As employees, receiving rewards and recognition when we perform well makes us feel acknowledged and appreciated. We are also more likely to continue to perform well if our performance results in a positive outcome. This is because recognition is associated with many of the positive emotions that we want to feel: satisfied, confident, and valuable.
In addition to covering for employees on parental leave, same-site rotations also provide development opportunities because the person making the jump gains experience working on different teams. The idea has spread in the tech community as workers demand more work/life balance and greater professional development opportunities.
Companies report that they are highly committed to gender diversity. But that commitment has not translated into meaningful progress. The proportion of women at every level in corporate America has hardly changed. Progress isn’t just slow. It’s stalled. That’s what we found in Women in the Workplace 2018, a study conducted by McKinsey in partnership with LeanIn.Org.
The concept of employee well-being sprang initially from the employee wellness program — an initiative aimed at lowering insurance premiums by encouraging positive, healthy behaviors among the workforce. At some point, the definition of wellness expanded to include financial and emotional wellness, too.
As the wave of #MeToo stories have come to light over the past year, it’s become painfully clear that whatever organizations are doing to try to prevent sexual harassment isn’t working.
Ninety-eight percent of companies
have sexual harassment policies, and many provide anti-sexual harassment training. And yet it remains a persistent and pervasive problem.
