Editorial
Doing what we do
Have you ever stopped to think about life in the thousands of professions and trades that keep our modern, post-industrialised world functioning—other than your own important one, of course?
Alain de Botton has. The British essayist and novelist recently published The Pleasures and Sorrows of Work, which he describes as “a hymn to the intelligence, peculiarity, beauty and horror of the modern workplace”.
Before I go any further, I should confess that I haven’t actually read Mr de Botton’s new work. Rather, I’ve read the reviews—both positive and negative—and decided that while the premise is interesting, I prefer to spend my leisure hours in the world of fiction. After all, who wants to be thinking about work last thing before bed?
Having said that, it’s not hard to see what inspired de Botton. For most of us, work dominates our adult lives. We spend the majority of our waking hours doing it—whatever it is.
For some, work is a daily grind of tasks that de Botton describes as repetitive, sterile and meaningless. For others, it may be inspiring, creative, action-packed or fulfilling. For many of us, it probably sits somewhere in the middle. There will be times when we can unleash our creative selves or thrill to the cut-and-thrust of deal-making, and there’ll be times when the tedium of endless paperwork and petty politics will be the order of the day.
The Pleasures and Sorrows of Work explores an eclectic range of occupations—from rocket science to biscuit manufacturing, accounting to art, career counselling to cargo ship spotting—in search of what makes jobs either fulfilling or soul-destroying.
And interestingly, as de Botton points out, many of these jobs were chosen for us by our 16-year-old selves. Although these days, of course, the idea of a ‘job for life’ is so very last century.
In fact, the very way we think about work is changing. US employment futurist Kevin Wheeler predicts the values of Generation Y will soon dominate the workplace and society. Career goals of meaningful work, with fun ahead of financial gain, will rapidly replace the asset gathering and money-orientated baby boomer culture that dominates today, he told Kiwi audiences recently.
Or as columnist Peter Conrad wrote in The Guardian last month: “The present emergency is our chance to think again about the significance of work and its centrality to our lives.”
—Lyndsey Swan
Feature articles
Reinforcing the front line
New Zealand Post has created a high performing culture at a formerly ‘toxic’ branch. Chris Fitzgerald and Rachel Hathaway explain the award-winning initiative to Miriam Bell.
Money’s too tight to mention
Giving staff a pay rise may be out of the question right now, but as Steve Hart reports, there are plenty of imaginative things employers can do that can deliver tangible results for their employees.
People problems
Problems involving people are undoubtedly the toughest challenges in our working lives. Mediator Paul Hutcheson offers some practical advice on how to handle difficult people in the workplace.
The best outcome
Informal, low-level dispute resolution has been a constant feature of New Zealand’s employment relations for the past 100 years, say Peter Franks. He discusses the benefits of getting an outcome everyone can live with.
Toxic people in toxic times
Toxic staff are profit saboteurs whose behaviour has a debilitating effect on people and organisations. But Drs Elizabeth Holloway and Mitchell Kusy have developed a strategy to prevent their toxicity spreading throughout the company.
When opportunity knocks, open the door
The market decline has brought some relief from the excesses of the last decade, and a golden opportunity to tackle some infrastructure issues that will ensure companies come out of the recession in good shape, says Susan Doughty.
The pain of redundancy
It’s a tough call having to make staff redundant, but Anna McNicholl offers some down-to-earth advice for managers on how to help their team—and themselves—get through the process.
Licensed to counsel
Big penalties are on the cards for anyone giving immigration advice without a licence, says David Cooper. He warns that most HR specialists will not comply with the new requirements.
Managing market forces
What’s been happening in the market and what impact is this having in the workplace? Helene Higbee examines remuneration market trends and provides some top tips for managing remuneration in a recession environment.
Change afoot at work
Employment lawyers Andrew Scott-Howman and Stephen Langton went head-to-head at a recent Auckland conference on industrial relations, debating the key proposals in the Government’s employment policy. Jackie Brown-Haysom reports.
I can see clearly now
Clarification rather than change is what’s needed for our employment laws, says James Wilson. The Employment Relations Authority chief outlined his views at the recent Industrial Relations Conference. Jackie Brown-Haysom reports.
Departments
Employment branding: The power of no
Rejection management plays a powerful role in telling people what you’re like as an organisation, says Kate Billing. She explains what can happen if you get it wrong, and looks at how saying ‘no’ can be used to your advantage.
HRINZ news: When enough is enough
Are you busy being busy? Do you work to live or live to work? Do you have the luxury of choice? Beverley Main turns her mind to our approach to work, and considers how this is being affected by recessionary times.
Wellness at work: Physical smarts
Why is it some people understand their body’s warning signs and can avoid injury while others are injury-prone? It’s all to do with physical intelligence, says Alison Richmond.
Strategic HR: Feast or famine
Despite tough times, businesses can ill-afford to lose key talent if they wish to maintain a competitive advantage. New and innovative practices are needed to retain staff through economic turbulence, says Denise Hartley-Wilkins.
Learning & development: Use your noodles
Employment Today checks out a virtual coaching facility that aims to provide ‘instant uplift’ and a UK study that says employers are squandering the talents of their workers.
Public sector: Erratic behaviour leads to dismissal
The successful dismissal of a kindergarten teacher for erratic and unprofessional behaviour can be put down to the employer following a careful and fair process, says Paul Robertson. |
