Health and employment services should intervene earlier, involve key stakeholders and ensure they work together in order to help people with mental-health issues find work and stay in a job, according to a new OECD report.

This chapter analyses how skills are used at work, why skills use matters for workers and economies and its key determinants. It draws on data for the 28 OECD countries participating in the Survey of Adult Skills.

One of the most persistent barriers to women’s success at work and to economic growth, unequal pay, will be actively challenged by a new global partnership, the Equal Pay International Coalition (EPIC).

Professor John Hattie is held in high esteem as an education researcher and was called “possibly the world’s most influential education academic” by the Times Educational Supplement in 2012.

Human capital is key for economic growth. Not only is it linked to aggregate economic performance but also to each individual’s labour market outcomes. However, a skilled population is not enough to achieve high and inclusive growth, as skills need to be put into productive use at work.

The benefits of employers engaging with education has long been reported and promoted within policy circles.

Girls are much better than boys at working together to solve problems, according to the first OECD PISA assessment of collaborative problem solving.

Simon L. Bullock
Apr 6, 2020; 133:jcs245134-jcs245134
Meeting Report

From casual acoustic melodies at the coffee shop to throbbing electronic beats at teen clothing outlets, music is used to mold customer experience and behavior. But what impact does it have on employees?

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Philosopher Andrew Taggart explains how we can care less about work — and more about our actual lives.

All the talent in the world can't overcome the inability to connect with co-workers.

Hobbies can boost your career confidence as long as they differ from what you do on the job.

Want to get paid more at work? Stop being so nice. A new study found that agreeable women get paid less than everyone else at the office – even other women.

President Trump reportedly likes his female employees to 'dress like women' — but what does that mean?

Nearly every woman has a sweater on hand at the office — even on 90-degree days. Now we know why.

Millions of people struggle with weight issues every year-and despite claims that a wonder diet can "work for everybody", the fact is that each of those individuals have a medical history, a personality, or a lifestyle issue that affects whether or not that weight control technique will help them sh

Four small teams of expeditioners, totalling 89 people, that currently live at our Antarctic and sub-Antarctic stations are safely isolated for the winter.

Meetings have been identified as the top time waster at work. Learn how to make your meetings more productive with these ideas.

Ty Heath, global lead of The B2B Institute at LinkedIn, gives a sneak preview of her B2B Marketing Forum session: "How to Combine Account-Based Marketing and Social Selling on LinkedIn."

Say goodbye to your data loss woes! Wondershare's free recovery software helps users retrieve lost data from hard drives, memory cards and SD cards easily and quickly.

Tammy Erickson, McKinsey Award-winning author.

David Silverman, author of "Typo: The Last American Typesetter or How I Made and Lost 4 Million Dollars."

Christine Porath, associate professor at Georgetown University's McDonough School of Business and coauthor of the HBR article "The Price of Incivility."

Emma Seppälä, Stanford researcher and author of "The Happiness Track," explains the proven benefits of a positive outlook; simple ways to increase your sense of well-being; and why it's not about being ecstatic or excited all the time.

Kira Hudson Banks, Ph.D., is an Assistant Professor in the department of psychology at Saint Louis University, and a principal at consulting firm the Mouse and the Elephant. We spoke with her about why managers shouldn't wait for a controversy to start talking about race.

Annie McKee, a senior fellow at the University of Pennsylvania and author of the book “How to Be Happy at Work,” tells the story of her journey to happiness—starting with her early job as a caregiver for an elderly couple. Even in later, higher-paying work, McKee saw that pursuing prestige and success for the wrong reasons ruined people’s personal and professional lives. She discusses how misplaced ambition, obsession with money, and fatalism are traps anyone, in any kind of job, can fall for—and how to not let that happen to you.

In this special episode, HBR IdeaCast host Sarah Green Carmichael introduces Harvard Business Review’s new podcast “Women at Work,” about women’s experiences in the workplace. This episode about being heard tackles three aspects of communication: first, how and why women’s speech patterns differ from men’s; second, how women can be more assertive in meetings; and third, how women can deal with interrupters (since the science shows women get interrupted more often than men do). Guests: Deborah Tannen, Jill Flynn, and Amy Gallo.

