Editorial
The sky is falling
I’m beginning to feel like Chicken Licken. Certainly the barrage of doom and gloom stories in the newspapers and on radio and television news bulletins of late would have us believe the sky is falling and we’re marching headlong into economic disaster.
At risk of appearing like a complete bird brain—and thoroughly muddling my bird metaphors—I’m tempted to take a hint from another avian species and bury my head in the sand. Surely it can be no worse than the headless chicken approach afflicting many commentators, and businesses, at the moment.
There’s no denying things don’t look good, but I do worry we’re also in danger of talking the situation up and creating a self-fulfilling prophecy.
Confidence is plummeting in the face of talk about recession. In its latest Quarterly Survey of Business Opinion, the New Zealand Institute of Economic Research says a net 56 percent of firms expected the general business situation to deteriorate in the next six months. This is up from 38 percent last December—and the highest level since December 2005. None of the firms surveyed intended to increase staff in the next quarter, and 12 percent of manufacturers recorded a drop in employment in the past three months.
Meanwhile in the TEC’s latest Quarterly Confidence Index figures, 53 percent of New Zealand chief executives expect economic conditions to worsen in the next 12 months. Interestingly, 53 percent also indicated they would be increasing staff levels in the next 12 months and only five percent are expecting to cut staff.
Let’s hope some of the doom and gloom merchants got to hear Professor Martin Seligman on his recent visit here to speak on happiness at work. It seems the disciple of positive psychology has us pegged as a nation of pessimists. Although we’re quick to moan, however, he says we’re positively cheery compared with the dour Scots and their ‘cannae do’ attitude.
The problem with pessimism, according to Seligman, is that it stops people trying and thus undermines innovation. In an interview in The Business Herald, he says pessimism promotes helplessness, while optimism gets people trying harder in the face of adversity.
If we’re going to weather our current spot of adversity, we’ll need to develop a more optimistic ‘can do’ attitude. And we’d do well to learn from Seligman’s strongest recommendation for lasting happiness—figure out your strengths and find new ways to deploy them. After all, happy people are more engaged and more productive—and that’s surely what we need.
Lyndsey Swan
Feature articles
Acts of faith
It’s taken three years to get to where they want, but now the Catholic Diocese of Auckland has earned itself a place as one of the country’s best places to work. General manager Kerry Coleman talks to Steve Hart about the organisation’s journey.
Fun times at work
Happy staff are a breed apart, says Phil Kerslake. Yet surveys suggest that in many workplaces, loyalty is flagging and half the staff want out. He suggests that taking your job seriously but yourselves more lightly will pay dividends.
Part of the union—IR in today’s workplace
Industrial strife between employers and unions has long been a part of New Zealand society, but these days that tense and difficult relationship has begun to change. Miriam Bell explores how unions fit into the contemporary Kiwi workplace.
Remuneration and the slowing economy
There are clear signs that tighter economic times and a tougher business environment lie ahead, says Helene Higbee. She looks at the effect this is having on remuneration as low unemployment puts pressure on employers seeking new staff.
Reaping the benefits
Research shows that offering an employee benefits scheme is good for business, contributing to increased retention, improved customer satisfaction and higher productivity. Dennis Baty looks at the options your employees will value.
Aligned for success
A reward strategy should satisfy its key stakeholders—employees and shareholders, says Una Diver. She explains how to align reward strategy and create a compelling employee value proposition.
What resilience is really about
There are no stressful events, just stressful ways of responding to them, says Dr Derek Roger. He outlines an alternative view of stress and resilience which has been shown to have a significant impact on a wide range of performance indices.
Off to mediate
Is mediation the answer to the so-called ‘personal grievances industry’, asks Bridget Fleming. She explores the issue and explains how, if the situation arises, to ensure you reach a successful settlement.
Departments
Leadership: Work culture—who cares!
If New Zealand’s annual reporting regime is anything to go by, no one much cares about workplace culture. Why should they? Hamish Brown suggests that many New Zealand leaders may be ignoring the single biggest factor affecting productivity and business results.
Case in point: A cautionary tale
In cases of misconduct, it pays to proceed with caution, say Bridget Fleming and Robert Cahn. They examine the case of a university lecturer dismissed for serious misconduct and look at how each party’s actions contributed to the outcome.
Workplace dilemmas: Actions speak louder
What do you do about a person who is often grumpy and demanding? And how do you decide between experience and talent when choosing the best job candidate? Karen Boyte has the answers.
Learning & development: Time for applause
In the next five years, Suzanne Beck predicts we’ll be spoilt for choice when it comes to L&D staff. In the meantime, she warns, organisations should think carefully about their needs.
Recruitment: Digital ads set the trend
When digital advertising specialist Fiona Stewart visited New Zealand recently, she spoke on the trends in digital advertising in the UK. Toni Sale outlines her message and looks at how to get the best out of digital advertising for the local market.
Wellness at work: Healthy news
Being unfit, unwell or unhappy can affect the way we work. Employment Today checks out some recent findings on health and wellness issues that can affect our work.
Public sector: Holding council
It is easy to focus on the role of the employer in employment disputes. However, for teachers, allegations of misconduct and incompetence can also be investigated by the Teachers Council, says Paul Robertson. |
