How To Thrive When You Are Hypersensitive to Environments

How To Thrive When You Are Hypersensitive to Environments

Social, WholeBe Toolkit, Workplace
Often simply thinking about being in a certain place at a certain time is exhausting. When this is most often the case then it there may be a hypersensitive tendency. Awareness of sensory needs simplifies solving the connect between design factors and excelling performance. When a person is hypersensitive to an environment the most noticeable response will be avoidance. Interior design factors effecting the hypersensitive, including furnishing placement and object purposes, often may be modified. Also, there are tactics to mentally or physically prepare for these circumstances. Our hypersensitive community can reduce their anxiety and thrive once they understand how to manage their sensitivities. [caption id="attachment_7053" align="alignright" width="300"] Alignment Framework | Paolo Ragonethe[/caption] This feasibility study is specific to children's reaction to a dentist office. It builds the foundational understanding an environment contributes to what…
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Three Talent Management Strategies Developing Multi-generational Workforce

Three Talent Management Strategies Developing Multi-generational Workforce

Workplace
Across generations, creating meaning at work is key to being. We use Being here to capture identity, self-awareness, and tolerance. Talent management practices that engage a multi-generational workforce are informed by an understanding of the influences and values of each generation.  Incorporating trends such as: Baby Boomers crave contributing. Generation Xers seek clear logic for their work tasks. Millennials want to make a tangible difference. Optimal talent management transforms work into being meaningful.  Employees sharpen talent as they value being their whole-being. So, this includes use of their time, talent, and relationships. Also, they feel safe and supported in both relationships and surroundings. Reverse-mentoring, the corporate break place, and role-sharing are three strategies to support a strong multi-generational workforce. Established support network Mentoring is increasingly becoming structured and strategic, as organizations are noting its essential role in…
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These Benchmarking Tools Unify Employees

These Benchmarking Tools Unify Employees

Workplace
When the weather is hot then work attire naturally accommodates. There are other factors that change, too, when weather changes. Climate influences behaviors including the type of outdoor activities and also moodiness. Much as everyone benefits from being prepared for weather adversities, businesses are learning the climate of the workplace is somewhat similar. Benchmarking tools unify a preparedness for what is to come. Employee's also become more aware when engaged in benchmarking. It is a tool to become the vision, protect quality of work, and support healthy behaviors. Benchmarking is similar to becoming prepared for weather conditions. Fahrenheit, barometer, humidity, wind velocity are evidence-based measurements. Consequently, the reward is clarity. As a result, behaviors change or reward the becoming phase. Another is asset protection because humans, buildings, and land are valuable. Evidence-based…
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How To Be An Effective Multigenerational Workforce

How To Be An Effective Multigenerational Workforce

Workplace
Managing an effective multigenerational workforce requires tolerance and transformative thinking. Our generation membership is a contextual factor that affects our communication and work styles, and also our values and perceptions. The Doing, Being, Becoming Model from occupational therapy offers an effective managerial approach. This model establishes a collaborative work environment that harnesses the strengths of each generation. Doing is observable. The act of doing includes a person's work ethic, work style, habits and routines. An especially relevant 'doing' action is communication. Baby Boomers tend to prefer face-to-face and telephone chatter, Generation Xers generally favor email and texting, and Millennials trend towards texts and instant messaging. When we observe others doing we have the opportunity to learn as well as judge our colleagues. So, at its best, understanding the doing of others can:…
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Workforces Creating Value Do Habits

Workforces Creating Value Do Habits

Workplace
Gallup reported 68% of United States employees in 2015 were not engaged. As a result employees are not doing their work. Workforces creating value do strengthening activities. So, their work ethic, work style, habits and routines are naturally creating organizational values. Observing others doing brings opportunities to understand their values. Therefore, it strengthens team-based performance, and also company-wide inclusivity and diversity. Thakor’s Competing Values Model describes four strategies for creating value: control, compete, create, and collaborate. These are all active processes; and, described respectively as doing things right, doing things fast, doing things first, and doing things together. As much as possible, do with an upstream focus. “Upstream” is a concept from public health. It means starting at the source. Getting things right from the start and preventing problems from arising later, downstream.…
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How An Organization Changes Employee Behaviors

