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Health Reports: Job satisfaction, stress and depression
The vast majority of Canadian workers were satisfied with their jobs in 2002, but about 1 in 12 (around 1.3 million) were not, according to a new study.
Data from the 2002 Canadian Community Health Survey, which focused on mental health and well-being, show that just over 6% of workers were "not too satisfied," and 2% were "not at all satisfied."
The article "Unhappy on the job," published in the latest edition of Health Reports, revealed that relatively high proportions of men and women who worked in sales or service, or processing, manufacturing or utilities, were unhappy on the job. The same was true for men in administrative, financial or clerical jobs. Job stress, shift work and lower incomes were all factors associated with job dissatisfaction.
A second article, "Stress and depression in the employed population," examined stress levels among the employed population aged 18 to 75, and assessed links between stress and depression.
Depression stands out as a major occupational health issue. Just over one million adults had experienced a major depressive episode in the year before the survey interview. Of these people, 7 in 10 were employed during that year.
For workers of both sexes, high stress on and off the job was associated with depression.
However, the mental health of male workers was more vulnerable to stress arising from the work environment.
Shift workers more likely to be dissatisfied
Men and women who worked evening or night shifts were more likely to be dissatisfied than were those with regular day-time schedules, according to the study, "Unhappy on the job."
As could be expected, money made a difference, although the link to personal income was stronger for men. While 15% of men whose annual incomes were less than $20,000 were dissatisfied with their jobs, this was the case for under 5% of men whose incomes were at least $60,000.
This study found clear associations between the amount of job stress workers perceived and their job satisfaction.
Among workers who found most days extremely stressful, 1 in 4 were dissatisfied with their jobs. By contrast, among those for whom stress was not really an issue, only 1 in 15 was dissatisfied.
This study also found that relatively large percentages of workers who were dissatisfied with their jobs rated their physical and mental health as fair or poor, compared with workers who were satisfied.
Job dissatisfaction was related to the number of disability days workers had taken in the past two weeks. The average number of days taken by workers who were dissatisfied was almost three times that for workers who were very satisfied with their jobs.
Stress common among workers
The article, "Stress and depression in the employed population," examines stress levels among employed Canadians and shows how stress is associated with depression.
In 2002, substantial numbers of workers reported that they were exposed to stress on the job and in their day-to-day lives.
High job strain, that is, when the demands of a job outweigh the freedom to make decisions or apply skills, was reported by 19% of male workers and 27% of female workers.
About 17% of male workers and 16% of female workers reported low supervisor support, and close to a third of each sex reported low co-worker support. About one-quarter of workers reported high levels of general stress in their daily lives.
Stress related to depression
According to the 2002 Canadian Community Health Survey, just over one million adults aged 18 or older had experienced a major depressive episode in the year before the survey. More than 70% of these people were employed in that year.
For workers of both sexes, high stress on and off the job was associated with depression.
Men in high strain jobs were 2.5 times more likely than their counterparts in low strain jobs to have experienced depression; women were 1.6 times more likely.
Male and female workers who considered most days to be quite a bit or extremely stressful were over three times as likely to have suffered a major depressive episode, compared with those who reported low levels of general stress.
Low support from co-workers was associated with a higher prevalence of depression for each sex. Low supervisor support was associated with depression among women.
However, sources of stress do not necessarily occur in isolation. When various sources of stress were considered simultaneously, along with other possible influences, high job strain was associated with depression for men, but not for women. High general day-to-day stress and low co-worker support were associated with higher odds of depression for each sex.
This study also looked at the relationship between stress and the incidence of depression over a two-year period, using longitudinal data from the first five cycles of the National Population Health Survey.
Among men, only job strain was associated with new cases of depression. Among women, new cases of depression were associated with high personal stress and low co-worker support.
Note to readers
The information in this release is from two articles in the latest edition of Health Reports. "Unhappy on the job" presents results of the 2002 Canadian Community Health Survey: Mental Health and Well-being. "Stress and depression in the employed population" also uses data from that survey as well as longitudinal results from the 1994/1995 to 2002/2003 National Population Health Survey.
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Best Ways To Advance In Your Career: Updating Your Skills And Network
Toronto – The best way for employees to advance in their careers is to acquire new skills, abilities, and knowledge, and update their current talents, according to a survey of 346 North American companies conducted by Right Management, the world’s largest outplacement firm.
Other top ways to advance one’s career include: building a career network and continually updating it; volunteering for visibile and challenging opportunities within your organization; and identifying and communicating your career goals with your boss.
“Education no longer ends with just the completion of formal schooling and acquiring degrees,” said Monika Morrow, VP & National Practice Leader, Transition Services, for Right Management. “Building a skills portfolio and career network is a continuous process. Career development today comprises primarily matching marketable talents to career opportunites, and not necessarily to upward progression on a career ladder, as it did in the past. More seasoned employees, especially, should be focused on acquiring new skills.”
Networking should be a constant part of one’s career. “New networking contacts should be made, and old ones should be nurtured, just as you should continually learn new skills and update your current ones,” added Morrow.
While volunteering for high-profile assignments does increase one’s visibility in the workplace, employees should also enlist to carry out other types of assignments, such as civic and charitable endeavors. “Bosses appreciate and take notice of those willing to perform organizational tasks that may seem more mundane, but nevertheless have to be done and can be energizing,” said Morrow.
Although many employees are uncomfortable communicating their career goals with their supervisors, they shouldn’t wait until performance appraisal time to make their interests and desires known. “If career goals cannot be satisifed within an employee’s current department, he or she should be paying close attention to any openings in other parts of their organizations, especially if the new job would be a better fit,” said Morrow. “Leaving the company should be considered an option of last resort.”
According to the results of the survey, the best ways for employees to advance in their careers are:
Acquiring new and updating current skills, abilities, and knowledge 67%
Building and keeping in touch with a career network 64%
Volunteering for challenging and visible opportunities 41%
Identifying and communicating your career goals 34%
Identifying and learning from mentors and role models 32%
Performing your job in an exemplary manner 29%
Projecting a positive professional image 27%
Learning how to learn from experience 21%
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Most Ontario small business owners feel their work/home life balance could improve, according to RBC Survey
Majority would spend time away from work if they had an 'extra' hour
each day
TORONTO - While 41 per cent of small business owners in Ontario feel they are able to balance their time between work and home very well, 59 per cent feel that there is room for improvement, according to a new RBC Royal Bank Small Business survey.
The survey, which was conducted by Ipsos Reid also revealed that if given
an 'extra' hour each day, 59 per cent of Ontario small business owners would
spend it with their spouse or family, take time to relax, or get caught up on
personal-related matters. Another 31 per cent say they would use it for
business-related tasks, including prospecting new customers and developing
business skills.
"Given the time and commitment involved in running a business, it's easy
to see why so many entrepreneurs find it challenging to achieve their ideal
balance between their personal and work life," said Kris Depencier, national
manager, Small Business, RBC Royal Bank.
