Project Management and Workplace Respect

This is an excellent Harvard Business Review article with an actual successful office bully confrontation. I support the strategy recommended by the author. 

A real life example for Project Managers to add to their bullying toolkit.

Have you encountered a similar challenge? If so, what did you do and what was the result?

It’s official – Millennials now make up the majority of the Canadian workforce. This statistic is likely popping up all over the world. 

So what does this mean for recruiters? Well, the task of sourcing and hiring millennial talent requires a drastically different approach than past generations. The reality is that Gen Y is not from another planet. They want what anybody wants in a career: security, variety, challenging work – they are just looking for it in a different way. 

This interesting article provides 3 tips to attract Millennial talent to your projects and workplace. 

What tips do you have?

I'm delighted to share that I found out that my proposal, “Coping Strategies for Project Managers Dealing with Workplace Bullies” has been selected for presentation at the PMI Global Congress 2016 – EMEA to be held in Barcelona, Spain from 09 – 11 May 2016. 

What an honour!

A December 2015, Huffington Post article discusses strategies for effectively approaching management about a workplace bullying problem. Here is the critical advice:

"To get powerful figures on your side, you have to build genuine, trusting relationships with them first. The secret is to appeal to their interests. That's right. If you want management to "tune into" workplace bullying, make sure you're broadcasting on their favourite station: WIFM (What's In It For Me?). What I mean is that you have make the case that helping you will help them too."

In my experience, this is very helpful advice and plays a significant role in the likelihood of success when filing a complaint about your workplace or project bully.

Forbes recently released Fostering Innovation Through a Diverse Workforce. The paper is based on an exclusive survey of 321 executives at large global enterprises ($500 million-plus in annual revenues). All respondents had direct responsibility or oversight for their companies’ diversity and inclusion programs.g

One of the key findings is that, for global companies, diversity is no longer simply a matter of creating a heterogeneous workforce, but using that workforce to innovate and give it a competitive advantage in the marketplace. And as companies compete on a global scale, diversity and inclusion frequently have to shift, as different markets and different cultures have varied definitions of what diversity means.

What do you think?