ADP: Private-sector payrolls gained 113K jobs in Oct. | CEOs share tips for building gender equity | How to tailor management style to employee personalities
Private-sector employers added more workers in October compared with September, and pay was up 5.7% on a year-over-year basis, according to a report from ADP. Private employers hired 113,000 workers during the month, up from 89,000 in September. Full Story: CNBC (11/1)
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Tapping into the benefits of gender equity is a matter of cultivating talent, focusing on results and rewarding employees, according to CEOs from companies including Sodexo and CVS Health. Measures to support women leadership include having diverse interview panels, offering leadership programs to build skills and confidence and motivating employees with equal pay and connection to a higher purpose. Full Story: Forbes (tiered subscription model) (10/31)
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Many Americans are forced to retire earlier than expected Research consistently suggests that people end up retiring earlier than they had expected, potentially as a result of job loss, health issues or other factors. "The key is, these are things you aren't going to be able to control," said David Blanchett of PGIM. Forty-six percent of retirees said they left the workforce earlier than anticipated, according to an Employee Benefit Research Institute survey. Full Story: CNBC (10/31)
More than 40% of employees say they're using generative artificial intelligence at work even though only 28% of employers say they allow the technology and 10% have formal policies regarding its use, according to research by ISACA, an international group that supports IT professionals. "Employees are not waiting for permission to explore and leverage generative AI to bring value to their work, and it is clear that their organizations need to catch up in providing policies, guidance and training to ensure the technology is used appropriately and ethically," says Jason Lau, ISACA board director and chief information security officer at Crypto.com. Full Story: Human Resources Director (10/27)
Leadership development practices are not a "nice to have" feature; they make companies three times more likely to exceed financial targets, 12 times more likely to engage and retain employees, and five times more likely to be more innovative than companies without them, a study from the Josh Bersin Company shows. Bristlecone Chief People Officer Lisa Lesko outlines their signature program that includes six rituals and six critical approaches that made leadership development part of company culture and led to a 15% decrease in attrition. Full Story: Josh Bersin blog (11/1),Forbes (tiered subscription model) (11/1)
SmartBreak: Question of the Day
Nov. 2 is National Deviled Egg Day -- deviled eggs were popular in ancient Rome, but references to "deviled" eggs are more recent. What century did the term first appear?
Principal Brown and her campus supervisor, Robert Smith, rode out to the football field to check on Mr. Macy’s PE class. Mr. Macy was out for the day so Mr. Oliver was covering for him. When they reached the field, they saw four students in the stands (the class has about 20 students), chatting and perusing their phones. The students were dressed out but not doing anything PE related. The principal looked around for Oliver. She saw his truck parked at the end of the field. She and Smith rode over to the truck. Oliver was asleep. Brown tapped on the window. Oliver woke up groggy and was startled when he saw Brown’s face. He quickly rolled down the window. “Good morning, Mr. Oliver,” Brown said smoothly. Smith hid a smile. Oliver looked uncomfortable. “What’s happening? You’re supposed to be covering for Mr. Macy.” Oliver pushed the door open and jumped out. He stood awkwardly by his boss and pointed to the students in the stands. He explained that the others were with another PE teacher in the gym. “Not anymore,” Brown said, pointing to the far side of the field where the students were filing onto the field. Again, Oliver was caught off guard. He rushed to grab a soccer ball from the equipment trolley and tossed it to the kids milling about on the field. Smith noticed that he didn’t give them any direction or ask the students in the stands to join the others on the field. Brown noticed it also. She looked around at the students. Some were organizing into teams for a pick-up game, while others stood by watching. The remainder were gathered in clusters on the field, laughing, talking and working their phones. Brown looked annoyed. She turned back to Oliver. “I’ll leave you to your class, Mr. Oliver,” she said. Her voice was stern. “Please stay awake and please don’t park your truck on this field. I’ve asked you that before.” Smith and Brown climbed back into the golf cart and headed back to the main campus. Brown didn’t mention the incident with Oliver. She talked instead about the upcoming student fundraiser. How do you lead teams made up of different people and personalities? Should we cater to people’s personalities -- and if so, how much? Today’s Leadership & Development story from Entrepreneur talks about six different personality types and how managers can tailor their leadership style to these types, to get the most from them. I admit I’m torn. I’ve worked with Oliver-type people -- folks who function from a place of low motivation. I could pull a rabbit out of a hat daily and they would still go through the motions of their work, doing the minimum of what’s required. They lack respect for work and have no interest in being industrious or exercising ambition. How do you deal with this personality type? Do you change your management style depending on the employee? Does this help or drain you? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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