The top five pieces of advice small business owners have for other
business people seeking a better work/home life balance; take time for
yourself and family; set clear boundaries between work and home; put your
family and home life first; set realistic business goals and benchmarks;
efficiently manage your time at work.
"There are many financial tools and services available that can help
entrepreneurs more efficiently manage their time at work, no matter what the
size, stage and complexity of the business," added Depencier.
<<
Some other facts about Ontario small business owners:
- On average, they work 31 hours per week on their business.
- 35 per cent say they work more than 5 days per week on their business.
- Attracting new clients was most often mentioned as their most
neglected business task (38 per cent).
- At 25 per cent, administrative work (including accounting and
bookkeeping) was most often named as their biggest time drainer.
- Using online banking capabilities was mentioned most often (65 per
cent) as a way to save time or run their businesses as efficiently as
possible.
- Other business owners and network contacts were most often cited as a
source of advice on time management and productivity issues (28 per
cent).
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Independent Audit Confirms WSIB On The Right Track
Progress Made In Fixing Financial And Administrative Issues
QUEEN'S PARK - A follow-up audit of the Workplace Safety and Insurance Board (WSIB) shows significant progress in improving administrative and financial management, Minister of Labour Steve Peters announced October 13, 2006.
"The Workplace Safety and Insurance Board is the bedrock of our workplace
health and safety system," said Peters. "It is vital that it operates as
efficiently and effectively as possible in order to provide the support and
dignity that Ontario workers deserve. That is why our government called for an
independent audit."
An initial audit ordered by the McGuinty government, completed in 2004,
made recommendations to strengthen the WSIB's administrative, governance,
financial and investment structures and processes. This follow-up audit was to
measure progress made at the WSIB in implementing those recommendations.
Among the findings of the audit were:
- The WSIB has made significant improvements to its budget process and
financial operating results oversight
- The WSIB has improved oversight of its investment practices
- Modern controllership practices have been implemented, including re-
organization of senior management and the separation of the positions
of Chair and President.
These results indicate significant progress has been made in ensuring
stability and efficiency at the WSIB, a priority of the McGuinty Government.
Under newly-appointed Chair Steve Mahoney, work will continue on renewing this
organization, ensuring safer workplaces and a stronger workplace insurance
system for today, and for future generations of Ontario workers.
"Workers and their families across Ontario depend on the WSIB," said
Peters. "Safe workplaces and a strong workplace insurance system benefit
everyone, and contribute to a strong, productive economy."
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Survey shows poor performance by interviewers hurts a company's prospects to attract employees
Job seekers reject companies based on interview experience
VANCOUVER - In a sign of the reversal of power roles in the job market, a new survey from myjobtips.com shows that job seekers change their opinion of a prospective employer based on how good an impression the interviewer makes during the job interview.
According to a new survey from myjobtips.com of job seekers and their
interview experiences, 90% of 20-somethings surveyed said that their overall
image of the organization changed as a result of a recent interview
experience. Of those who had a good interview experience, 54% said their
impression of the company, its products or services improved. Of those rating
the interview as less than good, 22% said it worsened.
"If you want to attract and retain good employees, the people
interviewing your candidates have to be prepared and engaged in job
interviews," says Bill Beairsto, chief executive of myjobtips.com, an Internet
tool that helps job seekers manage their on-line job search. "Bad interviewers
can turn off not just the person they interview, but everyone they know. Our
survey shows that more than 70% of job seekers would recommend a company to
their friends as a result of their interview experience."
<<
Job seekers were asked about their interview experiences in the past two
years. The results include:
- 1 in 5 said the interviewer hadn't read their resume before the
meeting
- 12% said the interviewer was distracted (answering the phone, leaving
the room etc.)
- Nearly 1 in 10 reported being asked inappropriate questions or
hearing inappropriate comments (about ethnicity, marital status,
looks etc.)
- 4 of 5 job seekers said interviewers were professional and
appropriate in questions and behavior
- 67% said interviewers asked excellent questions and probed to learn
more about the applicant's skills
>>
Companies also need to be wary of loyalty among their younger employees.
59% of respondents said they weren't currently looking for a job but were
keeping their eyes open and would apply if the right job came along.
The on-line survey of 305 young adults ages 20-30 who have had a job
interview in the past two years, was conducted September 21-23, 2006 from a
panel of the general population of the US and Canada. The research was carried
out by Sixth-Line Solutions, an independent professional research firm.
Detailed results and comments from respondents are available on request.
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Freedom Quest USA: Unlocking Career Shackles
Expert Counts the Ways Employment Non-Compete Agreements Can Be Rendered Unenforceable
Hundreds of thousands, if not millions, of working professionals throughout America have signed a Non-Compete Agreement at one point or another during their career - not by choice but rather due to employer job requirements. Often, the bottom line is simple: sign the agreement as-is or forego the job opportunity all-together.
By definition, a Non-Compete Agreements binds the employee to not compete, directly or indirectly, with the employer and/or work for a competitor after termination of the employment relationship. For courts, however, the definition and enforceability of this document is not so clear-cut. Such agreements are rife with legal loopholes and “gray areas” that are contingent upon the drafting and implementation, which can differ from one employer to another. The merit of these documents can also vary from state-to-state, with some states - but not all – classified as “right to work” territories, rendering some Non-Compete Agreements null and void.
Attorney Jeff Isaac weighs-in on the issue, noting, “Far too many job-seekers do not read or entirely understand the fine print of a Non-Compete Agreement, nor inherently know what constitutes one that is rightful versus wrongful. While it’s understandable that employers want to establish a measure of security against unfair competition by former employees, these documents are often far too restrictive with respect to the professional’s right to earn income within the industry their skills are most applicable.”
How does an employee know if they are, in fact, truly bound and restricted by a Non-Compute Agreement they have signed? Below, Isaac sheds light on some of the many shortcomings that can render a signed Non-Compete Agreement non-enforceable:
Geographic Scope: Non-competes that have too large of a geographic scope are more likely to be denied by the courts. While this is still subjective to the court’s opinion on the matter, an argument can surely be made if the region the Non-Compete Agreement covers all-encompassing
Duration: Many states are more likely to void an unreasonable restriction rather than modify it. For example, if a two-year duration is specified in the Agreement, and the court considers this duration unreasonably long, it may nullify the restriction entirely rather than upholding it for a shorter duration.
Activity Scope: If the employer has been too broad relative to the activities it is attempting to restrict, than the courts will likely rule in your favor. Often, Non Compete Agreements are considered unreasonable if the intended scope is beyond that related to the company’s direct competitors and established customers and/or clients.
