, less benefit claims, and will see an increase in productive, healthy and happy employees.
Psychosocial hazards are workplace stressors or work organizational factors that can threaten the mental or physical health of employees. Examples your organization may identify with include; work overload and time pressures, lack of influence or control over job, lack of social support from supervisor or co-workers, lack of proper training or lack of any training to properly perform the job, to little or too much responsibility, ambiguity in the job responsibilities, lack of status, rewards and appreciation, discrimination, harassment or bullying by co-workers or supervisor, poor communication, lack of respect for the employee and the work they do.
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