Towers Perrin Study Discounts Workplace Myths;
Towers Perrin Study Discounts Workplace Myths;
Towers Perrin's recently released 2007 Global Workforce Study shows fascinating shifts in commonly-held beliefs. However, I must express a level of caution in reading the results.
1. Towers Perrin stated that a "stressed out" workforce appears to be over-stated. Sixty-eight percent (68%) of those surveyed report reported being neutral to energized by on-the-job stress.
My caution: Neutral is not a positive word in my book. What percentage are "neutral"? A car does not move forward in neutral. It only stays put or rolls back. Same thing is true of people.
2. Technology is not the enemy. The vast majority (86%) felt it actually help them achieve some level of balance between their personal and professional lives and that it signal an awareness that the world operates on a 24/7 basis.
My caution: It comes from the word "some". Technology is a great tool as long as we control it rather than the other way around. It also requires that management is very clear about what really matters so that "connected time" is not wasted time. If everything is important, nothing is important.
3. Work is not the center of our lives. More than half of the respondents (59%) reported that they work to support their lives and family needs versus 18% who agreed that work was the most important aspect of their lives. Among U.S. respondents, 72% agreed that they essentially work to live.
My caution: If one only works to live, a company better pay close attention to programs and trainings that help workers balance personal and life responsibilities. If not, a worker is off to the next organization that enables work/life flexibility.
4. Senior leadership actions have greater influence than first-line managers on engagement and retention. Although a good relationship with direct reports is critical, senior leaders are scrutinized carefully for their decisions and visibility, along with learning and opportunities for advancement.
My caution: I am concerned that senior leaders will not heed this very important finding. An Opinion Research (Feb 2007) study corroborates that the top workplace frustration is poor communication by senior management about the business. So on both counts, senior leaders best heed the cry of the workplace. The workers seek ethical decisions, transparency, clarity and visibility.
Bottom line: Data is always worthy of study AND of more in-depth analysis. At the end of the day, we want numbers as well as plain talk about what matters. For more insights into work and life leadership, visit my blog: Plain Talk - Straight-up insights on work and life leadership.
(c) 2008, McDargh Communications. All rights reserved. You may reprint this article so long as it remains intact with the byline and if all links are made live.
Towers Perrin Study Discounts Workplace Myths - To learn more about this author, visit Eileen McDargh's Website.
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Work/Life Leadership Expert Expresses Caution with the Data
Towers Perrin's recently released 2007 Global Workforce Study shows fascinating shifts in commonly-held beliefs. However, I must express a level of caution in reading the results.
1. Towers Perrin stated that a "stressed out" workforce appears to be over-stated. Sixty-eight percent (68%) of those surveyed report reported being neutral to energized by on-the-job stress.
My caution: Neutral is not a positive word in my book. What percentage are "neutral"? A car does not move forward in neutral. It only stays put or rolls back. Same thing is true of people.
2. Technology is not the enemy. The vast majority (86%) felt it actually help them achieve some level of balance between their personal and professional lives and that it signal an awareness that the world operates on a 24/7 basis.
My caution: It comes from the word "some". Technology is a great tool as long as we control it rather than the other way around. It also requires that management is very clear about what really matters so that "connected time" is not wasted time. If everything is important, nothing is important.
3. Work is not the center of our lives. More than half of the respondents (59%) reported that they work to support their lives and family needs versus 18% who agreed that work was the most important aspect of their lives. Among U.S. respondents, 72% agreed that they essentially work to live.
My caution: If one only works to live, a company better pay close attention to programs and trainings that help workers balance personal and life responsibilities. If not, a worker is off to the next organization that enables work/life flexibility.
4. Senior leadership actions have greater influence than first-line managers on engagement and retention. Although a good relationship with direct reports is critical, senior leaders are scrutinized carefully for their decisions and visibility, along with learning and opportunities for advancement.
My caution: I am concerned that senior leaders will not heed this very important finding. An Opinion Research (Feb 2007) study corroborates that the top workplace frustration is poor communication by senior management about the business. So on both counts, senior leaders best heed the cry of the workplace. The workers seek ethical decisions, transparency, clarity and visibility.
Bottom line: Data is always worthy of study AND of more in-depth analysis. At the end of the day, we want numbers as well as plain talk about what matters. For more insights into work and life leadership, visit my blog: Plain Talk - Straight-up insights on work and life leadership.
(c) 2008, McDargh Communications. All rights reserved. You may reprint this article so long as it remains intact with the byline and if all links are made live.
Towers Perrin Study Discounts Workplace Myths - To learn more about this author, visit Eileen McDargh's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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