Consideration of Compensation: Courts are also unlikely to enforce a Non-Compete Agreement if the opportunity for adequate consideration is not provided at the time of signature, so that an informed decision can be made at that time. At the onset of an employment arrangement, the job, itself, is deemed adequate consideration. So, those required to sign a Non-Compete Agreement well after the employment start date, odds are in their favor. And, if the employee is already a part of the organization, the Agreement is not likely to be enforced by the courts unless the employer makes it readily apparent that it offered additional consideration – salary increase, improved benefits, etc. – beyond the job, itself, in exchange for the constraints it seeks to place upon you.
State and Local Laws: In some states, Non-Competes are not legal and will not be supported by the courts. In California, for example, a Non-Compete Agreement is only enforceable with respect to the sale of a business. Employers in this state cannot, however, restrict the livelihood of their current or former employees.
Departure Considerations: Whether or not a court will support It might also depend on why you left the company. For example, if your employer fires you for "good cause" or if you quit to take a new job, it might be enforceable. But If your company fires you or if you resign for reasons beyond your control, such as company-wide layoffs, permanent disability and the like, the court may not enforce a duly signed Non-Compete Agreement. If, however, you have been fired for “good cause” or if you resign to take another job, you may be out of luck.
Isaac concludes, “While some employers know all too well that their Non-Compete Agreement is not enforceable in a court of law, many often require new hires to sign one anyway hoping the employee will not know the document is not legally binding, thus achieving mental servitude, or to otherwise intimidate the new hire in an attempt to protect the company’s interests. So, even if you have signed a Non-Compete Agreement, do diligence to see what rights you do or do not have with respect to your specific draft of this so-called employment contract - you may be free of those ‘shackles’ to seek whatever employment you desire after all.”
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Management exam - Humourous
The following short quiz consists of 4 questions and will tell you whether you are qualified to be a professional manager. Scroll down for each answer.
The questions are NOT difficult. But don't scroll down UNTIL you have answered the question!
1. How do you put a giraffe into a refrigerator?
The correct answer is:
Open the refrigerator, put in the giraffe, and close the door. This question tests whether you tend to do simple things in an overly complicated way.
2. How do you put an elephant into a refrigerator?
Did you say, Open the refrigerator, put in the elephant, and close the refrigerator?
Wrong Answer.
Correct Answer:
Open the refrigerator, take out the giraffe, put in the elephant and close the door. This tests your ability to think through the repercussions of your previous actions.
3. The Lion King is hosting an animal conference. All the animals attend... except one. Which animal does not attend?
Correct Answer:
The Elephant. The elephant is in the refrigerator. You just put him in there. This tests your memory. Okay, even if you did not answer the first three questions correctly, you still have one more chance to show your true abilities.
4. There is a river you must cross but it is used by crocodiles, and you do not have a boat. How do you manage it?
Correct Answer:
You jump into the river and swim across. Have you not been listening? All the crocodiles are attending the Animal Meeting. This tests whether you learn quickly from your mistakes.
According to Anderson Consulting Worldwide, around 90% of the professionals they tested got all questions wrong, but many preschoolers got several correct answers. Anderson Consulting says this conclusively disproves the theory that most professionals have the brains of a four-year-old.
Send this out to frustrate all of your smart friends.
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Labour Force Survey for September 2006
Employment edged up slightly in September (+16,000), following three months of little change. The unemployment rate dipped 0.1 percentage points to 6.4% in September, while the share of the population which was employed remained near record highs. Since the beginning of the year, employment has increased by 210,000 (+1.3%).
In September, an increase of 31,000 in part-time was partly offset by a decline of 15,000 in full time. The trend in full-time employment is up, and has accounted for the bulk of the gains over the last three years. So far in 2006, full-time employment has risen by 1.4%, a growth similar to the 1.3% increase in hours worked.
The unemployment rate for adult women fell to 5.0% in September, its lowest level in 30 years.
Average hourly wages increased 3.0% from September 2005, remaining above the most recent year-over-year gain of 2.1% in the Consumer Price Index. Wage growth continues to be strong in Alberta's tight labour market, jumping 7.7% from a year ago.
So far in 2006, Alberta, Saskatchewan, Newfoundland and Labrador as well as British Columbia have experienced employment growth rates above the national average of 1.3%.
Industries with strong year-to-date employment growth include natural resources, business, building and other support services, and health care and social assistance. On the other hand, manufacturing has remained weak.
Record-low unemployment rate for adult women
In September, employment among adult women aged 25 and over rose by 22,000, and their unemployment rate fell 0.4 percentage points to 5.0%, the lowest in 30 years. There was little change in employment among adult men. A substantial increase in the number of adult men looking for work in September pushed their unemployment rate up 0.2 percentage points to 5.5%.
The youth job market declined for the fourth consecutive month in September. During this period, youth employment fell by 42,000, bringing it to the same level as at the start of the year.
So far this year, adult women have experienced most of the gains in employment (+2.5% or +159,000), with increases in finance, insurance, real estate and leasing, health care and social assistance, and retail trade.
In contrast, employment among adult men over the same period has grown by only 0.7% (+51,000), pulled down by losses in wholesale trade, transportation, and manufacturing.
Growth in 2006 is dominated by private sector employees
Most of the employment increase since the start of the year has been among private sector employees (+2.2%). Public sector employment grew more slowly over the same period (+1.0%). In contrast, the number of self-employed fell by 2.2% over the first nine months of 2006 despite an increase in the third quarter.
Service sector drives growth in 2006
Over the first three quarters of this year, the service-producing sector has contributed to the bulk of employment growth, with gains in business, building and other support services (+4.9%), health care and social assistance (+4.7%), and finance, insurance, real estate and leasing (+4.6%). In September, however, none of the industries in this sector showed a significant change.
There were an estimated 19,000 more factory workers in September. However, so far in 2006, the goods-producing sector has experienced weakness, the result of a sharp decline of 3.1% (-67,000) in manufacturing employment, mostly in Central Canada. Although the construction industry continues to employ a large number of workers, growth has ground to a halt compared to the brisk pace of the past three years. On the other hand, natural resources continues to act as a pillar of strength, with an employment growth of 8.0% (+25,000) so far this year. Employment in Alberta's oil patch has been particularly strong.
Robust employment growth in Saskatchewan
Saskatchewan added 7,000 workers to its workforce in September, bringing total gains since the start of the year to 18,000 or 3.7%, a rate of growth second only to Alberta. Increases over the first nine months of 2006 occurred in a number of industries, including agriculture and natural resources.
In September, the proportion of the employed working-age population in Saskatchewan jumped a full percentage point to 66.7%, marking the fourth consecutive month where the employment rate reached a record high. More workers were employed in education and accommodation and food services. The unemployment rate fell by 1.1 percentage points to 4.3%, the lowest since January 1982.
Although employment in Alberta was little changed in September, this province accounted for 80,000 or 37.9% of all workers added in Canada since the start of 2006, by far the strongest performance of any province. Strength has come from a number of industries, notably natural resources, which grew 11.0% over the first nine months of the year. Alberta's strong economy has also fuelled growth in public administration, health care and social assistance, and construction.
