What to Wear to Work

What to Wear to WorkWhat to Wear to Work WHAT TO WEAR TO WORKMore than 1/2 of employees prefer a casual dress code.16% Very formal (suit and tie)28% Somewhat formal (dress slacks or skirt with button-down shirt)36% Somewhat casual (khakis and polo shirt or sweater)20% Very casual (jeans and T-shirt)How workers feel about casual dress codes86% I like them - they give me freedom to dress as I want and in more comfortable attire9% Im indifferent5% I dont like them - Im confused about what is or isnt appropriate and it takes me longer to get dressed48% of employees would prefer to wear a uniform to work and never have to think about their office attire.23% of workers say their company dress code is unclear about what is or isnt appropriate to wear to the office.41% of employees at least sometimes feel unsure if a piece of clothing is appropriate for work.14% Always27% Sometimes30% Rarely29% NeverSource OfficeTeam survey of 394 workers in the United States 2017 OfficeTeam. A Robert Half Company. An Equal Opportunity Employer M/F/Disability/Veterans.

Why Facebook Is The #1 Best Place to Work in Tech, According to Its VP of People

Why facebook inc Is The 1 Best Place to Work in Tech, According to Its VP of PeopleWhy Facebook Is The 1 Best Place to Work in Tech, According to Its VP of People Facebook famously began in a Harvard dorm room in 2004. Now, the company is a publicly traded social and advertising behemoth that recently leidched its two billionth user worldwide.To connect the world is a lofty goal. But Lori Goler, Facebooks Vice President of People, says the companys success comes down to one simple yet complex consideration culture. Recently voted the number one tech company on Glassdoors Best Places to Work list, Facebooks culture stands head and shoulders above the rest. In an exclusive interview with Glassdoors Amy Elisa Jackson, Goler breaks down five core parts of Facebooks culture and explains how the networks users inspire the companys own internal sense of community. The leadership team has always thought about company culture, which is how we got to this place, Goler says . When I walked in the door nine years ago, there was already a lot of focus on company culture lumineszenzdiode by all the people who are still here, including CEO Mark Zuckerberg and product chief Chris Cox. While Facebook has, of course, added many more leaders over the years, including COO Sheryl Sandberg, the original executives people-first mission not only informs but is the core of the culture.The culture is in support of the mission, Goler explains. We have seen the way that our community of users uses the products to build community, and we use it ourselves to build community internally. It all feels very much in sync.Now in its fourteenth year. Facebook keeps its culture intact in part by conscientious recruitment and durchschaubar interview practices , Goler says. Were really careful to explain what its like to work here and what is important to the people who work here, she adds. Its for people who are meeting us to decide whether that is something that they reall y care about too. The people who end up joining Facebook sort of self-selected into this environment where the culture and the mission is a really big part of our value proposition.Facebooks founder landed in the No. 10 spot on Glassdoors 2017 Highest Rated CEOs . Goler attributes his high marks from employees to his authenticity and humanity.Mark is so human and so authentic with our team, she explains. He does a Q&A every Friday. He shows up as he is The person that you see, his public persona, is the same thing we see internally. You see the warmth and the transparency in his posts we see the same thing.Zuckerberg is dedicated to working alongside employees, Goler adds, getting his hands dirty just like everybody else. At the same time, he provides this amazing vision and forward-looking inspiration for everyone here. He reflects what the company is all about.Another core tenet of Facebook is building a strengths-based company. Facebook sees playing to strengths as two-fold Peopl e must be in roles that not only make use of their skills but also provide work they enjoy.Internal metrics like self-assessments and exit interviews bear out the importance of this focus, Goler says. The thing that separates people who stay for a long time or who make the choices to leave is how they score themselves on whether theyre playing to their strengths. Its not always about some of the things that you see on the surface. Those surveys also reflect a sense of pride in the work at Facebook, which goes back to mission-focused goals, Goler adds. These are two things that are a little bit different - and almost intangible if youre not on the inside feeling it - but I think theyre two of the biggest drivers of the reasons that people stay.Employees build their own places at Facebook. On one level, thats about daily tasks The company is open and transparent about its goals, so staffers are expected to take that context and work with autonomy to further the mission. That is a re ally important part of feeling like youre contributing at Facebook and the work that youre doing matters, Goler says.Secondly, creating a place at Facebook often means integrating personal lives into the work community. Were this one single community of thousands of people, but were also a platzset of overlapping communities in many ways, Goler says. Theres your larger team and your smaller team and your ad-hoc team that isnt about your hierarchy. But then theres the parents group and the working moms group, the mountain bike on weekends group.Facebookers have created thousands of groups internally more groups than there are employees, in fact and Goler says this offers a sense of personalization at scale. You almost design your own social experience and community internally, including smaller overlapping communities that dont have anything to do with the specific work that youre doing. I think that makes it a really special place.The integration of home and work lives helps emplo yees feel supported when they are going through a tough time personally. We show up so well, and I think thats all part of being a community, Goler says.Beyond smaller community groups, Facebook on a larger scale implements policies that support people as they go through all the stages of their life. People would tell you they want to be good workers, family members and, friends. Weve tried to build a set of policies that support that in every stage of life, Goler says. One recent new policy is Facebooks extended bereavement leave. As of January employees now receive up to 20 days paid leave to grieve the death of an immediate family member, and 10 days for the loss of an extended family member double the amount of bereavement time Facebook offered in 2016, and far more than most companies provide.The extended leave is just the latest formal extension of the mission Facebook lives every day, Goler says Its about showing up for people when they need it the most.bewerberinterview con ducted by Amy Elisa Jackson.

