A number of research studies show that being honest makes people happier. In fact, research from the University of Notre Dame found that when people consciously stopped telling lies for 10 weeks (including white lies), they had fewer physical ailments like headaches, and fewer symptoms of depression than a control group.
 
But is honesty at work always the best policy? Writing in the Jobacle blog, career advisor Amy Lynn Munslow identifies the three best – and potentially trickiest – times to be fully honest on the job.
 
Essential times to be honest:

• When you’ve made a mistake (don't cover up; show your integrity)
• When you see a more efficient process (stick to observable facts)
• When you are turning in a resume

 
Times to be careful with honesty:

• “Tattling” on co-workers (other than for serious infractions)
• When you're having a bad day (avoid blurting until a bad mood passes)
• When you need to boost the confidence of others (positive reinforcement can go a long way)

 
Are you always honest at work, and if not when are the exceptions? To join the conversation, click "comments" just below the picture at the beginning of this article.  We really want to get your feedback!

So many people are quitting their jobs that the phenomenon has been dubbed the Great Resignation. The situation is so severe, that some employers have seen up to 30 percent attrition in top categories. Writing in the Harvard Business Review, Frank Breitling and Julia Dhar of Boston Consulting, drawing on extensive surveys and interviews, suggest six strategies employers can implement to boost retention during this tumultuous time:

1. Incentivize loyalty: Besides updating compensation, consider offering employees one-time bonuses, help with paying down student loans, or offering work-from-home stipends.
2. Provide growth opportunities: A significant predictor of engagement is how enthusiastically employees answer the question, “Does my job make good use of my skills?” Show you value potential by offering education and retraining.
3. Elevate purpose: The authors’ analysis shows that “in turbulent times a belief in what an organization is trying to achieve is even more important than in quieter periods.”
4. Stress connection and culture:  Make time to connect and build relationships with, and among, your employees.
5. Invest in employees and their families: Everyone has made sacrifices during the pandemic. Do what you can to help, including providing or subsidizing day care, and offering more paid time off.
6. Embrace flexibility: The future of work is going to be providing flexible work environments in terms of time, place, job description, and career paths.

 
Is your organization being impacted by the Great Resignation, and what is being done to address this? To join the conversation, click "comments" just below the photo at the beginning of this article.  We really look forward to your feedback!

The U.S. Department of Labor reports that during the months of April, May, and June 2021, 11.5 million workers quit their jobs. The Great Resignation is real. And it’s ongoing. According to Gallup research, 48 percent of employees are actively looking to make a change. How should employers react to those two small but impactful words: “I quit”?
 
Writing in the Harvard Business Review, Debbie Cohen and Kate Roeske-Zummer, co-founders of HumanityWorks, point out that the employees who stay will be watching how you deal with those who go. What outcome do you want to create out of this disruption?
 
“In far too many companies when an employee gives notice the reaction is akin to an emotional breakup — you’ve been left and you feel rejected. This triggers some not great behavior like a tendency to make the person leaving ‘wrong’ and doubt the person’s trustworthiness or integrity — even though that was not the case before they gave notice. There is a penchant to dismiss their presence and devalue their contribution.”

Instead, the authors suggest approaching these transitions by showing gratitude. The era of lifelong employment is over and, with rare exceptions, employees are with your organization as a stop on their career journey. They’ve contributed and, hopefully, learned new things. They’re not the same person they were when they were hired (and the same goes for you and for the organization). “What would it be like to pause when a resignation occurs and give voice to these things from both sides of the relationship?” they ask. What would be created if you acknowledge how both sides have grown and evolved?
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Besides, the talent pool is tight, and careers are long. End this phase of your time together with appreciation, and who knows what the future will bring—perhaps even re-recruitment down the road.

How has your organization been responding when employees announce they are leaving, and could there be an improvement? To join the conversation, click "comments" just below the picture for this article.  We want to hear from you!