In September, a substantial decline in the number of youths participating in Alberta's labour force, along with employment gains among adults, pushed the unemployment rate down 0.7 percentage points to 3.5%. Despite this month's steep decline, the youth labour force participation rate remained healthy at 69.9%.
So far in 2006, employment in Newfoundland and Labrador has increased 3.1% (+7,000). The proportion of the employed working-age population attained a record high in September, as it edged up to 50.9%. Business, building and other support services as well as information, culture and recreation have spurred the employment gains since the start of the year.
British Columbia also posted employment growth above the national average over the first nine months of 2006, with an increase of 1.6% (+34,000). Gains over this period have been in a number of industries, with the largest in business, building and other support services, health care and social assistance, educational services, and natural resources.
So far in 2006, employment in Central Canada has been lacklustre. Employment in Ontario has increased by only 0.8% (+54,000). Employment in manufacturing has been substantially weak, decreasing 4.0% over the first nine months of 2006. However, this has been offset by growth in a number of service industries, notably in health care and social assistance, retail and wholesale trade, and finance, insurance, real estate and leasing. In September, a decline in the number of adult men working (-18,000) pushed the overall unemployment rate in the province up by 0.2 percentage points to 6.6%.
In Quebec, employment growth so far in 2006 has been well below the national average, with only a 0,6% gain (+22,000). Setbacks in manufacturing, public administration and trade have hindered overall employment gains in the province.
| Labour force characteristics by age and sex |
| |
August 2006 |
September 2006 |
August to September 2006 |
September 2005 to September 2006 |
August to September 2006 |
September 2005 to September 2006 |
| |
Seasonally adjusted |
| |
thousands |
change in thousands |
% change |
| Both sexes 15+ |
|
|
|
|
|
|
| Population |
26,232.5 |
26,265.5 |
33.0 |
371.8 |
0.1 |
1.4 |
| Labour force |
17,629.7 |
17,635.9 |
6.2 |
274.9 |
0.0 |
1.6 |
| Employment |
16,488.8 |
16,505.0 |
16.2 |
308.4 |
0.1 |
1.9 |
| Full-time |
13,565.1 |
13,549.9 |
-15.2 |
285.2 |
-0.1 |
2.2 |
| Part-time |
2,923.7 |
2,955.1 |
31.4 |
23.2 |
1.1 |
0.8 |
| Unemployment |
1,140.9 |
1,131.0 |
-9.9 |
-33.4 |
-0.9 |
-2.9 |
| Participation rate |
67.2 |
67.1 |
-0.1 |
0.1 |
... |
... |
| Unemployment rate |
6.5 |
6.4 |
-0.1 |
-0.3 |
... |
... |
| Employment rate |
62.9 |
62.8 |
-0.1 |
0.2 |
... |
... |
| Part-time rate |
17.7 |
17.9 |
0.2 |
-0.2 |
... |
... |
| Youths 15 to 24 |
|
|
|
|
|
|
| Population |
4,324.6 |
4,328.2 |
3.6 |
37.2 |
0.1 |
0.9 |
| Labour force |
2,876.8 |
2,865.3 |
-11.5 |
53.6 |
-0.4 |
1.9 |
| Employment |
2,523.6 |
2,513.1 |
-10.5 |
54.0 |
-0.4 |
2.2 |
| Full-time |
1,435.0 |
1,422.7 |
-12.3 |
38.6 |
-0.9 |
2.8 |
| Part-time |
1,088.7 |
1,090.4 |
1.7 |
15.4 |
0.2 |
1.4 |
| Unemployment |
353.1 |
352.2 |
-0.9 |
-0.5 |
-0.3 |
-0.1 |
| Participation rate |
66.5 |
66.2 |
-0.3 |
0.7 |
... |
... |
| Unemployment rate |
12.3 |
12.3 |
0.0 |
-0.2 |
... |
... |
| Employment rate |
58.4 |
58.1 |
-0.3 |
0.8 |
... |
... |
| Part-time rate |
43.1 |
43.4 |
0.3 |
-0.3 |
... |
... |
| Men 25+ |
|
|
|
|
|
|
| Population |
10,699.1 |
10,713.9 |
14.8 |
167.1 |
0.1 |
1.6 |
| Labour force |
7,872.2 |
7,898.8 |
26.6 |
88.1 |
0.3 |
1.1 |
| Employment |
7,455.7 |
7,460.6 |
4.9 |
79.3 |
0.1 |
1.1 |
| Full-time |
6,972.6 |
6,979.5 |
6.9 |
83.3 |
0.1 |
1.2 |
| Part-time |
483.1 |
481.1 |
-2.0 |
-3.9 |
-0.4 |
-0.8 |
| Unemployment |
416.5 |
438.2 |
21.7 |
8.7 |
5.2 |
2.0 |
| Participation rate |
73.6 |
73.7 |
0.1 |
-0.4 |
... |
... |
| Unemployment rate |
5.3 |
5.5 |
0.2 |
0.0 |
... |
... |
| Employment rate |
69.7 |
69.6 |
-0.1 |
-0.4 |
... |
... |
| Part-time rate |
6.5 |
6.4 |
-0.1 |
-0.2 |
... |
... |
| Women 25+ |
|
|
|
|
|
|
| Population |
11,208.8 |
11,223.4 |
14.6 |
167.4 |
0.1 |
1.5 |
| Labour force |
6,880.7 |
6,871.8 |
-8.9 |
133.3 |
-0.1 |
2.0 |
| Employment |
6,509.5 |
6,531.3 |
21.8 |
175.0 |
0.3 |
2.8 |
| Full-time |
5,157.6 |
5,147.7 |
-9.9 |
163.4 |
-0.2 |
3.3 |
| Part-time |
1,351.9 |
1,383.6 |
31.7 |
11.6 |
2.3 |
0.8 |
| Unemployment |
371.2 |
340.6 |
-30.6 |
-41.6 |
-8.2 |
-10.9 |
