I am asked to prepare a 'positive work cultures' training module. What should be the syllabus contained within the module. Please assist. Regards.
From Malaysia, Kuala Selangor
From Malaysia, Kuala Selangor
Hi
To build a strong and positive work culture, leaders must attend to numerous critical issues. These include the following:
· Develop a focused vision and mission. They must decide collaboratively what they want to achieve, what standards they wish to promote and what goals for employees achievement they will have.
· Identify core norms, values, and beliefs This includes identifying norms of behavior and decision making, establishing values and its purposes, and setting forth belief statements that can be guideposts for the company.
· Generate new rituals, traditions, and ceremonies that will bring the community together, transmit the culture, and commemorate important events and transitions. Ceremonies at the beginning and end of the year are key to forging community bonds like Company Annual Day. It is important to have award and recognition events to honor people who are making a difference.
· Foster norms of behavior that are unique to the Company, norms that forge strong positive interpersonal relationships. Be clear about how employees of various grades , vendors & contract employees etc are to be treated.
· Attend to the symbols, artifacts, history, and logos of the company. These outward manifestations of the company's culture and vision are key to communicating what the company stands for.
· Celebrate early successes as well as the occasions of birthdays or aniversary’s etc,both large and small. Without the visible celebration of efforts and achievements, motivation can be lost.
· Involve people in major policies decision making
· Fair & transparent C&B
· Hire the best Talent in the market to work with your organization does add to the positive work culture..
Cheerio
Rajat
From India, Pune
101To build a strong and positive work culture, leaders must attend to numerous critical issues. These include the following:
· Develop a focused vision and mission. They must decide collaboratively what they want to achieve, what standards they wish to promote and what goals for employees achievement they will have.
· Identify core norms, values, and beliefs This includes identifying norms of behavior and decision making, establishing values and its purposes, and setting forth belief statements that can be guideposts for the company.
· Generate new rituals, traditions, and ceremonies that will bring the community together, transmit the culture, and commemorate important events and transitions. Ceremonies at the beginning and end of the year are key to forging community bonds like Company Annual Day. It is important to have award and recognition events to honor people who are making a difference.
· Foster norms of behavior that are unique to the Company, norms that forge strong positive interpersonal relationships. Be clear about how employees of various grades , vendors & contract employees etc are to be treated.
· Attend to the symbols, artifacts, history, and logos of the company. These outward manifestations of the company's culture and vision are key to communicating what the company stands for.
· Celebrate early successes as well as the occasions of birthdays or aniversary’s etc,both large and small. Without the visible celebration of efforts and achievements, motivation can be lost.
· Involve people in major policies decision making
· Fair & transparent C&B
· Hire the best Talent in the market to work with your organization does add to the positive work culture..
Cheerio
Rajat
From India, Pune
Hi
To assess the Positive Work Culture - these questions may help.
Cheerio
Rajat
A FRAMEWORK FOR ASSESSING YOUR WORKPLACE
20 QUESTIONS
Ratio of women workers
1. What is the current ratio of women workers?
. Compute ratios separately for non-traditional, high-growth occupations.
. Compute ratios separately for senior positions.
. Look further – what is the impact of age, education and family status?
2. Are the ratios increasing or decreasing over time?
3. How well do the ratios reflect the availability of skilled women in your location?
4. How do turnover rates compare for men and women?
5. Are the ratios approaching critical mass (30 per cent or more)?
Nature of interpersonal relations
6. Ask employees (individually, in groups or via surveys) questions such as:
o Do workers feel they have an opportunity to contribute to decisions?
o Are work group relationships generally positive?
o What are the formal and informal mechanisms for handling conflict?
o Do male workers show that they are aware of the challenges that women may face in traditionally male workplace environments?
o Do women feel they are part of the team?
7. How many co-worker complaints and conflicts arise each month (or each quarter)?
o What are the sources and causes of conflicts?
o Is the number decreasing?
Gender inclusive conditions and freedom from stereotypes
8. Are job titles, job descriptions and job ads inclusive of women?
9. Are the physical working conditions (e.g., equipment, clothing, shower and toilet facilities) appropriate for men and women?
10. Do workplace decisions about people reflect individual differences rather than assuming that all women have the same needs/concerns and so do all men?
11. What processes are in place to ensure that women are not automatically streamed into certain jobs or types and levels of work?
