Some people call it “motivation”, others “recognition” or “success”. For all, feeling happy at work is an important contributing factor to feeling good about life. How much of it is in our own hands and how much depends on the Organization’s ways of working?
Some time ago, someone came into my office and remarked on some of the books I have on my shelf: “ Two books related to ‘Happiness at Work’ – how come? Why read about that?”- the person asked. Why indeed? Is being happy even a relevant question in the work context?
Smiling comes easily when we are among friends. Similarly, one could expect that it should not be so hard to smile – or in some way, acknowledge – our colleagues in the workplace. Unfortunately, the reality is sometimes very different and interactions – or the lack of them – between colleagues can sometimes be perceived as impolite or even rude behaviour.
With the annual MARS exercise approaching, now is an ideal time to consider how to carry out a successful interview. In this issue of the Bulletin, I promised to look at how you, as a supervisee, can use the time to share your specific experience and consolidate an on-going dialogue with your supervisor.
With the annual MARS exercise quickly approaching, now is an ideal time to consider how to carry out a successful interview. Whether you are a supervisor or a supervisee, preparation, and an open frame of mind, can turn the experience into much more than a formality.
Contracts come to an end, projects move from one phase to another, hierarchy changes… in the 21st century, things have the tendency to move very quickly in the work environment. Although no change comes without a large dose of stress, the key is to see it as an opportunity for professional growth – keeping in mind that in every end there is a new beginning.
After thirty-three years at CERN, including three and a half years as Ombuds, I am leaving. During my time of Ombuds I have seen many people for discussions, misunderstandings, difficulties in communication and also conflicts. No institution can live without conflicts. The main thing is not to face conflicts but to be flexible enough to resolve them.
We can all agree that efficiency leads excellent results; this is a cornerstone in research and organisational matters. However, people may not unanimously point to which method of management and leadership is best for achieving such a goal.
Achieving two goals at once is a real challenge in personnel management: on the one hand, a manager must reach the results expected by the institution with the available workforce; and on the other hand, the manager must take care of their collaborators' well-being. Pursuing these dual aims calls for a real potential towards leadership. Why should a line manager care about the well-being of his/her supervisees? Is it not sufficient and satisfactory that the deliverables for which he/she is accountable come in time and within the budget?
For the Open Days, CERN will be transparent for all visitors. It's also the occasion to remember that the Ombuds' door is fully open every day of the year for all persons working for or on behalf of CERN.
On average over the past three years, 3% of CERN staff members have used the Ombuds’ services each year. This is a reasonable figure as no institution can live without conflict. Too many cases would be worrying, as would too few: it would mean that conflicts are swept under the carpet. The question is not really how many conflicts arise, but how many can be and are resolved. Any conflict has a positive side: the opportunity to overcome it. Once a conflict or a misunderstanding has been resolved, the relationship generally ends up stronger as the obstacles have been removed.