In my last corporate position (at GEICO), I worked from home full-time. I attended meetings, completed training, and had 1-on-1s with my manager from my computer/laptop at home. Meeting my co-workers and managers in-person was necessary to form working relationships. I don't recall whose idea it was for us to meet at the office, but it was a good one. I believe it was a senior manager's idea. Managers should play a role in building employee relationships.
Here is an article that discusses how relationships may be developed/formed in the workplace:
The Role of HR in Employee Relationship Management (ERM)
https://blog.vantagecircle.com/employee-relationship-management/
Organizations organize relationship-building activities such as lunches, potlucks, gift exchanges, and retreats/excursions for employees to interact, network, and build/maintain relationships. I recall a team building exercise I attended that was mandatory for employees of the group I was a member of.
I hope to obtain work conducting surveys to understand employees' views. I have been reviewing RFPs for survey services (https://fahmeenaodetta.blogspot.com/2023/04/contracting-opportunities.html).
Harmony Roze, HCM you will have the tools to react quickly and masterfully manage your workforce during unpredictable times and beyond. Harmony Roze, HCM you will have the tools to react quickly and masterfully manage your workforce during unpredictable times and beyond.
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New Downtown On The Horizon - The Silicon Valley Voice
Silicon Valley News about the Santa Clara City Council Meeting, they talked about the Downtown plan, Low-Income Housing goals, an Employee Survey, and the Brown Act.
Have you ever seen this in a survey??? #survey #whatisthis #whatisthat #theytrippin #wth #ohhellno #ohhellnaw #somebodypleaseexplain #really #employeesurvey #2019 #unitedstates #usa (at Phoenix, Arizona) https://www.instagram.com/p/ByrSE4IlpaI/?igshid=p8xtr36hm9ys
In 2007, the Ethics & Compliance Initiative (@ecinitiative) demonstrated that there are two drivers reducing risks in organizations: a robust compliance program and an ethical culture. The ECI research found that you need both drivers to effectively reduce risks; that it is more effective to start with building a compliance program; and that once you have a robust program in place, the effects of an ethical culture on reducing risks are greater than the effects of the compliance program. These findings, especially the last one, should be considered when creating or deploying employee surveys. Many organizations with robust compliance programs are asking survey questions that focus solely on the program and ignore the state of the culture. These organizations are missing an opportunity to improve their culture and to significantly reduce their risks. These two drivers (programs and culture) produce four positive outcomes. Good survey questions will measure these outcomes and, at the same time, the culture. The outcomes are: Fewer people observing misconduct More people willing to report observed misconduct Fewer people feeling pressured to commit a misconduct Fewer people perceiving retaliation as a result of reporting misconduct Every organization should be measuring its program and culture. And for those with robust programs, a focus on culture, in these times, is sorely needed. #businessethics #corporateculture #employeesurvey #employeesurveys #cultureassessment #riskmitigation #complianceprogram #complianceprograms #ethicalculture (at Cheshire, Connecticut)
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