Opportunities for advancement
12. Are promotion, pay and performance evaluation systems clearly written and based on objective criteria?
o Are men and women promoted at equal rates?
o Are the average earnings for women and men the same?
o Are men and women held to the same performance standards?
13. How is mentoring encouraged? What other supports are available?
14. Do women employees have the opportunity to see women role models in more senior roles?
15. How are formal and informal definitions of ‘leadership potential’, ‘manager material’ and ‘ideal worker’ critically reviewed to ensure the behaviours and assessments are inclusive of women?
16. How are workers chosen for training or special assignments? How many women are given training opportunities or special assignments that build critical skills? Is this number increasing over time?
17. What is the impact of seniority rules on women’s career opportunities?
o How do they affect individuals who might work part-time, who hold temporary jobs or who take leaves for family responsibilities?
o Do they facilitate the movement of women into high-growth and high-paying occupations?
Psychologically healthy environment – harassment-free and work-family balance
18. What mechanisms signal to employees that harassment of any sort is not tolerated in the workplace?
19. What is the organization’s track record on responding to complaints of harassment?
o Is it clear that they are taken seriously, quickly addressed and resolved without negative consequences for the complainant?
20. How do formal policies and informal norms support individual employees in reconciling their work and personal responsibilities?
o How predictable are work demands and hours of work?
o How much flexibility is given to employees regarding when and where they work?
From India, Pune
To assess the Positive Work Culture - these questions may help.
Cheerio
Rajat
A FRAMEWORK FOR ASSESSING YOUR WORKPLACE
20 QUESTIONS
Ratio of women workers
1. What is the current ratio of women workers?
. Compute ratios separately for non-traditional, high-growth occupations.
. Compute ratios separately for senior positions.
. Look further – what is the impact of age, education and family status?
2. Are the ratios increasing or decreasing over time?
3. How well do the ratios reflect the availability of skilled women in your location?
4. How do turnover rates compare for men and women?
5. Are the ratios approaching critical mass (30 per cent or more)?
Nature of interpersonal relations
6. Ask employees (individually, in groups or via surveys) questions such as:
o Do workers feel they have an opportunity to contribute to decisions?
o Are work group relationships generally positive?
o What are the formal and informal mechanisms for handling conflict?
o Do male workers show that they are aware of the challenges that women may face in traditionally male workplace environments?
o Do women feel they are part of the team?
7. How many co-worker complaints and conflicts arise each month (or each quarter)?
o What are the sources and causes of conflicts?
o Is the number decreasing?
Gender inclusive conditions and freedom from stereotypes
8. Are job titles, job descriptions and job ads inclusive of women?
9. Are the physical working conditions (e.g., equipment, clothing, shower and toilet facilities) appropriate for men and women?
10. Do workplace decisions about people reflect individual differences rather than assuming that all women have the same needs/concerns and so do all men?
11. What processes are in place to ensure that women are not automatically streamed into certain jobs or types and levels of work?
Opportunities for advancement
12. Are promotion, pay and performance evaluation systems clearly written and based on objective criteria?
o Are men and women promoted at equal rates?
o Are the average earnings for women and men the same?
o Are men and women held to the same performance standards?
13. How is mentoring encouraged? What other supports are available?
14. Do women employees have the opportunity to see women role models in more senior roles?
15. How are formal and informal definitions of ‘leadership potential’, ‘manager material’ and ‘ideal worker’ critically reviewed to ensure the behaviours and assessments are inclusive of women?
16. How are workers chosen for training or special assignments? How many women are given training opportunities or special assignments that build critical skills? Is this number increasing over time?
17. What is the impact of seniority rules on women’s career opportunities?
o How do they affect individuals who might work part-time, who hold temporary jobs or who take leaves for family responsibilities?
o Do they facilitate the movement of women into high-growth and high-paying occupations?
Psychologically healthy environment – harassment-free and work-family balance
18. What mechanisms signal to employees that harassment of any sort is not tolerated in the workplace?
19. What is the organization’s track record on responding to complaints of harassment?
o Is it clear that they are taken seriously, quickly addressed and resolved without negative consequences for the complainant?
20. How do formal policies and informal norms support individual employees in reconciling their work and personal responsibilities?
o How predictable are work demands and hours of work?
o How much flexibility is given to employees regarding when and where they work?
From India, Pune
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