Katherine Phillips, a professor at Columbia Business School, discusses research showing that African-Americans are often reluctant to tell their white colleagues about their personal lives — and that it hurts their careers. She says people should expect and welcome differences at work, and she gives practical advice for strengthening connections among colleagues of different racial backgrounds. Phillips is a coauthor of the article “Diversity and Authenticity,” in the March–April 2018 issue of Harvard Business Review.

Richard Sheridan, CEO of Menlo Innovations, says it took him years to learn what really mattered at work and how to create that kind of workplace culture. As a company leader today, he works hard to make sure both his job — and the jobs of his employees — are joyful. That doesn't mean they are happy 100% of the time, he argues, but that they feel fulfilled by always putting the customer first. Sheridan is the author of "Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear."

Sylvia Ann Hewlett, an economist and the founder of the Center for Talent Innovation, has studied the difference between mentoring and sponsorship and what leaders have to gain from the latter. She says it's important to seek out protégés who outperform, are exceptionally trustworthy, and, most importantly, offer skills, knowledge, and perspectives that differ from your own, so you can maximize the benefits for both parties. Hewlett brings real-world lessons from several successful pairings and tips on how to effectively launch and manage these long-term relationships. She's the author of the book "The Sponsor Effect: How to Be a Better Leader by Investing in Others."

Helen Lee Bouygues, founder of the Reboot Foundation, believes that a lack of critical thinking is responsible for many business failures. She says organizational leaders often rely too heavily on expertise and then jump to conclusions. Instead, leaders should deliberately approach each problem and devote time thinking through possible solutions. The good news, she says, is that critical thinking skills can developed and practiced over time. Bouygues is the author of the HBR.org article "3 Simple Habits to Improve Your Critical Thinking."

Laura Morgan Roberts, professor at the University of Virginia's Darden School of Business, says that organizations are still falling short on promoting racial diversity, particularly in their most senior ranks. While many large companies have "inclusion" initiatives, most leaders still shy away from frank discussions about how the experiences of their black employees and executives -- including their feelings of authenticity and potential for advancement -- differ from those of their white peers. She points to several ways we can change these dynamics. With David Thomas and Anthony Mayo, Morgan Roberts is co-author of the book “Race, Work, and Leadership: New Perspectives on the Black Experience.”

Nir Eyal, an expert on technology and psychology, says that we all need to learn to be less distracted into activities that don't help us achieve what we want to each day. Unwelcome behaviors can range from social media scrolling and bingeing on YouTube videos to chatting with colleagues or answering non-urgent emails. To break these habits, we start by recognizing that it is often our own emotions, not our devices, that distract us. We must then recognize the difference between traction (values-aligned work or leisure) and distraction (not) and make time in our schedules for more of the former. Eyal also has tips for protecting ourselves from the external distractions that do come at us and tools to force us to focus on bigger-picture goals. He is the author of the book "Indistractable: How to Control Your Attention and Choose Your Life."

Joan Williams, professor and the founding director of the Center for WorkLife Law at the University of California’s Hastings College of the Law, says that it's extremely difficult for organizations to rid their workforces of the unconscious biases that can prevent women and minorities from advancing. But it's not so hard for individual managers to interrupt bias within their own teams. She offers specific suggestions for how bosses can shift their approach in four areas: hiring, meetings, assignments, and reviews/promotions. Leaders who employ these practices, she argues, are able to embrace and reap the advantages of diversity, even in the absence of larger organizational directives. Williams is the author of the HBR article "How the Best Bosses Interrupt Bias on Their Teams."

Have you ever heard someone say, “I welcome constructive criticism” and wondered how on earth they can feel that way? It seems a little unnatural that anyone would enjoy hearing someone tell them what they are doing wrong, or what… Read More

The post How to Handle Criticism at Work appeared first on Anders CPAs.

This week in Government Affairs, Federal Government consolidates platforms for federal work, NECA urges Congress to pass appropriations bills before deadline and 2019 NECAPAC contributions deadline announced.