How An Organization Changes Employee Behaviors

Workplace
A multi-generational workplace is naturally diverse with good and maybe not-so-good behaviors. Organizations that unify the people, environment, and brand with their mission and vision provide behavioral direction. Where clarity exists there's also a notion of rewarding conditions. Consequently, constancy of circumstances lead affective working conditions. Jocelyn Goldfein along with her executive team became haunted by experiencing this fact. They learned the valuable elements of how to be an effective multigenerational workforce. Furthermore, they united to become consistent in communication and surroundings because they desire rewarding work conditions. A determinant of how successful business will be is how successful each employee is. Following quarterly polls of 90,000 Americans, researchers conclude multi-generations want the same things: interesting work, opportunities to be rewarded and excel. The resulted feelings are the change agents, hence what motivates people in meaningful,…
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Three Effective Steps to Manage Millennials In The Workplace

Three Effective Steps to Manage Millennials In The Workplace

Workplace
For the past several years I've been listening to managers complain about millennials in the workplace. They say "they're a problem to the workplace and peers. They act as if they are entitled." Millennials are different. Simon Sinek explains four characteristics to why milennials are who they are: parenting (style), impatience, technology, and environment. Sinek stated that most millennials in the workplace have difficulty reaching job satisfaction and meaningful relationships. The corporate environment holds a responsibility. In 2016 I met with professionals to address employee engagement services. Ninety-five percent stated wellness interests were nutrition, exercise, and stress. Millennials in the workplace require a broader wellbeing focus. Services using behavior modification change complex behaviors from poor health choices to optimal. This will improve multi-generational wellness needs within their relationships to health, stress, activities, and people. Sinek identified…
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Work Performance Satisfaction Directly Correlates with Sensitivities

Work Performance Satisfaction Directly Correlates with Sensitivities

HR Academy, Workplace
It's difficult to convey an important message or inquiry with someone who doesn't speak the same language, as James McAvoy demonstrates. Sensations are similar to languages. Sight, sound, odor, body movement, taste, body exertion, touch, and instinct each speak and respond to specific details within surroundings. Sensation communicates then body responds. When laying with a book sleepiness occurs. The aroma of coffee activates saliva glands. Steady running to breathing rhythm encourages confidence. Each body has a unique inner-dialogue. Sense and perception interdependently create body responses. In the foreign language example one scenario will provide different sensations and perceptions because of bias in interpretation. People conclude knowledge on the basis of their sensory interpretation. Some become averse to certain 'normal' sensations because there is a sensation barrier as the mind processes…
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Variable Employee Performance Resources Overcome Top 5 Workplace Issues

Variable Employee Performance Resources Overcome Top 5 Workplace Issues

HR Academy, Workplace
Typically when someone experiences the novel verses the norm of every day life it is articulated as something everyone needs to try. This might be a fresh approach to organizing or the empowerment from an app. Yet, swapping something new for something old isn't a guarantee of the same gratification for everyone. Resources undoubtedly vary in cause and effect. This recent report of 487 employers and over 5,000 employee responses identified their top health and productivity concerns. Employers pointed at technology and organizational issues, yet employees disagreed. Their concerns were of personal work experiences. EMPLOYEES TOP 5 Inadequate Staffing Low Pay Corporate Culture Unclear/Conflicting Job Expectations Excessive Amount of Organizational Changes EMPLOYERS TOP 5 Lack of Work/Life Balance (excessive workloads and/or long hours) Inadequate Staffing Technologies that Expand Availability During Non-working…
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The High Cost Of Work Burdening The Basic Need For Sleep

The High Cost Of Work Burdening The Basic Need For Sleep

Workplace
Imagine what your lifestyle will be like when you are ninety years old. Older adults ability to feel satisfied and participate in meaningful activities or engage in social activities are protected by poor sleep. Their daytime inactivity, and poor health are contributors to poor sleep. Habits protect the basic need for sleep. Physical and mental responses differ with little sleep. Adhering to sleep basics within younger years sets a foundation to the aging progression. Actively listening to the body's call for sleep will rear habits that reduce the need for large doses of stimulants or shifting blame.  Mindfulness, physical activity, and establishing routines enhances sleep. The sleeping environment is a necessary factor to gaining healthy and. Performance habits that cost sleep.  Michael Hyatt redundantly addresses sleep as a resource to high performance. Arianna Huffington is…
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Employee, Task, Environment Satisfaction For Best Performance

