I work in a fairly competitive field in which jobs — good ones, anyway — can be hard to come by. I like mine, but my company has announced that it’s laying off workers. While this is terrible news, our union negotiated a buyout option: Essentially, one can volunteer to be laid off in exchange for better severance.Trying to decide if I should take a buyout myself, I have mixed feelings. I feel passionate about the work, but my company has been undergoing changes I don’t necessarily love. Worse, I can’t stand my boss, and it’s hard for me to imagine that relationship getting any easier.I’ve wanted to pursue a personal project for a long time, and taking a buyout — which would equal several months of pay — would allow me some time to do that. However, I’m worried that I won’t be able to find another job that’s as good as my current one when that money runs out.NEW YORK
Layoffs are always stressful, but however this plays out, count yourself fortunate to have this sort of buyout option to consider. Not everyone does.
In some ways, you sound like a good candidate for taking the buyout. Consider the question through the lens of potential future regrets. Do you want to look back and realize that you put off that project so you could stay safely sheltered under the thumb of a boss you dislike? I doubt it.
There is no guarantee, of course, that your project will pan out. Or that you can claw your way back into the work force later, if you need to do that.
But at least you’ll have given your idea a shot, and treated this moment as an opportunity. Same goes for a worker who has, say, been considering a career switch or other work-related change. Or, for that matter, someone who might simply want to find another job as quickly as possible and sock away whatever the buyout sum may be.
The unpleasant truth is that if you’re being offered a buyout today, and your company’s fortunes don’t improve, then the next step may be a standard layoff a year from now. That would present all the challenges you face now, with much less opportunity.
This doesn’t mean every worker should automatically go for the buyout option. If you’re closing in on retirement, or your need for steady income trumps your interest in a transitory lump sum, or you simply love your job or your company, it might be worth it to hope that enough others accept buyouts so that your position is protected.
But anybody who is offered a buyout ought to take that offer as a moment for serious reflection. Even if you don’t want to leave your job now, it is wise to think about what’s going to happen if your company's fortunes don't improve. Update your résumé and start considering what you’ll do if (or when) you lose your job.
And for those who do take the buyout: Unless you’re deliberately using the money for a purpose like starting retirement or vacationing before an already arranged job, resist the temptation to simply take it easy.
Yes, a nice chunk of money in exchange for not going to work is on one level delightful. It offers breathing room to consider and explore new options. But you don’t want to look back on your buyout moment and realize that you goofed off until it was time to scramble desperately for a new gig, and you never quite got around to that passion project.
If you take the buyout, make it count.
A gym has just opened in the building that I work in, and is available at no cost to tenants. My colleagues and I are delighted and use it regularly.The locker room is small, and there is very little opportunity for privacy. After my morning workout, I shower and dress before work, as do others.I wonder how to deal with the reality that now, as colleagues, we might be naked together. I am not personally uncomfortable with it, but others may be — either seeing their colleagues naked or being seen themselves. Also, I am the boss, which feels extra complicated.Any suggestions for how to handle this?SUSAN
Nobody in your office has to go to this gym — or any gym. A single visit would, from your description, establish the basic facts about the locker room and its limitations. From there, one could decide to make it a habit, find a different time to visit, join some other gym, work out at home or skip this activity altogether.
You’re right that individual feelings about these sorts of situations vary wildly: I’d rather change clothes in a truck stop bathroom stall than in a locker room with co-workers. But this is not a work space, nobody has to be there, and the parameters are evident.
Just keep work definitively out of this particular time and space, and go about your business with the same modesty anybody should exercise in a locker room of any size. The experience should be fine so long as nobody overcomplicates it. You’re smart to be aware, but don’t overcomplicate things yourself.
"Is our workforce at risk of becoming exclusively white, male robots?": Today I found this article by Naomi Titleman Colla in the Globe and Mail:
Be careful: the robots are listening.
