| However, working for an employer that
| |
| | year. This can be great when you have
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| does not consider your welfare as a human
| |
| | school age children that need to be
|
| being can outweigh the financial
| |
| | supervised during the holidays.* paid and
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| advantages of even the best salary
| |
| | unpaid maternity leave. In many
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| package. Our needs as individuals don't
| |
| | jurisdictions this provision is enshrined
|
| simply evaporate because we are paid a
| |
| | in legislation. Does the employer enact
|
| good salary.Who is the employer?The
| |
| | the requirements of the legislation with
|
| employer is the organisation for whom you
| |
| | a good grace?* carer's leave? Many
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| work, but in reality your manager or
| |
| | employers allow staff to utilise sick
|
| supervisor is the visible face of your
| |
| | leave to care for dependents (children,
|
| employer. Have you been in a situation
| |
| | elderly parents, family members with a
|
| where your work group is full of tension
| |
| | disability)Other supportsMany employers,
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| and unhappiness whilst another group
| |
| | particularly larger organisations,
|
| within the organisation seems to thrive
| |
| | contract external counselling services
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| on co-operation, good humour and great
| |
| | which can be accessed by employees and
|
| results? If staff from both groups were
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| | their immediate family members. This is
|
| asked what they thought of the "employer"
| |
| | known as an Employee Assistance Program
|
| they would each give a very different
| |
| | (EAP). Such programs would typically
|
| account. It is hard not to be envious of
| |
| | provide counselling for a range of issues
|
| a work group where they enjoy a positive
| |
| | including work issues, drug and alcohol
|
| and constructive work environment, if you
| |
| | problems and family dynamics etc. In
|
| are battling along feeling undervalued,
| |
| | other words, any issue that affects the
|
| criticised and/or ignored.I was recently
| |
| | employees welfare in or out of the
|
| reading an article in a Human Resources
| |
| | workplace. EAP's are required in the
|
| forum where the author stated that
| |
| | majority of circumstances to maintain
|
| "people don't leave organisations, they
| |
| | absolute confidentiality about the
|
| leave managers." This is largely true
| |
| | employee's circumstances, although they
|
| from my own observation and experiences.
| |
| | may provide a general report to the
|
| Sure, there are many reasons you might
| |
| | employer about the kinds of issues
|
| leave one employer other than being
| |
| | affecting employees generally. After all,
|
| unhappy in the workplace, but it remains
| |
| | if 10 staff are receiving counselling
|
| one of the big reasons for staff
| |
| | because of management harassment at work,
|
| turnover. And if your employer (i.e. the
| |
| | it makes sense that the employer is given
|
| organisation as a whole) does not have
| |
| | a "heads-up" about the problem so that
|
| policies and procedures in place to
| |
| | they can acknowledge the human and
|
| address these kinds of difficulties your
| |
| | business costs and address the issue
|
| life can be made miserable."Employee
| |
| | effectively.Some employers maintain
|
| friendly" workplacesEmployee welfare is a
| |
| | "family friendly" or "employee welfare"
|
| very broad area of interest. In the best
| |
| | components on their websites that provide
|
| environments employers will address
| |
| | relevant information and links to support
|
| employee welfare in the workplace itself
| |
| | services addressing needs to do with
|
| and also consider employee welfare in
| |
| | parenting, domestic violence, child
|
| terms of the pressures you will
| |
| | abuse, health issues (for both women and
|
| experience outside the
| |
| | men) etc.Will you discriminate?To address
|
| workplace.Workplace issuesAn employer who
| |
| | employee welfare adequately, the employer
|
| is genuinely interested in the welfare of
| |
| | should consider the employee in the
|
| employees (and consequently strengthen
| |
| | context of their whole life, and not just
|
| their productivity) should be concerned
| |
| | in the workplace. Life is too short to be
|
| about creating a positive work
| |
| | miserable at work and no amount of money
|
| environment where individuals recognise
| |
| | is worth it.I have put my money where my
|
| they are valued. The big ticket item here
| |
| | mouth is on this issue. In my
|
| is providing a workplace free of
| |
| | circumstance I was with an employer who
|
| bullying, harassment and discrimination.
| |
| | showed a collective disregard for the
|
| As an employee (or prospective employee)
| |
| | well-being of their employees, treating
|
| you might look for;* Clear policies and
| |
| | them as commodities that could be
|
| procedures relating to bullying,
| |
| | ignored, moved about or assigned to
|
| harassment and discrimination* A
| |
| | meaningless or no-win tasks. Fortunately
|
| commitment to Equal Opportunity
| |
| | I had the opportunity to win a short term
|
| regardless of gender, race, marital
| |
| | contract with another agency where the
|
| status, pregnancy, sexuality, disability
| |
| | work was absorbing and the team dynamics
|
| or age* Grievance procedures that are
| |
| | were excellent. Productivity, efficiency,
|
| clear and actively implemented* Ongoing
| |
| | good humour and positive relationships
|
| training and development
| |
| | with colleagues were the hallmark of this
|
| opportunities.Issues outside the
| |
| | new role. At the end of my contract
|
| workplaceIdeally an employer will provide
| |
| | however, I elected to stay on at a salary
|
| as much flexibility in working
| |
| | several thousand dollars less than my
|
| arrangements consistent with operating an
| |
| | original employer was paying because I
|
| effective and productive business or
| |
| | could see and feel the difference in my
|
| service. For example flexible leave
| |
| | psychological well-being and sense of
|
| provisions support employees in a number
| |
| | worth. No amount of money is worth being
|
| of ways to fulfil their obligations and
| |
| | miserable!Be discriminating - if you have
|
| aspirations outside the workplace. Does
| |
| | that option!Read more articles at
|
| your employer (or prospective employer)
| |
| | Stratton, the author of "Write Yourself A
|
| make provision or provide support for:*
| |
| | Job!" (© Progress Enterprise 2005),
|
| affordable and accessible child care*
| |
| | knows the barriers and pitfalls in
|
| flexible hours, where core working hours
| |
| | developing a high quality, professional
|
| are defined with the freedom to start a
| |
| | and competitive Resume.Employed in a
|
| little earlier or finish a little later
| |
| | range of government and non-government
|
| in order to support family requirements,
| |
| | contexts for over 30 years, with proven
|
| with the proviso that you work your paid
| |
| | experience at Senior Management and
|
| hours over a period of time (e.g. 150
| |
| | Executive levels, he has extensive
|
| hours a month)* working part time*
| |
| | experience managing selection and
|
| extended annual leave provisions. Some
| |
| | recruitment processes.His insights into
|
| employers allow staff to purchase
| |
| | the successful preparation of a resume or
|
| additional annual leave by earning
| |
| | curriculum vitae (CV) will assist you in
|
| slightly less during the year and having
| |
| | developing a product of which you can be
|
| 2 - 4 weeks extra annual leave during the
| |
| | proud.
|