| Participation rate |
61.4 |
61.2 |
-0.2 |
0.3 |
... |
... |
| Unemployment rate |
5.4 |
5.0 |
-0.4 |
-0.7 |
... |
... |
| Employment rate |
58.1 |
58.2 |
0.1 |
0.7 |
... |
... |
| Part-time rate |
20.8 |
21.2 |
0.4 |
-0.4 |
... |
... |
| ... | not applicable |
| Note: | Related CANSIM table 282-0087. |
|
| Employment by class of worker and industry (based on NAICS) |
| |
August 2006 |
September 2006 |
August to September 2006 |
September 2005 to September 2006 |
August to September 2006 |
September 2005 to September 2006 |
| |
Seasonally adjusted |
| |
thousands |
change in thousands |
% change |
| Class of worker |
|
|
|
|
|
|
| Employees |
14,004.8 |
14,013.2 |
8.4 |
341.1 |
0.1 |
2.5 |
| Self-employed |
2,484.0 |
2,491.8 |
7.8 |
-32.7 |
0.3 |
-1.3 |
| Public/private sector employees |
|
|
|
|
|
|
| Public |
3,186.9 |
3,190.3 |
3.4 |
60.8 |
0.1 |
1.9 |
| Private |
10,817.8 |
10,822.9 |
5.1 |
280.3 |
0.0 |
2.7 |
| All industries |
16,488.8 |
16,505.0 |
16.2 |
308.4 |
0.1 |
1.9 |
| Goods-producing sector |
3,949.9 |
3,967.6 |
17.7 |
-24.2 |
0.4 |
-0.6 |
| Agriculture |
346.2 |
348.7 |
2.5 |
-0.3 |
0.7 |
-0.1 |
| Natural resources |
328.5 |
333.4 |
4.9 |
26.9 |
1.5 |
8.8 |
| Utilities |
124.0 |
121.6 |
-2.4 |
-3.7 |
-1.9 |
-3.0 |
| Construction |
1,065.0 |
1,058.5 |
-6.5 |
22.7 |
-0.6 |
2.2 |
| Manufacturing |
2,086.1 |
2,105.4 |
19.3 |
-69.8 |
0.9 |
-3.2 |
| Service-producing sector |
12,538.9 |
12,537.4 |
-1.5 |
332.5 |
0.0 |
2.7 |
| Trade |
2,634.3 |
2,637.0 |
2.7 |
69.2 |
0.1 |
2.7 |
| Transportation and warehousing |
794.5 |
793.4 |
-1.1 |
-14.9 |
-0.1 |
-1.8 |
| Finance, insurance, real estate and leasing |
1,034.7 |
1,042.3 |
7.6 |
73.9 |
0.7 |
7.6 |
| Professional, scientific and technical services |
1,099.5 |
1,101.9 |
2.4 |
45.7 |
0.2 |
4.3 |
| Business, building and other support services |
700.3 |
697.5 |
-2.8 |
31.6 |
-0.4 |
4.7 |
| Educational services |
1,147.6 |
1,150.4 |
2.8 |
27.5 |
0.2 |
2.4 |
| Health care and social assistance |
1,802.5 |
1,802.6 |
0.1 |
57.2 |
0.0 |
3.3 |
| Information, culture and recreation |
757.6 |
752.2 |
-5.4 |
13.4 |
-0.7 |
1.8 |
| Accommodation and food services |
1,020.3 |
1,028.7 |
8.4 |
36.8 |
0.8 |
3.7 |
| Other services |
709.2 |
703.6 |
-5.6 |
-1.1 |
-0.8 |
-0.2 |
| Public administration |
838.4 |
827.7 |
-10.7 |
-6.7 |
-1.3 |
-0.8 |
| Note: | Related to CANSIM tables 282-0088 and 282-0089. |
|
| Labour force characteristics by province |
| |
August 2006 |
September 2006 |
August to September 2006 |
September 2005 to September 2006 |
August to September 2006 |
September 2005 to September 2006 |
| |
Seasonally adjusted |
| |
thousands |
change in thousands |
% change |
| Newfoundland and Labrador |
|
|
|
|
|
|
| Population |
427.3 |
427.2 |
-0.1 |
-2.2 |
0.0 |
-0.5 |
| Labour force |
254.1 |
253.1 |
-1.0 |
-0.1 |
-0.4 |
0.0 |
| Employment |
215.7 |
217.4 |
1.7 |
3.3 |
0.8 |
1.5 |
| Full-time |
188.5 |
185.8 |
-2.7 |
2.2 |
-1.4 |
1.2 |
| Part-time |
27.2 |
31.5 |
4.3 |
1.0 |
15.8 |
3.3 |
| Unemployment |
38.4 |
35.7 |
-2.7 |
-3.5 |
-7.0 |
-8.9 |
| Participation rate |
59.5 |
59.2 |
-0.3 |
0.2 |
... |
... |
| Unemployment rate |
15.1 |
14.1 |
-1.0 |
-1.4 |
... |
... |
| Employment rate |
50.5 |
50.9 |
0.4 |
1.0 |
... |
... |
| Prince Edward Island |
|
|
|
|
|
|
| Population |
112.4 |
112.5 |
0.1 |
0.8 |
0.1 |
0.7 |
| Labour force |
76.8 |
76.8 |
0.0 |
-0.1 |
0.0 |
-0.1 |
| Employment |
68.4 |
68.5 |
0.1 |
0.4 |
0.1 |
0.6 |
| Full-time |
57.8 |
57.4 |
-0.4 |
0.5 |
-0.7 |
0.9 |
| Part-time |
10.6 |
11.1 |
0.5 |
-0.1 |
4.7 |
-0.9 |
| Unemployment |
8.4 |
8.3 |
-0.1 |
-0.5 |
-1.2 |
-5.7 |
| Participation rate |
68.3 |
68.3 |
0.0 |
-0.5 |
... |
... |
| Unemployment rate |
10.9 |
10.8 |
-0.1 |
-0.6 |
... |
... |
| Employment rate |
60.9 |
60.9 |
0.0 |
-0.1 |
... |
... |
| Nova Scotia |
|
|
|
|
|
|
| Population |
763.1 |
763.1 |
0.0 |
1.6 |
0.0 |
0.2 |
| Labour force |
477.2 |
476.3 |
-0.9 |
-3.7 |
-0.2 |
-0.8 |
| Employment |
437.1 |
439.4 |
2.3 |
0.5 |
0.5 |
0.1 |
| Full-time |
356.3 |
358.7 |
2.4 |
5.5 |
0.7 |
1.6 |
| Part-time |
80.8 |
80.7 |
-0.1 |
-5.0 |
-0.1 |
-5.8 |
| Unemployment |
40.0 |
36.9 |
-3.1 |
-4.2 |
-7.8 |
-10.2 |
| Participation rate |
62.5 |
62.4 |
-0.1 |
-0.6 |
... |
... |
| Unemployment rate |
8.4 |
7.7 |
-0.7 |
-0.9 |
... |
... |
| Employment rate |
57.3 |
57.6 |
0.3 |
0.0 |
... |
... |
| New Brunswick |
|
|
|
|
|
|
| Population |
611.3 |
611.2 |
-0.1 |
0.0 |
0.0 |
0.0 |
| Labour force |
385.2 |
383.7 |
-1.5 |
-4.9 |
