This week, we look at four ways in which homogenous teams can’t innovate, critical conversations that boost employee engagement, why hiring chief happiness officers (CHOs) can cause unhappiness and research on why overworked managers hurt their teams.
Only 7 percent of Fortune 1000 companies are led by female CEOs and only 3 percent report their diversity numbers. According to Amy Osmond Cook, founder of Osmond Marketing, this sets these businesses back in four crucial areas.
Most workforces aren’t doing too hot when it comes to engagement, as evidenced by Gallup’s findings that 87 percent of workers are disengaged and only 7 percent of people have the job they want. But could five critical conversations between managers and employees help you win your workforce back?
At the time of writing, there are over 1,000 chief happiness officers (CHOs) listed on LinkedIn. Google calls their own ‘The Jolly Good Fellow.” But is happiness something that can really be systematized? Cary Cooper and Ivan Robertson explore how the CHO movement also makes people unhappy.
For many employees, unfairness in the workplace feels like the rule rather than the exception. Yet wherever workers perceive their managers as fair, they become better performers, are more helpful to colleagues, and are less likely to be rude or steal. Tipping the balance toward perceived justice, HBR suggests, could be a matter of scheduling.
Want a fairer work environment? Try BetterWorks and help everyone feel heard.
Miss last week’s roundup? Read Arguments, Skills in 2030, and $100,000 Turnover