Employee, Task, Environment Satisfaction For Best Performance

HR Academy, Workplace
The fabric of performance outcomes is interdependent on employee, task, and environment. Quality performance is the result of an environment supporting employees engaged in roles that are meaningful to them through work tasks that satisfy both their and the employer mission. PERSON There are two overarching roles in the workplace: the leader and the employee. Gallup's How Millenials Want To Work And Live shared the "Big Six" changes workplace leadership needs to make. The adjustment is from an 'old will' culture to one with a 'new will'. [caption id="attachment_6359" align="alignright" width="700"] Graph from Gallup abridged .pdf version, How Millennials Want to Work and Live[/caption]   The 'new will' or future culture is one that meets contextual factors, including customs, beliefs, activity patterns, and behavior standards. Additionally, expectations is a factor that involves being…
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Six Case Studies Where Sensations Became Mind Fuel

Six Case Studies Where Sensations Became Mind Fuel

HR Academy, Workplace
Behavior results from being distracted and distressed have been researched since the 1960's. Science's primary focus is on the central nervous system's response to sensations. Results identify that performance behaviors failing to modify sensory intake sufficiently create perceptual instability. Performance abilities reducing or eliminating distractions and distress are demonstrated by employees with a healthy mind and body. According to 2012 Aflac Workforces Report of 6,100 United States workers, those receiving health and wellbeing services report higher level of job satisfaction, feel happier with their employer, and are more satisfied with their overall benefits. 55% of millennials believe a healthy mind leads to a healthy body. Sensations are mind fuel. Stimuli enters the body as information. The processed result is behavior. Hypersensitivity, hyposensitivity or magnasensitivity are 'disturbances of sensory modulation and/or information processing'. An intervention…
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Three Elements Directly Effecting Absenteeism and Presenteeism

Three Elements Directly Effecting Absenteeism and Presenteeism

HR Academy, Workplace
Each workplace has cultural norms including expectations and commonalities. One example is in certain seasons or holidays productivity slows. Managers might reduce work expectations because they anticipate employee's performance to change. Productive employees anticipate performance changes because they are skilled managers of their behaviors. Performance is interdependent on six behaviors: physical, occupational, intellectual, spiritual, social, and emotional aspects. When behavior management is performance outcomes weaken through presenteeism and absenteeism. Presenteeism The result of an employee showing up to work despite a condition like illness, injury, or anxiety is loss in productivity, workplace epidemics, poor health management, and exhaustion. A cultural norm of open and frequent manager-employee dialogue will reduce presenteeism's effect on productivity. In 2003 the total cost of presenteeism in the US was $150 billion per year. Pain and depression are…
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Workplace Abuse and The Most Effective Way To Explode It

Workplace Abuse and The Most Effective Way To Explode It

HR Academy, Workplace
The workplace seeks to build and fulfill marketplace relationships. It secures revenue. Workplace cultures resemble the character of the founder. A leader with courage, vision, discipline, and endurance breath cultural standards into the employees of a business. Oh, and one more trait…love. Love may appear taboo as a leadership trait. When considering the characteristic of love it repeatedly sets a cultural tone. Loving relationships extend and reciprocate support. In a corporate culture it drives out adversity between employee, customer, and workplace mission. Unfavorable scandalous leadership behaviors provoke tragedies that are costly. Employee's disrespect deadlines, quit, and   become victims to customers. Over time these behaviors become cultural norms all employees follow. We follow leaders. Norms define stability in the quest for revenue security. A study reported abuse was present in 79% of…
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Agonizing Meetings Could Be Due to Presence Disparity

Agonizing Meetings Could Be Due to Presence Disparity

HR Academy, Workplace
Finished projects bring moments of exhilaration for all involved. Those involved that were engaged empowered the productivity of the project. When all employees on a team are present by actively listening, creating, and collaborating there is consistently powerful, innovative outcomes that increase revenue. The alternative is a phenomenon identified as presence disparity, which compromises innovative workflow and timely productivity. Presence disparity is when telecommuters physically experience a compromising difference when virtually collaborating. Missing verbal and visual content due to background noises or poor quality live stream video strains the body. This mentally, physically, and emotionally taxing effect loses productive opportunities. Collaborative moments lose empowered creativity and revenue-building strategies. Full engagement requires all senses prepared to mentally interpret content. Presence Disparity is a macro-sensory productivity issue. High-quality video is one solution to improving engagement…
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A Seamstress Exhibiting Stress In The Workplace

