It's mid-February, and for organizational leaders across the public sector it represents the winding downof one fiscal year and the start of another. With an economy that has yet to fully rebound following the 2008 financial crisis, organizations continue to struggle with the rising cost of doing business and/or living within a funding framework which may often fall short of what is required to make it all work. Within the context of this financial reality life goes on; unions continue to seek increases in wages and benefits for their members, and employers still need to maintain the talent to ensure quality service and products for their clients and/or customers. So as you roll up your sleeves and begin the process of “blue-sky'ing" your 2016-2017 budgets, here are a few ideas which may assist you.
There are disparate views on turnover within organizations. Senior executives secretly relish turnover as it serves to hold the line on salaries, by keeping individuals at the bottom end of the pay scale. Benefit entitlements accrued based on tenure, are also held at abeyance with turnover. While holding the line on salary and benefit costs, this myopic view of turnover fails to consider the significant tangible and intangible costs associated with turnover. Determining the actual costs associated with turnover is difficult. Depending on the industry, the real costs of turnover can vary from a few thousand dollars per employee to several thousand dollars.
A significant portion of my practice is concentrated in the area of conducting workplace investigations which result from allegations of harassment, bullying or code of conduct violations. Often what transpires is that HR, or the manager receives a complaint from an employee alleging a violation of the organization's Workplace Violence or Harassment policy. The precipitating issue(s) are as varied as the individuals themselves and may result from one incident which served as the tipping point or from a series of unrelated incidents which have occurred over time. In instances where the complaint appears on its face to represent a violation of the organization's Workplace Violence or Harassment policies and/or related legislation (Occupational Health & Safety Act and Ontario Human Rights Code) it is incumbent upon the organization to conduct a timely and thorough fact finding into the allegations.
As managers, most of us would like to think that we're indispensible. The truth of the matter is that we aren't. Planning for leadership continuity long before you hand over the keys to the executive washroom is not only a wise thing to do, it is essential to the ongoing success of your business.
According to Wikipedia, an elevator pitch, speech, or statement is a short summary used to quickly and simply define a person, profession, product, service, organization or event and its value proposition. The notion is that in the thirty second to two minutes span of an elevator ride, it should be possible to succinctly articulate a compelling pitch which conveys your value proposition and intrigues the listener sufficiently to want to know more.
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According to Dr. Jacqueline Power, from the University of Windsor's Odette School of Business, 40 per cent of Canadians have experienced one or more acts of workplace bullying at least once a week for the last six months. Statistics Canada reports that the cost of employee absence due to workplace bullying and harassmentamounts to $12 billion dollars a year. Those are staggering statistics particularly given its direct link to mental health problems in the workplace and the fact that fifty per cent of victims of workplace harassment suffer from mental health related problems. Almost 3.5 million Canadian workers are affected by mental illness most predominantly, stress, depression and anxiety.
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