Final Exam Study Guide HUEC PDF

Final exam study guide HUEC Change management You do not want your organization set in stone The only thing constant is change Change – needed but not easy Think about times you’ve had to change Some you embraced Some you resisted What has been the differences in the Changes? Easier to implem...

Final exam study guide HUEC Change management You do not want your organization set in stone The only thing constant is change Change – needed but not easy Think about times you’ve had to change Some you embraced Some you resisted What has been the differences in the Changes? Easier to implement to be successful in What has been the differences in the Outcomes? How to respond to that change affects the outcome Theory of evolution- that which evolves-survives As this is true for species so it is true for business -IBM, Chrysler, JCPenney, Howard, Johnson’s, Walmart, Sears, any company that offers last year’s fashion If the business dies so does its mission Why do we develop habits? (based on what’s made you successful yestereday) (Successful on past conditions) Yet habits are developed based on what has happened in the past -how does that help us for the future? Can we use habits to help make us successful? Yes Habits for change Habit #1=Don’t get comfortable(basic principle #4) -Take the initiative to make things better Habit #2= Look at things with a fresh set of eyes -How can you resee your operation? Ask those who haven’t seen change yet -Ex: Going to class and seeing a dead body -Challenging yourself -Asking guests residents and clients for their input - New employees -Try visiting other operations, bring in visitors, ask your guests, ask your employees -”Who moved my cheese(whatever you are seeking)”: Human resistance to change/ Habit #3 C.O.P.E C=Change is certain so don’t avoid it just meet it on your teams O=Organize your thoughts-do the research on trends and upcoming changes P=Participative management involves employees in the change= Plan will be less realistic, lose potential for employee-buy in, more stressed -Input: saves us from mistakes -Feedback: Someone’s input E=Emphasize the benefits(Sell change) Quotes -Are you green and growing or ripe and rotting?(If your not moving forward you are falling behind) -ray Kroc, Founder, McDonalds -When you’re through changing-you’re through Conflict -Is conflict bad? Conflict-Yes/ Competition-No= less fun -Computers have military needs -Putting stress on something helps it to become more efficient -Competition can sharpen work habits and accuracy, efficiency -Competition can split the team -How can we use competition to help us succeed? Having accomplishments in the workplace doesn’t always involve 1 person -Recognize the winner but reward the whole -It takes everybody to win -Thus competition for recognition but everyone wins -Doesn’t this build the team? Resolving conflict -What can you do with people's conflicts?.Separate the antagonists. Work out rules of behavior. Bring them together to work out their differences. Remind them of the plan they created. Always do stuff right See if you can help them appreciate each others value Corrective action( It takes two to tango) Multiple personality disorder: delays the conflict Chapter 16 COUNSELING -Counseling & the Supervisor “By its nature, counseling is a professional skill requiring many years of training. Because the average supervisor does not have this background,... The role of the supervisor in the counseling process is to help the employee resolve the problem” Frunzi & Savini, 1997 -Only area we work in is if it impact their work performance -We work with lots of employees that have lots of problems Counseling -Leave your home-life out of work and your work-life out of the home -Does this work? No because it is impossible to separate home-life from work-life -Your employees will have problems that will impact their work and you might be able to help -Notice you intercede if the problem effects work -Otherwise stay out of their business -What are some common traits of someone that is having a problem: someone who becomes more reserved, Saying it directly, tardiness/absence, brightness of eyes, their looks -People care about those who care about them -Intervene when it affects their work performance Types of counseling Non directive -Let the employee do the talking -You are a sounding board and allow people to talk or vent -This is non-intrusive and best way to start -Still valuable(other times it doesn’t work/ impacts the success of the organization and employees) Cooperative - You let them do the talking but you help them find the solution (more guided)+ giving more suggestions  - Let them establish that they can’t find a solution - Suggest some potential options and let them choose their preference - Optional EAP Employee assistance program: companies