Are you looking for some good Divi plugins to extend your site features? While you can certainly use any plugins with the Divi theme and Divi Builder plugin, the Divi community has created some plugins specifically for the Divi users. In this article, we’ll show you some of the best Divi plugins that let you […]

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When you know your priorities, you can make better and quicker decisions that will take your projects—and your career—to the next level. Mike Vardy, a seasoned productivity expert, shares his unique method of instantly unlocking productivity at work: by prioritizing tasks and working on the right things at the right time. Gain an understanding of what prioritization really means, how to really understand what's important, and how priorities create clarity. Additionally, you can learn to create an attention path that is meaningful to you—whether it's looking at goals, energy, activity, or time availability.

This course was created by Madecraft. We are pleased to host this content in our library.

My work has been doing mandatory, camera-on videoconference "socials" every Friday -- scheduled at 4pm just to twist the knife. I hate them so much and finally told my manager I'm not going to attend anymore. People seem to think that because we're working from home, they're free to push on the boundaries between work life and private life in a way that is super uncomfortable for me and it has definitely been adding to my COVID stress in isolation.

I think a lot of managers don't know how to manage. When you're in an office, they can perform all sorts of work theater. When they're not, they have to find substitutes to prove they're doing something.

Bing - fuckin' - o

One of the things I do professionally is to help organisations move to flexible and remote working (yes, business is great right now) and the hardest thing is always the cultural and performance management aspects. Many/most managers have never had any training in - nor done any serious thinking about - management. They're like newborns with no object permanence, when things are not in their field of view, they don't exist. When you ask them to evaluate their staff, they give vague answers not backed up by evidence or linked to specific objectives.

It's not that hard. Assign people tasks, check that they have completed them correctly, give feedback. I don't care how much time my team spends wanking, watching prestige television, or reading during the day as long as they deliver me the stuff I've asked for when I've asked for it. I'm genuinely curious what kind of jobs even exist that can be done remotely but are not amenable to an output based way of working. Seriously, name one!

This kind of stuff makes me want to start putting people against the wall.

Hire good people; review their work; correct errors.

This is the "eat food, not too much, mostly plants" of modern management.

"It's silly to say, 'I just trust them all,' and close my eyes and hope for the best," he said. Some workers have grimaced at the surveillance, he added, but most should have nothing to hide: "If you're uncomfortable with me confirming the obvious [about your work], what does that say about your motives?"

Actually, not being able to provide your employees with the least amount of autonomy marks you as a shitty (and ineffective; how much work are YOU getting done if you are spying on your team constantly?) manager.

Hire good people; review their work; correct errors. That is your job as manager (along with putting out fires, managing interpersonal issues, and administrative tasks).

People also respond positively to trust and productivity goes up (as well as problem-solving ability).

Mistrust means people do the minimum, stop caring about their job except as revenue generation, and leave as soon as they can. They certainly won't take initiative, why bother? Clearly their boss/company sees them as ungrateful jerks just itching to slack off and steal.

How you treat your employees affects how they perform. This is not rocket science.

The last time you were in your office, who did you walk past in the lobby? Stand next to in the elevator? Chat with in the kitchen? You're not alone if you can't remember each of those encounters. But that is exactly the sort of information employers want to have on hand, in case an employee catches the coronavirus. Some companies that are preparing to welcome employees back to the office are planning to use technology to monitor their movements at work. While the technology may be more precise than human memory, it raises fears about greater surveillance at work — and whether employers would relinquish that power after the health crisis subsides. One company that has begun to use such tools is PwC, the big accounting and consulting firm. It has developed an app that tracks how close employees get to each other by noting their smartphones' Bluetooth and Wi-Fi signals. The app allows the company to do contact tracing — the process of identifying people who may have been exposed to the

Companies around the country are figuring out how to safely reopen office during the pandemic. The new normal might involve smartphone apps and badges to track employees.

A Canberra man who allegedly killed his ex-partner's dog with a shovel an act captured by security cameras in the woman's backyard, according to police is refused bail.

What began as a great adventure led to the worst day of Colin Caudell's life as he watched a truck run over his wife while she was working as a traffic controller.

Connor Drum admits he steals food from the supermarket to supplement the Newstart payments he receives unable to find work, some in the Federal Government say he should leave the support networks he has in Canberra to search for a job in regional Australia.

"The big questions of the day for the workers is, 'I don’t feel safe. Do I have to go back to work?'" a Colorado Department of Labor and Employment official said Monday. "And, as with everything with unemployment, it depends."