-0.4 |
-1.3 |
| Employment |
350.2 |
349.6 |
-0.6 |
2.0 |
-0.2 |
0.6 |
| Full-time |
294.6 |
294.7 |
0.1 |
2.1 |
0.0 |
0.7 |
| Part-time |
55.7 |
54.9 |
-0.8 |
-0.1 |
-1.4 |
-0.2 |
| Unemployment |
35.0 |
34.1 |
-0.9 |
-6.9 |
-2.6 |
-16.8 |
| Participation rate |
63.0 |
62.8 |
-0.2 |
-0.8 |
... |
... |
| Unemployment rate |
9.1 |
8.9 |
-0.2 |
-1.7 |
... |
... |
| Employment rate |
57.3 |
57.2 |
-0.1 |
0.3 |
... |
... |
| Quebec |
|
|
|
|
|
|
| Population |
6,260.5 |
6,266.6 |
6.1 |
68.7 |
0.1 |
1.1 |
| Labour force |
4,091.4 |
4,107.8 |
16.4 |
39.6 |
0.4 |
1.0 |
| Employment |
3,766.4 |
3,777.3 |
10.9 |
48.5 |
0.3 |
1.3 |
| Full-time |
3,089.8 |
3,088.5 |
-1.3 |
39.3 |
0.0 |
1.3 |
| Part-time |
676.6 |
688.7 |
12.1 |
9.1 |
1.8 |
1.3 |
| Unemployment |
325.0 |
330.6 |
5.6 |
-8.8 |
1.7 |
-2.6 |
| Participation rate |
65.4 |
65.6 |
0.2 |
0.0 |
... |
... |
| Unemployment rate |
7.9 |
8.0 |
0.1 |
-0.3 |
... |
... |
| Employment rate |
60.2 |
60.3 |
0.1 |
0.1 |
... |
... |
| ... | not applicable |
| Note: | Related CANSIM table 282-0087. |
|
| Labour force characteristics by province |
| |
August 2006 |
September 2006 |
August to September 2006 |
September 2005 to September 2006 |
August to September 2006 |
September 2005 to September 2006 |
| |
Seasonally adjusted |
| |
thousands |
change in thousands |
% change |
| Ontario |
|
|
|
|
|
|
| Population |
10,248.4 |
10,259.9 |
11.5 |
146.4 |
0.1 |
1.4 |
| Labour force |
6,947.8 |
6,943.6 |
-4.2 |
85.2 |
-0.1 |
1.2 |
| Employment |
6,501.2 |
6,487.3 |
-13.9 |
61.6 |
-0.2 |
1.0 |
| Full-time |
5,363.8 |
5,329.8 |
-34.0 |
36.1 |
-0.6 |
0.7 |
| Part-time |
1,137.3 |
1,157.5 |
20.2 |
25.4 |
1.8 |
2.2 |
| Unemployment |
446.6 |
456.3 |
9.7 |
23.7 |
2.2 |
5.5 |
| Participation rate |
67.8 |
67.7 |
-0.1 |
-0.1 |
... |
... |
| Unemployment rate |
6.4 |
6.6 |
0.2 |
0.3 |
... |
... |
| Employment rate |
63.4 |
63.2 |
-0.2 |
-0.3 |
... |
... |
| Manitoba |
|
|
|
|
|
|
| Population |
892.9 |
892.9 |
0.0 |
2.9 |
0.0 |
0.3 |
| Labour force |
616.0 |
615.2 |
-0.8 |
6.8 |
-0.1 |
1.1 |
| Employment |
588.4 |
588.2 |
-0.2 |
8.9 |
0.0 |
1.5 |
| Full-time |
470.2 |
471.9 |
1.7 |
-1.9 |
0.4 |
-0.4 |
| Part-time |
118.2 |
116.3 |
-1.9 |
10.9 |
-1.6 |
10.3 |
| Unemployment |
27.6 |
27.0 |
-0.6 |
-2.2 |
-2.2 |
-7.5 |
| Participation rate |
69.0 |
68.9 |
-0.1 |
0.5 |
... |
... |
| Unemployment rate |
4.5 |
4.4 |
-0.1 |
-0.4 |
... |
... |
| Employment rate |
65.9 |
65.9 |
0.0 |
0.8 |
... |
... |
| Saskatchewan |
|
|
|
|
|
|
| Population |
746.1 |
746.1 |
0.0 |
-2.7 |
0.0 |
-0.4 |
| Labour force |
518.1 |
519.4 |
1.3 |
10.5 |
0.3 |
2.1 |
| Employment |
490.3 |
497.3 |
7.0 |
19.0 |
1.4 |
4.0 |
| Full-time |
405.9 |
408.8 |
2.9 |
23.2 |
0.7 |
6.0 |
| Part-time |
84.4 |
88.5 |
4.1 |
-4.1 |
4.9 |
-4.4 |
| Unemployment |
27.8 |
22.1 |
-5.7 |
-8.5 |
-20.5 |
-27.8 |
| Participation rate |
69.4 |
69.6 |
0.2 |
1.6 |
... |
... |
| Unemployment rate |
5.4 |
4.3 |
-1.1 |
-1.7 |
... |
... |
| Employment rate |
65.7 |
66.7 |
1.0 |
2.8 |
... |
... |
| Alberta |
|
|
|
|
|
|
| Population |
2,651.4 |
2,662.0 |
10.6 |
94.4 |
0.4 |
3.7 |
| Labour force |
1,959.0 |
1,948.2 |
-10.8 |
89.3 |
-0.6 |
4.8 |
| Employment |
1,877.7 |
1,879.5 |
1.8 |
96.0 |
0.1 |
5.4 |
| Full-time |
1,577.6 |
1,582.8 |
5.2 |
95.7 |
0.3 |
6.4 |
| Part-time |
300.1 |
296.7 |
-3.4 |
0.3 |
-1.1 |
0.1 |
| Unemployment |
81.3 |
68.8 |
-12.5 |
-6.6 |
-15.4 |
-8.8 |
| Participation rate |
73.9 |
73.2 |
-0.7 |
0.8 |
... |
... |
| Unemployment rate |
4.2 |
3.5 |
-0.7 |
-0.6 |
... |
... |
| Employment rate |
70.8 |
70.6 |
-0.2 |
1.1 |
... |
... |
| British Columbia |
|
|
|
|
|
|
| Population |
3,519.2 |
3,524.0 |
4.8 |
61.7 |
0.1 |
1.8 |
| Labour force |
2,304.1 |
2,311.8 |
7.7 |
52.3 |
0.3 |
2.3 |
| Employment |
2,193.4 |
2,200.7 |
7.3 |
68.3 |
0.3 |
3.2 |
| Full-time |
1,760.6 |
1,771.2 |
10.6 |
81.8 |
0.6 |
4.8 |
| Part-time |
432.8 |
429.5 |
-3.3 |
-13.5 |
-0.8 |
-3.0 |
| Unemployment |
110.8 |
111.1 |
0.3 |
-16.1 |
0.3 |
-12.7 |
| Participation rate |
65.5 |
65.6 |
0.1 |
0.3 |
... |
... |
| Unemployment rate |
4.8 |
4.8 |
0.0 |
-0.8 |
... |
... |
| Employment rate |
62.3 |
62.4 |
0.1 |
0.8 |
... |
... |
| ... | not applicable |
| Note: | Related CANSIM table 282-0087. |
|
|
UW digital ergonomics research seeks to make workplaces safer
WATERLOO - Innovative digital ergonomics research led by a University of Waterloo faculty member aims to make workplaces safer by eliminating a common injury -- shoulder strain.