At a recent industry event, Jodi Kovitz, chief executive and founder of #MovetheDial, emphasized the urgency of making progress on the diversity agenda: The bots are not just listening but, through machine learning, they are putting into practice everything we are teaching them, literally, without judgment.
This is troubling, since the industries and functions that are teaching robots the ropes have the most dismal diversity statistics. According to Where’s The Dial Now?, a report co-authored by #MovetheDial, PwC Canada and MaRS, women comprise 13 per cent of the average tech company’s executive team, with 53 per cent having no women at that level at all.
So if we don’t solve the diversity puzzle quickly, we will have major bias built into some of our most business-critical processes (think chat bots as your front-line customer service reps). Our customers are more diverse than ever – and so, too, must be our work force.
Here are a few things to consider to move the needle.
1) Think outside the box about your talent and leadership pipeline:
Many specialized or high-tech skills sought out by organizations today are in shortage, simply because they are so new or very niche. As organizations need to hire the best candidates and quickly, diversity can be de-prioritized.
Be open-minded about who can be trained in these skills and also who can lead a group of technical workers. It’s not always your top developer who would be the best leader of developers. Often, technical skills are easier to be trained up on over time than fundamental leadership skills.
Being more strategic about who has potential to learn and grow into technical roles will give you more flexibility in your candidate pool and improve the probability of hiring a more diverse team.
Be open-minded about who can be trained in these skills and also who can lead a group of technical workers. It’s not always your top developer who would be the best leader of developers. Often, technical skills are easier to be trained up on over time than fundamental leadership skills.
Being more strategic about who has potential to learn and grow into technical roles will give you more flexibility in your candidate pool and improve the probability of hiring a more diverse team.
2) Create an environment that not just attracts but retains diverse groups:
Hiring a mandated number of women so that you can check a box is not a recipe for long-term success; however, it is critical to ensure diverse candidate slates are considered for every role being filled. First, if there are no women in a pool of candidates, or if the top candidate always fits the same mold, it’s likely not because there are no women with the requisite skills – consider whether you are casting a wide enough net and whether there is bias in your sourcing strategy.
Next, to retain a diverse work force, you need to build and nurture a culture that encourages equal consideration of ideas and contributions across levels, races, genders. You also need to have an environment that supports workers working where, when and how they are most productive. This kind of flexibility mitigates the “opt-out” phenomenon when new moms, for example, leave the work force entirely because they can’t find a way to make employment work for them.
Next, to retain a diverse work force, you need to build and nurture a culture that encourages equal consideration of ideas and contributions across levels, races, genders. You also need to have an environment that supports workers working where, when and how they are most productive. This kind of flexibility mitigates the “opt-out” phenomenon when new moms, for example, leave the work force entirely because they can’t find a way to make employment work for them.
A high-level vision and commitment to diversity is the foundation – and a first step in the journey. But the next step – inclusion – is what makes diversity stick, and it happens at the micro-level. Sure, inclusion programs at an enterprise level can be effective in setting the tone and to communicate the desired culture and behaviours; however, inclusion happens through many micro-interactions that are sustained over time.
One note on bias: We all have them and it is important to be self-aware about them. Instead of trying to fix our brains, it’s more productive to acknowledge our biases and pro-actively mitigate them. A few simple tactics can make a big difference.
One note on bias: We all have them and it is important to be self-aware about them. Instead of trying to fix our brains, it’s more productive to acknowledge our biases and pro-actively mitigate them. A few simple tactics can make a big difference.
· Engage trusted “thought partners” at all levels and with all backgrounds. Ask for their ideas and feedback before, during (if they are present) and after key decisions and meetings.
· Invite a colleague to lunch outside of your “regulars” – even better if they are from a different department or background.
· Spotlight diversity champions and diverse role models in your team or organization at your next meeting or team communication. Encourage them to tell their stories and to mentor and sponsor others.
· Take a risk and hire that high-potential “outside the box” candidate.
Inclusion is everyone’s responsibility – remember, next generations, both human and robotic, are listening.
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