This headline seems obvious. If you have an employee who has set a goal of being promoted to the next level of your organization, you should be able to tell them what is required. Yet, in many companies, it’s not that easy. There could be several reasons for this, but these are the ones I’ve seen and heard in my years:
What I would like, however, is just once for someone not to feel the need to make a business case for treating your employees with kindness and empathy. This need to include the business case and the impact on the bottom line is an appeal to management in their self-interest and the financial interest of their business.
How about we make the case that being kind, thoughtful, and empathetic towards employees is the right way to treat a fellow human being, regardless of what it means for the bottom line? Is it too much to ask managers and CEOs to treat people like people? Or are we so far down the caste system at work that we have to convince managers to act as if they care about their employees to benefit themselves?
The first time I heard the advice to research the company before interviewing was before the internet, so you’d think that in 2024, researching the company should be very difficult compared to those days. However, I also think that many of us who offer that advice to younger jobseekers forget that they may have the…
Microsoft executives will be judged based on those products and their success. Entra ID and Exchange aren’t going to impact that judgment one way or the other. They are core to the success of IT departments, but they’re boring, old, “keep the lights on” kind of tech. They aren’t getting Microsoft the growth that stockholders demand in 2024. They need new products to do that, which they will focus on. I can’t blame them for that. It’s the world technology companies live in now, for better or worse.
When management harms the mental health of our employees, we typically respond by offering them yoga or meditation spaces or maybe a lunchtime session on stress management. We never look at the system. We offer them ways to better cope with the broken system, but we never take responsibility for what the workplace is doing to their mental health.
Rolling out an AI model might turn into much more of an Information Governance exercise than you’ve bargained for. Maybe that’s a good thing, though. Maybe it’s time to get rid of all that junk, not just because of the junk itself but because it’ll make your AI rollout more successful.