So many questions, so few answers

I have been fortunate enough to have a career that has spanned nearly 40 years, and some people would expect that anyone with 30-plus years of working experience would be wise and have answers to lots of questions.

Far from it. What I have learned is that I have many more questions about the workplace than I have answers.

Some questions are from my children, some co-workers and others from a variety of people of all ages and backgrounds. The questions would seem to have common sense answers and solutions, but with some exceptions they remain enigmas at least to me.

Here is a sampling of the tougher questions I have yet to figure out:

• Why do some companies keep doing traditional, annual formal performance reviews when most people hate the process and the forms?

The business world has certainly become more complex and challenging. Given that, perhaps it makes sense to ask these and other questions of yourself and your management team.

• Why are there still organizations that do not provide equal pay for equal work?

• Why do so many people still go to a job they hate?

• Why do some interviewers still ask employment candidates the irrelevant question — “What do you want to be in five years?”

• Why do some interviewers still ask employment candidates the irrelevant question — “What are your greatest weaknesses?”

• Why don’t we mandate psychological assessments and background checks for candidates seeking public office?

• Why are new employees put on a probationary period at some organizations? Did they do something wrong?

• Why are professional athletes paid and praised more than so many other professions where

lives are saved, diseases are cured and children are taught? And, why don’t we ask for the autographs of these people instead of athletes?

• Why isn’t there a national signing day for high school graduates who receive academic scholarships?

• Why are office meetings always seemingly scheduled for one hour?

• Why do some organizations have candy and chips in their vending machines, but get upset about their rising health insurance costs?

• Why do some companies provide a list of people in their Bereavement Leave policies that their employees can mourn (with a maximum number of paid time off to mourn)?

• Why do they call it work/ life balance if workers still spend more time at work than with their families?

• Why do some HR departments take so long to respond to candidates for open positions?

• Why are the spaces on employment applications to print information so tiny?

• Why are there not more women represented on management teams and company boards?

• Why are some CEOs of public companies paid so much money?

• Does anyone really provide great customer service anymore?

• Why do people feel it is OK to set their mobile device on a conference table during meetings?

• Why do some companies employ people they do not trust and/or are consistently poor performers?

• Why do we make such a big deal about a 10-year work anniversary but not an 11-year work anniversary?

• Why don’t we always have three-day weekends?

• Do “Use it or Lose it” vacation policies still make any sense?

• Why do some companies still have a limited number of paid sick days for their employees? If the answer is that some people will abuse the policy if it was unlimited, then why are you still employing those people (see my question above about employing people you do not trust).

• Why isn’t every organization committed to only hiring and keeping the very best talent they can find?

Perhaps you have a list of your own questions about work that just seem like common sense, relative to the answers. Too many companies still approach work and the employment of people in traditional and non-productive ways.

The business world has certainly become more complex and challenging. Given that, perhaps it makes sense to ask these and other questions of yourself and your management team. The answers you receive will provide great insight relative to you and your team’s road ahead.

Perry is ERC’s chairperson and author of “Re-Shape Re-Define Re-Imagine.” (PatPerryBook. com)

Pat Perry