that pay for where employees and managers anonymously talk with a trained counselor that can help you work your way through or area of preference )confidential unless if they make threats against others) Directive - Try if the 1st two don’t work - Progress through these counseling levels as you would disciplinary action - Directed EAP( Hotline for local area)/ Not all companies have those - Once you tell them what to do- you get the responsibility Disciplinary action - It should never be comfortable or something you enjoy - Effort to save someone from firing themselves 3 Key keys to effective counseling Empathy- The ability to understand another person’s point of view Positive regard- Belief that things can get better(Students do better in class, accomplish more) Genuineness- Being sincere- no lip service Chapter 12 Constructive feedback, disciplinary action & termination Life is a bed of roses -Sometimes there are thorns(some people will and some people won’t) -Up to now we have dealt with the positives Poor performance -Some employees that were reaching standards slip in performance -Some employees do not/ never reach standards -Your job as a manager is to nip the problem in the bud-do not let it grow into a weed -Ex’s: (Being in class learning determines whether you get a good grade or not, assignments are being handed in late) -Specifics are something we can recognize and repeat -Generalizations are hard to identify and are false Constructive(building) feedback -We have to resolve these issues so that we can produce the product and serve the guest properly -What is the positive outcome? -Constructive feedback-a quick, mini-evaluation of a specific behavior or performance -Appraisal are a formal evaluation and occur at periodic intervals -Employees need more timely and constant feedback to build their performance level -Constructive is the operant team -This feedback is meant to maintain effective performance or build their performance by getting them back on track -If you can’t think of the constructive purpose of the feedback then don’t give it -No criticizing, berating, nit-picking -”Speak when you are angry, and you will make the best speech you will ever regret.” Ambrose Bierce -This is different from coaching-Build new abilities or skills -Constructive feedback is to reaffirm or correct existing knowledge or skills -If an employee has just learned a skill and made a mistake -(not habitual) -If an employee that was reaching standards has recently slipped in performance -(but not yet cause for disciplinary action) Mgmt-Staff Communications -HOT -Communication must meet the acronym above -Honest, Open, & Timely -This is true in coaching, constructive feedback and discipline Feedback to Gen Z -We want Gen Z to do their job -Gen Z wants managers to do theirs too -They want -Quick feedback -What it wrong -Why it’s wrong -An opportunity for their input -How to do it better -These are the keys to effective feedback -No matter the generation Internal employee relations -Employment at will- Employment can be terminated by employer or employee for any reason or time Exceptions: Collective bargaining agreements, Implied contract exception, Termination can not violate a state’s public policy, some states require just cause for termination Discipline -Shares the same root term as disciple(learn)- not rooted in punishment but rooted in teaching -Molding and teaching -Thus, Discipline is not a bad thing -It is an effort to teach or mold behavior or performance -You are letting an employee know what is wrong and how to fix it -Disciplinary action has a bad rap(effort to save an employee from falling off from a cliff) -Typically, it is thought that once the process starts that you are going to fire the employee -Approached to save an employee from losing their job -If you don’t do disciplinary action you help no one -If you delay disciplinary action you help no one -If you don’t let the employee know what they are doing wrong -Will they change their behavior? No they will not change their behavior and will have to be fired Problems with the following disciplinary action procedures Manager - Doesn’t know how to discipline - Thinks that employee will solve the problem themselves - Fears loss of collegial relations (friends) - Doesn’t want to rock the boat - Feels guilt about disciplining employees - Doesn’t want to take the time/effort - Fears lack of support for decisions from Superiors  Progressive Disciplinary Action - National Labor Relations Act - A typical Disciplinary Action Program - Verbal(short and quick) - Spoken warning that is then recorded but not signed by the employee - This is different from constructive feedback 1st Written - Written warning that is signed by the employee - Quoting the policy that has been violated - Explain how that policy has been violated - Employee action plan - Key phrase: “Any further occurrence may lead to further disciplinary action up to and including termination” - How is this different from constructive feedback? (It’s written, signed, they get a copy) 2nd Written warning - Written, signed by employee, referenced - Management action plan - Key phrase: Any further occurrence may lead to further disciplinary action up to and including termination 3rd written warning-termination - Written, signed, referenced, - Exit interview( performed during termination) - 1. Came up with interview questions from job description, evaluated but failed - 2. Emotions associated with termination( property damage, threats)  Time and location - Praise in public, discipline in private - People live paycheck to paycheck Positive discipline - Discipline without punishment Termination - There will be employees that can not be saved - Even if you followed all of the employment procedures you will still have unsuccessful employees - Smoetimes demotion may be an alternative to termination - You need to evaluate to see if - The process failed - Or the employee - It is time to cut your losses - Termination should not be a surprise - If you followed the disciplinary action process the employee has effectively self-terminated- How? Termination in this case is best for - The employer - The employee - Adverse reactions - Don’t terminate an employee alone Just Cause test - Did the company give the employee warning of issue? - Was the rule violated reasonable for the business performance? - Did the business prove the employee violated the rule - Does the company evenly apply rules and discipline - Was the discipline appropriate for the infraction? Time management The rat race - Run to work - Work - Dinner - Go to bed - Wake up Each day we get stuff done - But it seems even more gets added to the list - How can I stop the madness? - Time management ™ methods for class - Establish a checklist - Planning the day out with breaks The checklist - Most of us make checklists - We write down everything we need to do - Doesn’t that give you a sense of accomplishment (gives you more motivation) - Problems: - We forget checklists - The checklist is a mishmash of tasks All Mighty daytimer - A daytimer is just a checklist in another format  - Yes you have scheduled times and days - But, it’s still a mishmash Checklist improved Must/Should/Want Checklist Avoid the mishmash Write down everything you need to do for the day Categorize the list into - Must do today - Should do today but could push to another day - Want to do but isn’t required Get the Must Do done 1st The Should Do are completed next - Rarely get to the Want to Do But I want to do the Want to Do! Sprinkle them in as a reward Step up your game The 7 habits of highly effective people Habit 2: Begin with the end with the end in mind( what would you want written on your tombstone) - Lead off by establishing your personal mission statement - Detecting your mission vs. investing your mission - The principles that are incorporated in the mission statement will guide your day-to-day decisions and keep you on track - Personal mission statement - Know your yes - Strengthen your no Habit 1: Be the creator - You are in charge of yourself (proactive) Habit 2: Your 1st creation(mental) - The ability to envision, to see the potential (Your personal mission) Habit 3: Put 1st things 1st - Your 2nd creation(physical) - Effective self-management - Create a life congruent with your mission Generations of time management Generation 1: Checklists & notes Recognition of the many demands placed on our energy & time Generation 2: Calendars Looking into the future and formulating an organized approach to those many demands Generation 3: Prioritizing The 4th generation of TM Looking at demand value and setting short, intermediate and long-term goals Unfortunately in each of these cases – our lives are controlling us instead of us controlling our lives Where is the time for spontaneity or quality of life? Where is the time for personal relationships? Time Management Matrix Urgent Not Urgent Important Crisis Managers On task but reactive Putting out fires In control of self Act in accordance with goals Proactive planners Ready for opportunities Unimportant Distracted managers Off target & reactive Don’t know where the fires are Disengaged managers Dependent & distracted Don’t care where the fires are Moving to Quadrant 2 At 1 st you are caught up in all 4 quadrants To start to devote more time to Q2 you must generate free time Reduce time in Q3 & 4 – Learn to say no to the unimportant A principle-centered focus on our personal mission will help us to decide when to say no Say no nicely (don’t burn bridges) – Be proactive Control yourself Assess the situation Delegate to others (expand your circle) Evaluate results Chapter 3: Diversity in the workplace Is