Sometimes it seems like supervisors and employees work in entirely different places. For years, researchers have known that bosses and line workers have widely varying views about things like priorities, performance ratings, communication and benefits. Here are eight areas for which recent studies have revealed major disconnects between what employees want and what their bosses think they want:
Successful career development is more than doing a good job. Dressing for success, business writing skills, career networking – all are vitally important.
Business Management Daily’s succinct, workplace-tested career advice is designed to help you position yourself to succeed in your chosen field.
You’re promoted to a more demanding, high-profile job, and the first thing you think is, “They must have made a mistake.” That’s your Inner Critic, whose prompts can get you out of bed in the morning, on the treadmill or through a pressing deadline. But its disapproving words can also make you miserable. Here’s how to quiet your Inner Critic:
A new study estimates that nearly two-thirds of Facebook users access the site at work. On average, they spend 15 minutes on the site during work hours, and the electronic back-and-forth could represent as much as 1.5% of an employer's productivity losses. The good news: You can stop it.
Technology is blurring the lines between work and leisure and revealing real tensions between Gen Y, Gen X and baby boomer employees. The generations have very different ideas about what is and isn’t an appropriate use of technology in the office. Here's one simple solution for bridging the gap.
Managers and employees have opposing views of privacy when it comes to employees’ off-duty postings on social networking sites, such as Twitter and Facebook. In a recent Deloitte survey, 60% of executives said they have a right to know how employees portray their companies online, but 53% of workers said their off-duty posts are none of their employers’ business.
Once you’ve found the ideal mentor—someone with the skills or career you admire—hang on to him or her. Whatever you do: 1. Don't ignore your mentor's advice. 2. Don't forget to follow up ...
Women leaders in Generations X and Y don’t go it alone or count on legal remedies to break the glass ceiling. They are highly interdependent. This distinguishes them from their predecessors. Today’s high-watt Silicon Valley women make heavy use of social networking to get ahead.
Participation in new “social media” outlets is on the rise, creating many questions for employers. Should we be using social media to develop business or to recruit new talent? Should we allow employees to use social media at work? What types of restrictions do we need? Can we monitor off-duty conduct? And what are the potential liabilities?
Technology is blurring the lines between work and leisure and revealing real tensions between Gen Y, Gen X and baby boomer employees. A recent LexisNexis survey reveals divergent ideas about what is and isn’t an appropriate use of technology and software in the white-collar workplace:
IBM managers “all the way up the chain” are on Facebook—and if you’re not, “You feel like you’re doing something wrong,” one employee said. But most businesses don’t have a social media culture like IBM’s. Instead, more than half of all U.S. companies prohibit the use of such sites at the office. Such policies may create more problems than they solve.