By combining computer technologies, such as digital human modelling, together with laboratory experiments, Clark Dickerson and his research team are working toward reducing the risks or stresses involved in jobs even before the workplaces are built.
As a result, the research should ultimately lead to better health among employees and lower injury compensation costs.
Dickerson, a professor of kinesiology, has been awarded a grant from the Canadian Foundation for Innovation to advance research in digital ergonomics aimed at preventing shoulder injuries on the job.
His project, entitled Enabling Advanced Digital Ergonomics and Shoulder Biomechanics Research, has a total budget of $470,630, with $178,035 from CFI's leaders opportunity fund and the remainder from provincial and industry sources.
Dickerson's team investigates how to prevent musculoskeletal disorders in the workplace. These pathologies, caused by exposure to stressful work conditions, represent more than $100 billion in annual costs to society. Commonly injured areas of the body include the low back, wrists and shoulder.
"My research focuses on identifying, quantifying and reducing work-related stresses in the shoulder through mathematical modelling and experimentation," said Dickerson, who earned his PHD in biomedical engineering at the University of Michigan, in Ann Arbor.
Dickerson said his work provides computerized design tools and enables insights into the impact of human body movements, including muscle activity in the shoulders, arms and hands.
"These can then be used together to improve the safety and usability of workspaces and other man-machine interfaces, thereby reducing the frequency and severity of occupational shoulder injuries," he said.
His research team studies typical tasks at work, including dynamic movements with force and precision requirements. To quantify the impact of such tasks on the shoulder, researchers develop several biomechanical computer models and then evaluate the models through experiments.
The team uses a dynamic model of the upper limb to calculate joint torques and forces. Then, a computer model of the internal shoulder geometry reconstructs the underlying musculoskeletal structure. That model establishes the line-of-action of each muscle, as well as the positions and orientations of each bone.
"This model calculates the instantaneous orientations of 38 muscle elements while respecting orthopedic obstacles using geodesic conventions," Dickerson said.
Another computer model balances the forces and torques created by external loads through distributing muscular demand with an optimization approach, which also estimates specific tissue stresses. Yet another model describes a mathematical formulation of physical efforts.
In the lab, experiments are conducted with human subjects to monitor movement, muscle activity, work perception and hand forces. Afterward, the results of the computer models are compared with the empirical data.
"The primary purpose of our approach is to enable informed prospective job design," Dickerson said, explaining that integration of computer models with existing software allows simulated future jobs to be analyzed for potentially injurious stresses to shoulder tissues.
"Simply put, we want to increase the comfort of workers and decrease the effort in the shoulder when they perform their work, and we would like to do so before they are exposed to potentially harmful work environments," he said.
|
Mastering Recriuiting and Interviewing
Ensure that you are getting the best possible candidates for your positions.
Participants will learn:
· How to define your needs
· Searching in the most unusual places
· Reviewing resumes
· What you can and cannot ask
· Behaviour and Situational Interviews
· Interviewing to get the real story
· Referencing like a detective
· Making the offer
The workshop includes experiential and theoretical learning, and a take-away workbook. A variety of media will be used for visual, auditory, and experiential learning styles. True work practices and case studies will be introduced to accelerate learning.
Dates: Wednesday November 8, 2006
Time: 9:00 a.m. until 12:00 p.m.
Cost: $100.00 (plus GST) per person
Location: McDonald-Green Training Centre
215 Holiday Inn Drive Cambridge N3C 3T2
Call (519) 654-9388 or fax (519) 654-7338 or email training@mcdonaldgreen.com |
Most Workers Consider Age Irrelevant at the Office, Survey Finds
TORONTO - They say age is a state of mind, and a new survey
suggests this may be particularly true in the office. Eighty-four per cent of
workers polled said they would be comfortable reporting to a manager who is
younger than they are; 89 per cent said they wouldn't mind supervising
employees older than themselves.
The survey was developed by OfficeTeam, a leading staffing service
specializing in the placement of highly skilled administrative professionals.
It was conducted by an independent research firm and includes responses from
567 individuals 18 years of age or older and employed in office environments.
Workers were asked, "How comfortable would you be reporting to a manager
who is younger than you?" Their responses:
Very comfortable ............... 51%
Somewhat comfortable ........... 33%
Somewhat uncomfortable ......... 11%
Very uncomfortable ............. 3%
Don't know/no answer ........... 2%
----
100%
Those polled were also asked, "How comfortable would you be managing a
worker who is older than you?" Their responses:
Very comfortable ............... 70%
Somewhat comfortable ........... 19%
Somewhat uncomfortable ......... 9%
Very uncomfortable ............. 2%
----
100%
"For the first time in history, four generations of employees are in the
workforce, from the Silent Generation and baby boomers to Generations X and
Y," said Diane Domeyer, executive director of OfficeTeam. "Companies recognize
the benefits of having diverse, well-rounded teams, and employees may be just
as likely to report to a younger supervisor as an older one. In either case,
the boss's management abilities are more of a factor in employee job
satisfaction than his or her age."
Domeyer added that employees today are recognized more for performance
than tenure with a company. "In an ideal office setting, managers and staff
are focused on the skills and knowledge people bring to their roles, not what
year they were born," she said.
|
Encouraging Staff, Recruiting Qualified Candidates Top List of Management Challenges
TORONTO - Keeping "ideas people" inspired may require ingenuity on the part of their supervisors, a new survey suggests. When asked to name their biggest management challenge, nearly one-third (30 per cent) of executives polled cited motivating employees. Finding qualified staff came in a close second, with 28 per cent of the response.
The survey was developed by The Creative Group, a specialized staffing
service that provides marketing, advertising, creative and web professionals
on a project basis. It was conducted by an independent research firm and
includes 250 responses -- 125 from advertising executives and 125 from senior
marketing executives.
Advertising and marketing executives were asked, "What is the greatest
challenge you face in managing your team?" Their responses:
Motivating staff ................. 30%
Recruiting qualified staff ....... 28%
Training staff ................... 14%
Retaining staff .................. 11%
Resolving staff conflicts ........ 7%
Other ............................ 7%
None/don't know .................. 3%
----
100%
"Motivating and recruiting staff are two closely related tasks," said
Dave Willmer, executive director of The Creative Group. "Managers who hire
top-notch talent may find these professionals are naturally enthusiastic on
the job and don't require frequent coaching."
Yet even the most self-motivated professionals need to be encouraged and
rewarded from time to time. Willmer noted that there's no one-size-fits-all
formula for keeping staff engaged. "The best managers are well attuned to
their employees' work styles and tailor their motivational strategies to the
individual," he said.