diversity good, bad, or indifferent? Can we set up for a successfully diverse workplace? Ableism: Prejudice against people of different abilities(handicaps) examples- parking in handicapped spots Federal law that prohibits this type of discrimination? -proper response ask first Anti-sematism: Prejudice against Jews(consider prejudices against other religions; muslims, catholics buddhas, prodestents) Classim: Prejudice based on real or perceived economic status-considered wealthy put works 7 hours a week - Rich people are lazy/poor people are lazy -Individual people that determine who are bad and good Nativism: Prejudice against foreign people and ideas, protecting one’s culture by minimizing other’s -migration, slavery, mixed bloods Heterosexism: Prejudice against gays, lesbians, bisexuals - people not eating potatoes in the bible/ Only men wrote the bible Colorism: Prejudice against people with darker skin colors-preference for lighter skin tones Inspirational discrimination against skin color -Everyone against everyone based on color Jingoism: Prejudice against people from other countries, extreme nationalism Sizeism: Prejudice against heavy people -think that they are lazy dirty dumb Racism: Prejudice because of biological factors( color, eye shape, hair texture)- Sexism: Prejudice based on gender -School teachers, nurses, dietitians -Pay people equally for doing the same job Ageism: Prejudice because of age( either young or old) -Generate successful businesses by listening Ethnocentrism: oppression of cultures other than the dominant one in the belief that the dominant way of doing things is superior Pluralism: An approach in which members of diverse ethnic, racial, religious and social groups maintain their own culture and traditions and differences are valued Anti-bias: Active commitment to challenging prejudice, stereotyping, and all forms of discriminations- conversations, education, screaming that does not change opinions How privilege are you -I am white -I have never been mocked because accent -I am heterosexual -I never had to “come out” -I am from a 1st world country -My jobs accommodate my religion -I’m an “appropriate” weight -I am a man -I am comfortable with my birth gender -I have never been homeless -I graduated highschool -I do not have disabilities -I have never been threatened for beliefs, gender identify, ethnicity -I have never had an addiction Valuing diversity. Don’t stereotype - Oversimplified generalizations about a person or group without regard to individual differences -Even a good stereotype is bad(All asians are good at math) -Treating everyone the same is just as bad as stereotyping(-Treat others as they would have you to be treated) Is everyone the same- Not everyone's the same -Ask questions Learn about each culture and each person to pay them the respect that they deserve The key to valuing diversity is to believe Shouting down others never builds equity or inclusion -It only hardens attitudes and drives them underground Cracker barrel case -Started to fire because of sexual preference Cracker barrel: A very successful foodservice operation(300 million in revenues) based in the southern US What happened -Upper management issued a directive (Actually within 1 month after 1 left) that the company could not continue to employ people whose sexual preferences conflicted with traditional American values What resulted from the directive -Several gay/lesibain workers were terminated for being gay/lesbian(even though may have had excellent work records) Negative outcomes: -People protested in the northeast -Negative stocks -Picketing -Stock price went back up -Protests stop -Articles disappear from the newspapers -Momentary blimp -American attention span is 5 minutes -Anti-bias: taking actions against Oneonta state college definition of diversity “ As a campus community, we believe that every individual is important in unique way and adds to the overall quality of the institution. We are committed to recruiting and retaining diverse faculty, staff and students, and to fostering a learning environment which Cultural destructiveness: Making people fit the same cultural pattern and excluding those who don’t fit Cultural blindness: Not seeing or believing that there are differences among people Cultural awareness: Being aware that we live and function within a culture of our own that our own identity is shaped by it Cultural sensitivity: Knowing that there are cultural differences and understanding and accepting differing cultural values and behaviors Cultural competence: Having the capacity to work effectively with culturally varied people Total rewards Chapter 9+10 We pay more than you think - Most employees look at their paycheck to determine how much they make - We need to encourage them to look beyond the paycheck at the total compensation package - Insurance, paid-time off, quality of work life, etc are all part of what employees receive Direct compensation(paycheck) - Base wages- easy to tax by gaining the same amount in a two week or three week period - Commission-Involvement in sales - Bonuses - Profit-sharing - Stock option plans - Golden parachutes-packages that are offered for an executive to bring on board Indirect compensation - These may be not seen as compensation but cost the employer - Mandated benefits - Social security - 6.2% for retirement and 1.45% for Medicare - Employers/employee both pay - Worker’s compensation - Based on industry and accident rating - Off-the-books workers - Unemployment compensation - Up to 26 weeks of wage protection(usually 2/3rd of pay rate) Discretionary benefits - Mandated benefits never will attract workers - Discretionary benefits can - Fringe costs on average 40% of wages - College cost is 65% - Vacation time - Amount varies by company and tenure - Why offer vacation time: To avoid employee burnout - Should employees earn vacation time right away? Figure out a formula to determine vacation time needed - How much should they be able to accrue and carry over? - Typical programs offer - 2 weeks at 1 year - 3 weeks at 5 years - 4 weeks varies Sick and PTO - Usually, sick time is based on a formula of hours/days x tenure - Usually this in earned from hire - Some companies cap sick time - Some companies pay partial for unused sick time - Some companies offer personal days - Sometimes you must use by the day, sometimes can by the hour - Recommendations are to group all PTO under 1 allocation that covers all reasons - Jury duty, bereavement and such are usually PTO as well  Healthcare(companies do not provide) - The most expensive benefit and most necessary - Healthcare reform significantly increases $$ - HMO’s- control provider choice(must stay within the network) - Health maintenance organization - PPO’s- Incentive for in network providers(can go to anyone you want to) - Preferred provider organization - HSA’s- tax-free savings for healthcare exp - Healthcare savings account - FSA’s- tax-free savings for eligible exp - Flexible spending account - On-site clinics(saves employers $)-help big employers control $ - Wellness programs-incentive for healthy choices Retirement - A hot issue- as employees age - The average American is $87,000 + home - Experts recommend about 1.5 million - Defined benefit (pension)-mostly going away - Defined contribution (401k)-Subjective to the stock market - You contribute and company contributes - Cash balance- A hybrid - Supplemental retirement/deferred comp - ESOP or ESPP - Employee stock option plan - Employee stock purchase plan - All your eggs in 1 basket Employee services - Childcare(onsite) - ROI is 3-4 to 1 - Tuition assistance - Foodservices - On-site cafeteria - Scholarships for dependents - Relocation benefits - Matching gifts/donations Other - Relaxation rooms - Bring your dog to work - Shopping/personal services (executive level) - Company condo - Car service - Conferences/locations The job itself - Compensation, direct or indirect, is only part of how we keep employees motivated and on the job - Meaningful, challenging - Recognition and rewarding - Growth and opportunity - Capable bosses and coworkers - Work-Life balance - Work and personal don’t have to battle - Flextime( 8 hours a day, but you get to choose what time to start compressed week job) - Job sharing - Telecommuting part-time option - Part time option - Job rotation - Two in a box leadership? - Wrap up  Work-life balance - Work and personal don’t have to battle - Flextime - Compressed week - Job sharing - Telecommuting - Part-time option - Job rotation(don’t do the same thing everyday) - Two-in-a-box leadership Sexual Harassment Things have changed - In many industries sex was almost part of doing business - Ex’s:(school teachers are female, oil workers are men) - Suggestive looks, jokes, comments, (etc). Used to be part of the everyday work environment - This has all changed - 1991: Anita Hall and the Clarence Thomas confirmation hearing brought sexual harassment to national attention - Bret Kavanaugh shows things haven’t changed much - In some cases people change and people don’t change The Law - Quid pro Quo - Unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact of a sexual nature constitute sexual harassment when:. Submission to such conduct is made either explicitly or implicitly a term or condition of employment - Submission or rejection of such conduct by an individual is used a basis for employment decisions regarding that individual - Hostile work environment - Such conduct has the purpose or effect of unreasonably or creating an intimidating, hostile, or offensive working environment - Quid pro Quo(something for something) - Hostile work environment( needs to be continous) - Elevator