#HR #RRHH Making love and making personal #branding #leadership

88 percent of employees who participated in the 2016 SHRM Employee Job Satisfaction and Engagement Survey, indicated that they were satisfied with their current job. This marks the highest level of satisfaction over the past ten years.

Although there are many reasons that contributed to this statistic, "respectful treatment of employees at all levels" was at the top of the list for the second year in a row. It even beat out major players like pay, benefits and job security. (Did anyone else start singing a little Aretha Franklin?)

I'm not sure why I was surprised by this stat. It makes sense that if you're spending the majority of your waking hours somewhere that interpersonal relationships and culture would be important. It's also no surprise that when the participants were specifically asked about engagement, 77 percent indicated "relationships with their co-workers" was the most important. Let's take a look at how you can cultivate the two biggest factors of employee happiness at work.

If there's one thing all management experience has taught me, it's that feedback is one of the most important parts of the relationship between an employer and employee. It is also one of the most complicated--especially when it comes to critical feedback.

But constructive criticism is very much a necessary part of work life, so it needs to be handled well and in real-time.

Kim Scott's Radical Candor is a great way to think about delivering feedback that might not always be easy to hear, but is important nonetheless. Kim, a former Google and Apple executive, often points to an experience during her early days at Google when her then-boss Sheryl Sandberg told her she said "um" too often during an otherwise slam-dunk presentation. Sheryl was clear in her criticism and suggested Kim get a speech coach (at Google's expense) to address the issue. Here is a further explanation of why this works:

We’ve all been there — accidentally alienated a new coworker with a bad joke, underwhelmed the new boss by botching our first assignment, or had a client we didn’t just click with. The trouble is that initial impressions are hard to shake.

In a psychological phenomenon known as the “fundamental attribution error,” humans are quick to “essentialize” the behaviors of others. You might have simply been having a bad day, or you might have been off your game because of a recent breakup or death in the family, but your new colleague isn’t likely to extend that generous of an explanation. Instead, they’re far more likely to assume that your subpar performance is an essential trait — making it extremely challenging to overcome their negative perception. But, as I discuss in my book Reinventing You, it’s not impossible to change how others view you. Here are four ways you can begin to overturn their entrenched beliefs.

Email has obliterated the time and distance separating us from our friends, family, colleagues, and customers.

And while that's been a good thing for individual efficiency --and for the global economy -- it also means that expectations around how long it should take for someone to respond to an email message have shifted dramatically.

Whenever we hit "send", an invisible timer is set for, say, 24 hours max. Maybe more. Usually less.