The Herald Business - - Human Resources -

What makes a di­nosaur boss?

In an em­ploy­ment en­vi­ron­ment in which a per­ceived griev­ance is re­garded as ac­tual, “in­ap­pro­pri­ate be­hav­iour” by a man­ager can take many forms, such as com­ments which ridicule or hu­mil­i­ate, or the per­cep­tion that some­one is be­ing pestered or ha­rassed.

What are the con­se­quences?

The ef­fects on team mo­rale can be sig­nif­i­cant, not only among those em­ploy­ees di­rectly con­cerned but among wit­nesses who feel pow­er­less to help the “vic­tim” or change the of­fend­ing be­hav­iour.

What can man­agers and ex­ec­u­tives do?

Pro­grammes of con­tin­u­ing ca­reer man­age­ment, with em­pha­sis on in­ter­per­sonal skills, can be aug­mented by men­tor­ing and coach­ing. In a Gen­er­a­tion Y en­vi­ron­ment, seek­ing feed­back – and act­ing on it – should be the norm, rather than a box to be ticked.

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