eyes are automatically considered sexual harassment - 2 Qualifiers - Sexual harassment is defined by the receiver - ( reciver doesn’t perceive as sexual harassment) - This has been moderated to “would a reasonable person feel that way” Scenario 1 Could either be interpreted as quid pro quo or hostile work environment Scenario 2 Would not be considered sexual harassment Scenario 3 This is sexual harassment. Hostile work environment, manager should be aware of the performance of duties occurring Scenario 4 It is not sexual harassment but could be perceived as sexual harrassment Scenario 5  It is not sexual harassment but Quid pro Quo Acts that could be considered sexual harassment - Physically blocking a person’s movement - Accidentally on purpose brushing up against a person - Staring or looking a person’s body up and down - Following or paying excessive attention - Making insulting comments about gender identity, sexual orientation - Asking someone's sexual orientation Additional acts - Telling lewd jokes or sharing raunchy stories about sexual experiences - Explicit calendars and images also - Sending unwanted suggestive or lewd messages - Inappropriate or suggestive touching - Repeatedly asking for dates despite being told no - Making sexually offensive gestures, remarks or facial expressions What to do - Have a firm statement that sexual harassment in any form will not be allowed in the workplace - Steps the harassed employee should take - Broken record technique - Verbal-don’t accept any blame, be firm - Written - Keep records of all incidents - Find out if others have been harrassed by the person - Tell a friend or co-worker - Report to a supervisor - Take reports seriously - Investigate immediately - Ask for specifics (dates, witnesses, events) - File a grievance Chapter 13 Employee Safety & Wellbeing  What we are talking about Safety: protecting employees from injuries caused by work-related accidents Wellbeing: minimizing employee physical, psychological and emotional issues - These impact productivity and quality of life HR professionals need to guard the welfare of an organization’s valuable human capital OSHA Occupational Safety and Health Act established OSHA Employer responsibility under the general duty clause to furnish a workplace free of recognized hazards Violations are proved by 1. Hazardous conditions 2. Employer recognized the hazards or should have 3. The hazard was likely to cause serious harm 4. The hazard could have been minimized or eliminated Whistle Blowers Whistleblowers are protected against discrimination and retaliation for reporting - Protected concerns Includes safety and health violations - Protected information To the employer or government Workplace Safety Programs Focus on fixing - Unsafe practices (training & committee) - Unsafe conditions (audits) Developing safety programs - Job Hazard Analysis - Employee Involvement - Safety Engineer  - Safety Incentives - Program Evaluation Bullying & Workplace Violence Workplace violence often starts with workplace bullying Bullying is a means of gaining power over others Bullying can be physical and/or psychological/emotional It can cause physical and psychological pain Most bullies are supervisors and male but not all There are currently no laws against non- physical bullying Types of workplace violence: 1. Criminal Intent: Violence occurring in connection with a criminal act. 2. Customer/Client: A customer or client becomes violent while interacting with the worker. 3. Worker-on-Worker: Violence occurring between coworkers, whether on or off the job. 4. Personal Relationship: Violence perpetrated by someone known to the victim (e.g., domestic partners). Stopping Bullying Technology has made bullying easier, more pervasive and difficult to control -But: -Creating a culture wherein each employee is valued -Bullying of any type is not accepted -Training people as to what forms bullying can take & how to stop it -Developing workplace policies against bullying behavior -Properly investigating & handling complaints Can minimize or eliminate it Some Anti-Bullying Practices 1. Don’t accept blame -The behavior reflects on them, not you 2. Document occurrences -Save/copy emails, voicemails, memos 1. Write down exactly as happened 1.witnesses 2.Tell someone 3.Discuss the problem -A trusted co-worker, your manager, HR 4.Find others with similar experiences 5.Confront the situation -Manager or HR should be included in the meeting 1. Ask for more specific guidance from bully if that is the source Workplace Violence Physical assault, threatening behavior, verbal abuse, hostility & hostility towards employees at work Workplace violence accounted for nearly 17% of all workplace deaths in 2016 ~2 mill workers report workplace violence incidences each year -Estimates are that 25% are not reported at all 4 Types of Workplace