The epidemic of workplace stress, anxiety and depression costs U.S. businesses an estimated $200 billion to $300 billion a year in lost productivity, employee turnover and legal, medical and insurance bills. Traditional business thinking focuses on extracting the maximum from workers—and maximizing profits in the process. But the pressure we feel to perform well and get results makes our blood pressure rise and our stress levels skyrocket, even absent an overtly abusive boss or competitive colleagues.
It is widely accepted in some business circles that to make money, you have to keep your costs down and your prices low by paying employees as little as possible. This can be termed as the “bad jobs” strategy – where employees are treated as a necessary expense you aim to minimize. However, there are successful companies in business today which go in the opposite direction. They utilize what can be termed a “good jobs” strategy – they invest in their people and provide jobs with decent pay, great benefits and stable work schedules so their people can perform well.
Job interviews can be intimidating, but what many people don’t realize is that an interview is a two-way street.Employers aren’t the only ones with the privilege to interrogate with question after question. As a candidate, it’s important that you know how and when to voice your most important questions about the company, the position and the industry.
Chew on this for a minute: Of all the people who get hired in the next 18 months, 46 percent will fail. They’ll receive a poor performance review, get written up or be fired, according to Mark Murphy, the author of Hiring for Attitude. Even more surprising, 89 percent of those who fail will stumble as a result of attitudinal factors such as a lack of coachability, emotional intelligence, motivation and temperament.
Of all the people who get hired in the next 18 months, 46 percent will fail. Even more surprising, 89 percent of those who fail will stumble as a result of attitudinal factors such as a lack of coachability, emotional intelligence, motivation and temperament. Now consider this observation by Sony Corp. co-founder Akio Morita: “No matter how good or successful you are, or how clever or crafty, your business and its future are in the hands of the people you hire.”
You would think of all the advice about hiring that there is some magic formula to get a great job but there isn’t. Some employers are looking for bright people but there are still a lot that are looking to hire someone who will “just fit in” and not upset the status quo. The irony of this of course is that now, more than ever, companies need employees who challenge the status quo and think of customers first rather than the feelings of others at business meetings.