Following are four common personality types and ideas for keeping them
inspired:
Steady Sam consistently delivers results but outwardly doesn't show a lot
of ambition. Sam thrives on routine and rarely takes on assignments that fall
outside his or her typical job duties.
Motivation strategy: Because this person prefers stability over change,
give plenty of notice about deadlines and help him or her prioritize tasks
when new projects arise. Sam avoids the spotlight, so share compliments in
person rather than before a crowd.
Assertive Ashley thrives on competition and has an eye on the corner
office. This person values status and will work hard for promotions.
Motivation strategy: Since Ashley works in a win/lose world, competitive
terms like "outsmart" and "surpass" will inspire action. Let Ashley know how
to get to the next rung of the career ladder, and provide him or her with
high-profile, challenging projects.
Personable Pat is warm, gregarious and friendly. Cultivating positive
professional relationships and seeking approval from co-workers are
priorities.
Motivation strategy: Work is a social occasion for Pat. Capitalize on
this person's friendly disposition by letting him or her organize
team-building activities. Because Pat aims to please, offer meaningful praise,
and always pass along kudos from clients or team members.
Artistic Alex thrives on producing quality work and leans toward
perfectionism. Alex tends to value interesting assignments over prestigious
job titles and compensation.
Motivation strategy: Provide Alex with projects that require creativity
and an eye for detail. Enter Alex's work in industry competitions and give him
or her time to fine-tune assignments.
|
Study: Use of selected management practices by firm size 2004
This study examined the use of selected management practices in the private and public sectors.
In 2004, the Survey of Electronic Commerce and Technology provided a list of eight management practices that, according to interviews with small- and medium-sized firms, indicated potential firm growth.
The management practices listed were organizational structures; employee feedback surveys; mentoring or coaching programs; and written strategies for marketing; managing growth; commercialization of intellectual property; succession management; and risk management.
In 2004, on average medium-sized (3.1 practices) and large firms (4.9 practices) employed more of the management practices than small firms (1.2 practices).
This study found that firms and organizations of all sizes appear to employ management practices strategically. Not surprisingly, as management practices are often directed towards human resources, the selection of management practices in use in a firm is more dependent upon the size of the organization than the industry.
What is interesting is that the management practices studied were selected as indicators for firms intending to grow. Usage rates for each of the eight selected management practices increased with firm size in the private sector and organization size in the public sector.
This is in keeping with the hypothesis that larger firms and organizations need more management tools to manage.
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Good vs. Evil: Finding a Management Style “Middle Ground”
Expert Tips & Quiz to Help Bosses Change Their Hell on Wheels Ways, Just in Time for National Boss Day October 16th
In the workplace, managers get a bad rap. The butt of endless water cooler jokes, bosses are more often than not characterized as the office “villain” and are maligned for simply existing, in perpetuity. How then does a boss transcend this collective disdain and find that delicate balance between managing as a tyrant like Miranda in 'The Devil Wears Prada’ or as a “pushover” that is taken complete advantage of?
John McKee, world class business success coach and author of “21 Ways Women in Management Shoot Themselves in the Foot,” offers managers at all levels – bottom, middle and those in the executive suites - this practical advice to help them hone a style that serves everyone’s best interest and, as such, fosters positive perceptions among subordinates:
Give credit where it’s due. Among the biggest complaints about managers is that they are “glory hogs.” One of the fastest ways for a manager to become disliked and disrespected is by taking the recognition for others’ work – or exclusive credit for a team effort. Staff members will be appreciative and pleasantly surprised when they notice you sharing the accolades that will ultimately further their career growth as well.
Have an open door policy. Let’s face it; most managers have to work hard to keep up with daily demands and expectations. Meetings, telecons, emails, number crunching, planning – all of these tasks can keep managers separate and apart - both physically and emotionally - from their team. It’s important to remember, however, that one of a manager’s primarily jobs is to know what your staff is doing at all times, and help them to do it better. The best way to accomplish this is by staying visible and accessible with staffers by not only welcoming them into your office, but also by walking around the department where you can ”mix it up” with subordinates in a less formal way and in their territorial comfort zone.
Appreciate face value. Today’s professional is decidedly “wired,” with email, voice mail, teleconferencing and web-conferencing taking the place of good old human-to-human interaction. The most effective managers communicate with their staff in person whenever possible. Although remote communication is admittedly efficient, technology is not entirely effective when it comes to getting people energized or feeling like they are part of a team led by someone who cares about what’s on the collective plate. There is simply no direct substitute for having a face-to-face dialog - not a monologue - with staff members if you want to get things done while also cultivating a positive spirit within the organization.
Be firm but fair. Every office has its “suck-ups” and “brown-nosers,” and everyone knows who they are…except the boss. If your team thinks you are allowing others to have special privileges or that you are too naïve to recognize when you’re being manipulated, you will lose their respect very quickly. Once lost, respect is a virtue that is very hard to regain. To avoid this, debrief your team as often as possible so they understand why you do things a certain way or have made a certain decision, and so they consider your decisions fair in a business context.
Find, and maintain, a “whole life” balance. Busy times and demanding jobs can cause managers to lose their humanity – those other things in life that make it “all worth it.” It’s okay to burn some midnight oil once in a while, but everyday demands at the expense of your personal or family life is a recipe for disaster: high stress levels and low energy, attention span, patience and tolerance levels makes for a less than lovable boss. This, of course, leads to low morale and decreased team productivity coupled with increased staff turnover – all of which plays into a vicious cycle of both professional and personal unhappiness. When you are frustrated and wound tight, your staff truly feels your pain.
Not sure what kind of boss you are? McKee offers this quick quiz to help you find out: Simply answer yes or no to each question, below.
1. All employees generally dislike work
2. The best motivator for your team is money; it’s what brings them back every day
3. Keeping emotions out of the management process has served the operation well
4. Your staff prefers to work as a team so that individual accountability is lessened
5. As much as I would like to, I just don’t have the time to spend talking in-person to my subordinates
6. I encourage feedback from a suggestion box or other anonymous method
7. I live for the weekends - this job is a paycheck to support my “real” life
8. I don’t believe outsourcing can happen to my company
9. Regular team meetings are not justifiable as they take too much time, which lessens productivity
10. My current management position isn’t very influential, but when I move up the ladder a bit I can make a “real” contribution to the company
Score Card: Give yourself 1 point for every time you said “No”:
10 = Excellent!! You’ll be running the show in no time!
9 = Brilliant. You obviously see your employees as an asset
8 = Solid. You have the right attitude, and the team will see that
7 = Well done. You know people and their needs
6 = Good. You recognize the power of your role
5 = Fair. May be time to re-think your management strategy
4 = It’s definitely time for an attitude adjustment
3 = Change or die (metaphorically). Things aren’t good, but it's not too late to make
impactful changes
2 = Do something significant that will be viewed in a positive light or your employees
will leave
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