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Actual for You - Fit For Work - Managing Attendance In The Workplace
There is a memorable scene in the film, “In The Heat of The Night,” when Sidney Poitier’s character is tired of the guff he’s getting from his colleague, the Sheriff, portrayed by Rod Steiger.To end the condescension, Poitier says: “Call me MISTER Tibbs!”I can relate, as a customer, when I’m speaking to a CSR who has taken the liberty of using my first name, without permission.I don’t know where or when the change happened in our society, “empowering” CSR’s, and others we meet in business, to be so familiar, so soon. In fact, when I grew up, I was taught to use a formal title when:(1) Dealing with adults, and people of a more mature age;(2) Dealing with people who have formal titles, or who are acting in a formal capacity; such as doctors, coaches, teachers, and the like;(3) With customers; and(4) With strangers of all
Once it has been established that an employee is well enough to return to work, it’s imperative that a phased return is planned. This should involve the employee’s GP, counsellor/coach, personnel officer or line manager, together with an external mediator if there are unresolved workplace i
Finally, we are beginning to see real serious consequences for some of the players in the frauds that have been so prominent in the recent news. A third Enron executive is now sitting in a jail cell, and one WorldCom top dog has been arrested. Even Martha Stewart has finally been indicted.It’s about time!Too many have turned a blind eye to these cases. I would argue that this callous disregard has serious implications for free markets worldwide. America is the image of how a free-market works, and the world is watching.In nations where fraud and corruption are tolerated, free markets don’t last long. Already, many former communist nations are on the road back toward socialism, because brief attempts at developing a functional market-based system failed. These failures usually were the result of weak legal structures and the domination of a class
The employee’s perspective
Returning to work following a long period of absence is daunting in itself, but with stress-related absence this is often so threatening that some individuals never make the transition back to full time employment. If the illness was brought about by stress at work or there are unresolved bullying or harassment issues, it’s likely that fear of a relapse, along with lack of confidence and low self-esteem, will inhibit rehabilitation. When work pressures only partially contributed to the illness, there may be a feeling of guilt on the part of the employee that he or she had let their fellow workers down and put unnecessary pressure on others in the run-up to their illness. Such anxieties may be groundless, but individuals feel very fragile following stress-related illnesses – with anxiety, depression and panic attacks being common symptoms of breakdown or burnout. A considerable amount of support and encouragement is required if a full recovery is to be both achieved and sustained.
The employer’s perspective
The long-term absence of an employee naturally puts pressure on an organisation, both in terms of the costs of covering the absence and also in maintaining the morale of team workers. Achieving the smooth return to work of an employee who has been absent for some time requires early steps to be taken to establish a non-threatening rapport with the individual, and this should be undertaken with care and sensitivity. It should be the responsibility of the line manager or personnel officer to keep in contact with the employee – as it’s important that the absent employee feels valued but not pressured into returning to work before they are completely recovered.
Once it has been established that an employee is well enough to return to work, it’s imperative that a phased return is planned. This should involve the employee’s GP, counsellor/coach, personnel officer or line manager, together with an external mediator if there are unresolved workplace is
Recently, a business associate, Mike, mentioned that he was doing a show at a local university and stopped by the faculty dining hall to get lunch. He said that, while waiting on line, the service was poor. The line moved slowly, the counterperson was disinterested in what she was doing…and it showed. It was not a pleasant customer experience.It was Mike’s turn to order and the counterperson continued to show her disinterest…no eye contact, moving like it pained her, and no enthusiasm in her voice. Then when she finally looked up to give Mike his food, she noticed his nametag with his name and company. She realized that Mike worked for a bank where she just opened an account. Well, she turned into another person. She was excited when telling Mike about her excellent experience at his bank. In an instant she was vibrant, alert, smiling, and
The employee’s perspective
Returning to work following a long period of absence is daunting in itself, but with stress-related absence this is often so threatening that some individuals never make the transition back to full time employment. If the illness was brought about by stress at work or there are unresolved bullying or harassment issues, it’s likely that fear of a relapse, along with lack of confidence and low self-esteem, will inhibit rehabilitation. When work pressures only partially contributed to the illness, there may be a feeling of guilt on the part of the employee that he or she had let their fellow workers down and put unnecessary pressure on others in the run-up to their illness. Such anxieties may be groundless, but individuals feel very fragile following stress-related illnesses – with anxiety, depression and panic attacks being common symptoms of breakdown or burnout. A considerable amount of support and encouragement is required if a full recovery is to be both achieved and sustained.
The employer’s perspective
The long-term absence of an employee naturally puts pressure on an organisation, both in terms of the costs of covering the absence and also in maintaining the morale of team workers. Achieving the smooth return to work of an employee who has been absent for some time requires early steps to be taken to establish a non-threatening rapport with the individual, and this should be undertaken with care and sensitivity. It should be the responsibility of the line manager or personnel officer to keep in contact with the employee – as it’s important that the absent employee feels valued but not pressured into returning to work before they are completely recovered.
