TAILIEUCHUNG - Type I for 0rganizations: Nine Ways to Improue Your Compaltlt Office, or Group

Follow-up action on the gender audit’s recommendations is crucial and this is where the ownership of the audit by the Work Unit/Offi ce is important in advocating, intervening and scaling up action. Often a gender audit works as an entry point for discussing wider substantive and operational concerns. Several “beyond gender” issues become highlighted, such as the organizational culture of overwork; long hours at the offi ce; time pressures; the ‘bead curtain syndrome’ (where people are only in contact vertically with their superiors and peers); and the lack of proactive structures for sharing, learning and adapting. These features in an. | Type I for Organizations Nine Ways to Improve Your Company Office or Group Whether you re the CEO or the neu intern you can help create engaging productive workplaces that foster Type I behavior. Here are nine ways to begin pulling your organization out of the past and into the brighter world of Motivation . TRY 20 PERCENT TIME WITH TRAINING WHEELS You ve read about the wonders of 20 percent time where organizations encourage employees to spend one-fifth of their hours working on any project they want. And if you ve ever used Gmail or read Google News you ve benefited from the results. But for all the virtues of this Type 1 innovation putting such a policy in place can seem daunting. How much will it cost What if it doesn t work If you re feeling skittish here s an idea Go with a more modest version 20 percent time . . . with training wheels. Start with say 10 percent time. That s just one afternoon of a five-day workweek. Type I for Organizations Who among US hasn t wasted that amount of time at work anyway And instead of committing to it forever try it for six months. By creating this island of autonomy you ll help people act on their great ideas and convert their downtime into more productive time. And who knows Someone in your operation just might invent the next Post-it note. ENCOURAGE PEER-TO-PEER NOW THAT REWARDS Kimley-Horn and Associates a civil engineering firm in Raleigh North Carolina has established a reward system that gets the Type I stamp of approval At any point without asking permission anyone in the company can award a 50 bonus to any of her colleagues. It works because it s real-time and it s not handed down from any management the firm s human resources director told Fast Company. Any employee who does something exceptional receives recognition from their peers within minutes. Because these bonuses are noncontingent now that rewards they avoid rhe seven deadly flaws of most corporate carrots. And because they come from a colleague not a boss

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