Promotions can be a catalyst for quitting | Talking about suicide at work shouldn't be taboo | Love to work with people? You will need more than that in HR
Some 29% of US workers left their jobs between 2019 and 2022 after being promoted for the first time, compared to an estimated 18% who didn't receive promotions, according to analysis by the ADP Research Institute. The reasons for quitting following a promotion could be a lack of support in the new role or it coming too late and workers were already seeking other opportunities, experts say.
Bullying at work, intense competition among peers and racism are several factors that can exacerbate underlying anxiety and depression and contribute to suicidal thoughts, writes Maya Richard-Craven. Contact 911 if the crisis is immediate, Richard-Craven advises; otherwise, make sure to compassionately listen to colleagues and avoid perpetuating stigma.
Private admissions counseling is the latest employee benefit provided by major companies such Bank of America, American Express and JP Morgan Chase. The perk is aimed at improving employee retention and preventing the stress of the admissions process from cutting into productivity, but critics say the counseling primarily advantages wealthier workers.
Amazon has reduced its lost-time injury rate by 69% by relying on an AI-powered "goods-to-person" strategy that moves items via robots and pods to employees in safety zones, while Propak taps the technology to spot potential safety problems such as the need for floor markings and mirrors. AI proponents say the technology can bolster worker safety and costs associated with employee injuries but other experts warn firms to be cautious and transparent regarding data collection.
Exaggerated leadership experiences or skill sets can be as artificial as veneer on furniture, and dressing them up with PhotoShop, deepfake technology or generative AI merely provides a sheen of authenticity that is easily rubbed away, Steve McKee, co-founder of marketing advisory firm McKee Wallwork, asserts. "It's one thing to have earned respect and another to create the appearance of it," McKee writes.
“Mom, I’m changing my major,” Kawai told me one night on the phone. She was just back from her honeymoon and the time away had given her new perspective about her future.
“Good deal,” I said. “What are you pivoting to?”
“HR,” she said and I smiled. I wasn’t surprised. She had started doing some HR tasks at work, including recruiting, interviewing and hiring staff. Kawai worked for a small family-owned business and had come to understand the connection between headcount, quality employees and stable revenue. I had just one concern.
“You’re going to be terrific at this.”
“Thanks, Mom!”
“Just one thing.”
“What?” Her voice had a tone of suspicion. I tried to be gentle.
“You’re going to be working with people and --”
“I know! I’m nice! I’m a people person!”
“Easy, Trigger,” I said, laughing. “I meant it when I said you’d be great. But know you’re dealing with people and it’s not enough to be friendly and fun. You’re going to need a lot of patience and backbone -- to say the hard things; address difficult issues; hear out complaints. And answer questions -- sometimes, the same question multiple times. You’ll need a boatload of patience.”
Today’s Leadership & Development story from Human Resources Director talks about the myth of being a people person in HR. I like the way David Franks, former chief people officer for Novacyt puts it: “When it comes to liking people, I’d almost argue it’s a disadvantage. Strong HR professionals are able to balance the needs of the business with the needs of its people, and ‘liking’ people can mean you end up taking an employee voice when a ‘firmer’ stance is needed.”
How do you balance the needs of the company with the needs of the individual? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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