Once it has been established that an employee is well enough to return to work, it’s imperative that a phased return is planned. This should involve the employee’s GP, counsellor/coach, personnel officer or line manager, together with an external mediator if there are unresolved workplace i
Not wanting to over-simplify the whole ‘running a business thing’, but I’ve developed a list (based on my own experiences, and that of my clients and other business owners), which covers some of the things we need to know for different stages of building a business:Start-up phase:- Start a business because you want to, don’t just fall into it - Do your homework – know what you’re getting yourself into, and who else is doing it too - Do what you love – have a passion - Recognise that it’s going to be tough and be prepared - Budget for a completely different level of income (!) (that’s a lower income, not a higher one…) - Talk to people who remember setting up their own business, and learn from their advice. - Use suppliers who can meet your budget. Don’t be ‘sold’ into paying more than you want to – there will be time enoug
The employer’s perspective
The long-term absence of an employee naturally puts pressure on an organisation, both in terms of the costs of covering the absence and also in maintaining the morale of team workers. Achieving the smooth return to work of an employee who has been absent for some time requires early steps to be taken to establish a non-threatening rapport with the individual, and this should be undertaken with care and sensitivity. It should be the responsibility of the line manager or personnel officer to keep in contact with the employee – as it’s important that the absent employee feels valued but not pressured into returning to work before they are completely recovered.
Once it has been established that an employee is well enough to return to work, it’s imperative that a phased return is planned. This should involve the employee’s GP, counsellor/coach, personnel officer or line manager, together with an external mediator if there are unresolved workplace i
A Limited Liability Company, commonly referred to as a LLC, is a company that combines the features of a corporation and partnership type business structure. The owners are referred to as members. The main documents that are required to be drafted are the Articles of Organization and the Operating Agreement. The survival of LLCs start by filing the Articles of the Organization with the Secretary of State and the articles have to be in the prescribed format. A state-filing fee needs to be paid. The necessary information that has to be provided includes the date at which the LLC is to dissolve and a declaration as to whether the LLCs will be managed by one manager, more than one manager or by all the owners. Articles may be prepared by lawyers or filed by individuals or the groups interested in forming LLCs.The formation of the LLC is legally complete when membe
The employer’s perspective
The long-term absence of an employee naturally puts pressure on an organisation, both in terms of the costs of covering the absence and also in maintaining the morale of team workers. Achieving the smooth return to work of an employee who has been absent for some time requires early steps to be taken to establish a non-threatening rapport with the individual, and this should be undertaken with care and sensitivity. It should be the responsibility of the line manager or personnel officer to keep in contact with the employee – as it’s important that the absent employee feels valued but not pressured into returning to work before they are completely recovered.
Once it has been established that an employee is well enough to return to work, it’s imperative that a phased return is planned. This should involve the employee’s GP, counsellor/coach, personnel officer or line manager, together with an external mediator if there are unresolved workplace i
If you have a restaurant business or are planning on starting a restaurant business then there are several things you will need to do. Find the right products and supplies to start your organization. hiring the right staff, having a menu that is attractive to local consumers, and above all having the right location with the right atmosphere. Some good principles to follow when doing this is develop a business start-up strategy covering the above areas.In starting a restaurant you may want to consider restaurants that are for sale, but be wary of the cost of leasing and the condition of the current business infrastructure and services to the building. You want to be able to start a restaurant with a minimum number of headaches when it comes to bills in the first few months. What is most important is generating the volume of customers you need and having a suita
Once it has been established that an employee is well enough to return to work, it’s imperative that a phased return is planned. This should involve the employee’s GP, counsellor/coach, personnel officer or line manager, together with an external mediator if there are unresolved workplace issues that still need to be addressed. The phased return should include a short induction programme and any necessary retraining. Workloads at this stage should be carefully monitored – as too much too soon could result in a crisis of confidence and a relapse; while too small a workload can have the effect of making the employee feel superfluous.
Guidelines for rehabilitation back to work
Each case has to be judged on its merits, and in cases of return to work after several months of illness it will be important to work in conjunction with an occupational physician. The importance of this process cannot be overstated. Once an employee has highlighted that they have had a stress-related illness, positive action must be taken to remove the stressors and/or give adequate training and support to the individual to enable them to cope with the demands of their job
The normal work-related pressures should be removed, as far as is possible, for the initial return to work, and then gradually reapplied as the individual becomes fit enough to accommodate them as part of their normal everyday work. In some cases retraining may be appropriate, and this will depend on discussions with the individual, the job evaluation and skills analysis.
Ongoing appraisal needs to be a guided conversation, with the manager helping to review aspects of the job that may be difficult, and identifying areas where the individual is happy to initially return to begin work.
Key questions for consideration in ensuring successful rehabilitation of an employee back to work include:
• Has the individual been off work for the optimum recovery period? Individuals may return to work too soon and without having had enough time to rest and recover and to rebuild their self-esteem and confidence.
• What are the factors that caused the original problem, and who needs to assume responsibility?
• Is it appropriate that the individual returns to exactly the same role?
• Where the individual’s role needs to be cha
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