A Seamstress Exhibiting Stress In The Workplace

HR Academy, Workplace
GIG Design's team discussed observations of a seamstress exhibiting stress in the workplace. Observations of the work environment included details of the lighting, noise, temperature, and peer engagement. The work space is an open area of approximately thirty seamstresses, all sitting at a sewing station actively engaging in production of a product. Observations of the seamstress were noted to be signs of distress as exhibited by facial expressions, frequent posturing with head tilted into hand through elbow support, uncharacteristic pauses of production. Following a lifestyle profile and sensory assessment she identified as under-responsive to sensations. Hyposensitivities This form of regulating the nervous system is categorized by muted, delayed responses, and low sensory registration. This individual passively regulates their nervous system, has a high threshold to sensory stimuli, and passively reacts to sensations.…
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Is Your Employer Providing Sick Care or Health Care?

Is Your Employer Providing Sick Care or Health Care?

HR Academy, Workplace
There is a jolting difference in cultural motivation on 'sick care' and 'health care'. Sick care is reactionary, providing individuals support with onset of an injury, health or mental conditions. Sick care recipients pay for medical bills instead of luxuries. Their employers pay for loss of production or new hire training. Health care recipients pay for health resources that reduce the onset of uncommunicable diseases, depression, injury. Their employers pay out bonuses and employee rewards due to improved profit. Is your employer providing sick care or health care? Move health care awareness from knowledge to action. Sharing stories on health movement builds the belief its possible. The Robert Wood Johnson Foundation shared several stories of national communities that acted on health care. It's understood raw data in percentages or dollar signs build…
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30 Details On Health Costs

30 Details On Health Costs

HR Academy, Workplace
Health Benefits manager Lisa Mrozinski at Robert W. Baird & Company said, “You may think you’re really healthy, but until you go through the process we can provide, you may not be aware that you’re pre-diabetic or have high cholesterol.” This quote was cited in the book The Grassroots Health Care Revolution by John Torinus Jr. Is there a process in place to learning the genuine health of your company? Here are 30 details on health costs John shared through his book to remind us of the integrity of providing health improvement services: United States of America health costs are 2x per capita of anywhere else in the world. Increased national health care costs then reduced money spent for education, research & development, public safety, environmental improvement, defense, personal finances, and wage…
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The 40 Hour Work Week Disrupts the Natural Work Flow

The 40 Hour Work Week Disrupts the Natural Work Flow

Workplace
“I used to be exhausted all the time, I would come home from work and pass out on the sofa, but not now. I am much more alert: I have much more energy for my work, and also for family life.” These are the words of Lise-Lotte Pettersson, an assistant nurse and participant in a controlled trial of shorter work hours in Sweden. The results will be published in 2016, but so far results indicate nurses are less fatigued and more efficient (Crouch, 2015). A 2014 Gallup survey of 1,200 American adults discovered that the average full time US employee works 47 hours per week and 18% work 60 hours or more (Green, 2015). The workplace is a community I'm passionate about. Work demands are conditions part of my mission. Occupational…
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Why Contextual Factors Improve Workplace Performance and Design

Why Contextual Factors Improve Workplace Performance and Design

HR Academy, Workplace
Contextual factors is a term rarely used in the workplace or with employee performance. It is one of three factors that categorizes performance elements for improving performance outcomes. Any feature of yourself that is not part of a health condition or health status is defined as the personal context that influences performance (WHO 2001). Our performance and design coaches facilitate improvements through the following contextual elements: Expectations of Culture, Personal Beliefs and Customs, Behavioral Standards, Demographics, Stage of Life and History, Relationship to Time, and The Non-Physical: Simulated, Real-time, and Near-time. Gender and education levels are demographics that overlap into personal beliefs and customs. Context at an organizational level includes millennial, generation X, baby boomer, retired or volunteer life stages. 'Supervisor' may be a cultural custom or expectation of rank…
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Work May Trigger Repetitive Conflicts

Work May Trigger Repetitive Conflicts

Workplace
Work behaviors are a distinct part of you. We may have control over our home environments but our work environments are a collaboration of peers. The workplace has a culture of unwritten values creating its community. Regardless of who or what sets the cultural tone, there will be things that trigger you out of your control into an unhealthy zone  (CompPsych 2013). There are strategies to prepare for this. Its those other ways you occupy your time that directly effect your behaviors. Sleep is one statistically proven strategy (Foster 2013). What other ways do you occupy your time? Play, the commute to work, or self-care routines are some.  When we walk over the threshold into the workplace we bring all of life's current events with us. This is natural with…
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