WELCOME

In these uncertain economic times we are all worried about the future, and whether we are going to have a place of employment or not. We do have strength in numbers and we would like to hear from you about work related problems, issues and solutions. It is through sharing of ideas that great things can be achieved. Visit our website to find out more about us... http://www.workpoints1.com

COMMUNICATION

Even with the best of intentions people can send mis-leading, confusing, and inappropriate messages. Mis-communication in the workplace leads to gossip, and gossip leads to hurt feelings and hurt feelings lead to a workplace in turmoil. When a co-worker says something that appears to be hurtful, in anger or derogatory our natural instinct is to get angry (and generally not approach the person to resolve the issue). Our natural instinct it to "blow off steam" with another co-worker, not the person causing us anguish. Our natural instinct is to avoid the person which often allows the situation to fester. This topic is being posted to share with others the various ways in which we find the strength to confront the person who is causing us the anguish. What do you do? What inner strength do you use?

CONFLICT

An employee recently wrote us saying, "Our supervisor ignores issues between employees until they turn into major conflicts. We have a core group in our department who seem to delight in causing trouble. They spread gossip, take the opposite view on everything to provoke a disagreement and end up dominating anyone who dares to discuss something rationally. Our supervisor just walks away when something starts and makes comments about how we are acting like a 'bunch of children'...maybe so, but not all of us. Most of us would like to have something happen to change all this and make it a better place to work."

Have you experienced conflict at your place of work? How has your supervisor handled it? What would you tell someone in this situation? Conflict is never easy to solve, so please share your experiences.

FUTURE WORKPOINTS TOPICS

• CONFLICT - Our supervisor ignores issues between employees until they become major conflicts. Recently discussed.
• COMMUNICATIONS - No one takes the time to tell us what is going on or wants to know what we really think. NOW BEING DISCUSSED!
• TRUST - In spite of my efforts as a supervisor, my staff doesn't seem to trust me to have straight forward conversations.
• RESPECT - What does it mean to have respect for the employees you supervise and for the person who supervises you?

WORKPOINTS, The Job Performance Specialists

WORKPOINTS offers a state-of-the-art process that will accurately pinpoint the underlying negative characteristics prevalent in a particular workgroup and reports only those problem areas that need to be resolved. It begins with an internet-based attitude/behavior assessment for all participants. The results of the assessment creates the Targeted Training Plan and the package is completed with topic-specific training material for the participants including trainer guides.

In short, we provide you with everything you need to bring about change! http://www.workpoints1.com/

LOYALTY

LOYALTY---Why do employees not show as much loyalty to their companies today? What do you think it would take for employees to be loyal again to a company? Tell us a story about how your company instills loyalty.

The point was made by Goran Lindahl, former chief executive of ABB, the Swiss-Swedish industrial giant: "In the end, managers are not loyal to a particular boss or even to a company, but to a set of values they believe in and find satisfying. In an era of change, the hope is that shared purpose will provide an anchor, something to hold on to, which will make insecurity more tolerable. And in an era of innovation, purpose will justify the risks associated with innovation, which would not normally be acceptable to executives focused on profits"

From Fast Company, October 2006, page 50, quoted from the book by Niko Mourkogiannis, "Purpose: the Staring Point of Great Companies"

MOTIVATION

We are all motivated by something different...motivation is a personal issue, and the fact that you are motivated by something doesn't make it good or bad. Do we depend on others to motivate us, or do we change what we need from others?

• Recently, a highly talented professional commented to a human resources professional, "I find little motivation to do my best in this organization." Per the Human Resources Professional, who wrote: "Working in the Human Resources Department, I knew what compensation level he was in (much higher than me) and we were sitting in his office (twice the size of mine), so I discounted the money and ego satisfaction factors that our corporation depended upon to attract and hold onto key staff members. I told him so and then asked what was missing for him. He replied, 'you know, we may grow up and achieve what society calls success, but just like when we were little kids, we still need to hear, nice job. It's as simple as that...senior management expects excellent work from me and they get it...they take it for granted and I feel that I'm being taken for granted. I don't need a lot of insincere backslapping and accolades, but I, like everyone else, needs to know that others recognize the work that I'm doing. I can't seem to find that here and it's something that I can't go to my bosses and ask for it...they should know it without me telling them, but they don't. I'm thinking of finding another organization that will recognize me for the work that I do, but I'm not sure whether that simple act of recognition exists any more."

As I thought back about what this employee had to say, I wanted to tell him that he was important. I pride myself on being able to respond to people, but what do you say to someone when the organization doesn't acknowledge the work that the employee does?

Bill G. - Human Resources