Violence Criminal intent -Violence occurs incidental to criminal act Customer/client -Becomes violent will being -served by the worker -Worker on worker -Could be on the job or come in for that purpose Personal relationship -Perpetrator attacks person they know who happens to be at Work Minimize Workplace Incidents No workplace is immune! Create a Zero- Tolerance policy: Establish clear policies against violence and bullying. Provide workplace violence prevention Training: the tools to identify and report issues before they escalate Early detection and reporting of worker anger, certain behaviors, minor aggressive acts Train managers to deal with difficult employee situations Consider outside experts Negligent hiring -Check references Negligent retention - Proper evals Specific suggestions Physical barriers to protect workers Silent alarms and panic buttons Mirrors to see hidden areas Bright lighting Proper staffing Levels: Ensure adequate staffing levels to reduce pressure on individual workers. Drop safes and limited cash signs Video surveillance Control or limit access to the facility Locks on doors to staff-only areas Stress! Is stress good or bad? Can be both good and bad -“I work well under pressure” What are some good aspects of stress? Enhanced focus, fosters a sense of accomplishment, new learning opportunities What are some bad aspects of stress? Poor decision making, reduced awareness of safety hazards, physical health issues, burnout, low morale The difference between good stress and bad stress Good stress: can motivate employees and enhance performance Bad stress: Can lead to burnout, anxiety, and physical health issues -Depends on the amount of stress -Depends on the person’s capacity for stress Job Factors of Stress What are some sources of job-related stress? Uncertainty about change or duties Inadequate resources Under use or overwork Inherent job stress Environmental factors (heat, comfort, etc.) How about the people that you work for and with – and the customers People related Stress People can induce stress just as jobs can – How?: It has significant effects on a person’s mental, emotional, and physical health. Demand too much from you -Workload, Time, Standards -Fairness, consistency, policies Co-workers can stress you -Irritating, combative, not carrying their load -Sexual harassment, discrimination, bullying You can stress yourself (Type A) Stress Test Unclear about job priorities Others demands too much of my time at work Health and personal problems plague me There are too many demands on me I don’t think I am qualified/capable of this job People that I work with don’t do their jobs I can’t get ahead/succeed I don’t have enough time to get things done Working conditions are poor My family doesn’t support my work efforts Key employees can’t be trusted/aren’t loyal I fear failure constantly I don’t get along with some of my co-workers I am interrupted too often I spend all of my time putting out fires I can’t act on my plans I don’t feel financially secure What to do about Stress How to reduce your own stress level Moderation? -Prioritize -Don’t accept more than you can handle Planning -Come in before the employees -Establish realistic goals and deadlines Is 100% job standards always necessary? Delegate -Don’t take it all on your shoulders! Diet & exercise – cut the coffee and fatty snacks! Relaxation -Schedule time to kick back – try not to take work home! Environmental factors -Have a comfortable – relaxing workplace (chair, soothing décor, mellow music, temperature) Burnout Ever feel crispy? Who typically burns out? You do! -The capable, motivated, the ones who care A cure for burnout? -Once they are burnt out there is no cure but time and low stress You have to prevent it -Recognize the potential -Set realistic expectations Does everything have to be 100% all the time? -Look to stress reduction techniques -Time management Time Management Remember our discussion Checklists Daytimers Enhanced Checklist (Must/Should/Want) Habit 3 (Urgent vs Important) Delegation, Standards for Success Clutter Control, Tomorrow Test No Multitasking, Avoid Procrastination Workplace Workplace Wellness Programs designed to support healthy behavior in the workplace & improve employee overall health Health & nutrition education Medical screenings Weight management Fitness Stress management ROI = $3 improved work for $1 investment 5 basic principles for interpersonal communication & leadership: - 1)Focus on the situation, issue, or behavior not the person(Don’t make them defensive/closed down communication channels), - 2)Maintain self-confidence and self esteem in others(let them know you value them), 3)Maintain constructive relationships with your employees, peers, and managers(don’t burn bridges) - 4)Take the initiative to make things better - 5)Lead by example(others will follow).