3 Facts to Face When You Fire an Employee - The Muse

3 Facts to Face When You Fire an Employee - The Muse3 Facts to Face When You Fire an EmployeeFor even the best leaders, nothing puts a knot in their stomachs like having to fire someone. Even when the employee deserves it, taking someones job away is among the hardest tasks any leader has to do. First off, firing someone should bother you Its a sign that you have a heart and can have empathy for the people who work for you. After all, youre about to upend someones world. Any boss worth their salt is both strong enough to conduct a firing, and human enough to understand how upsetting being fired can be. Heres the good news many successful people find success after being fired. Years later, they may look back on the incident as a pivotal moment in their careers. But even knowing this doesnt make it any less scary- but you can make a horrible situation a little bit less so by taking a few tips from some of my clients, experienced leaders who anguished over their first firing. 1. Stick t o the FactsAs much as they wanted to make the firing a casual, personal conversation, most leaders report that when they tried that, it didnt work. Your job is to inform the employee whats happening, what they can (and should) expect, and why theyre losing their job. This will help them start the process of letting go and looking ahead. Nothing makes this already tough conversation harder than a wishy-washy manager who is preoccupied with trying to cushion the landing. Saying something like, Were going to have to let you go for failure to meet minimum performance requirements may feel harsh, but its a lot more honest and clear than saying, I can tell youve really been trying to learn the job and I wished we were in a position to let you keep learning, but were going to have to make some changes that will impact you. Give the person credit for having a brain, and tell them what they need to know. If the roles were reversed, youd want someone to tell it to you straight.2. Remember Tha t Feeling Guilty Doesnt Mean You Are to BlameYou have made a decision that just disrupted someones life. Now, theyre going to have to do all the work associated with a job search. Theyll have to say goodbye to friends and verstndigung im strafverfahren with the feelings they have about being fired. Itll be a change, and no one looks forward to any of these things, but all of these steps are tolerable. Youre not to blame for them needing to take these steps . Your role was to be their boss and manage their performance. It was their responsibility to do their job and meet expectations. That part of the equation- whether they did or didnt meet job requirements- is on them, not you. Sometimes its your peers wholl make you feel bad when they second-guess you with a statement like I had no idea you were having problems with her. She couldve been a great asset in my department- if youd told me. Remember, opinions are a dime a dozen You did what made the most sense for your team. 3. Know Yo ur Relationship(s) Will Change the Moment You Fire ThemBe prepared to feel anger (and at the very least, disapproval) from the person you fire as well as from their friends or associates. And not just in the short term, but the long term as well- its very possible that youll run into this person in the future and he or she will not be excited to landsee you. But remember Your goal shouldnt be to be BFFs with your employees. It should be about earning their respect through fairness, honesty, competence, and consistency.At the same time, youre only human. And its hard to see an employee go through something difficult. But just like it isnt your fault, it also isnt your place to solve the problem. Staying calm- even in the face of an intense emotional reaction- isnt just the professional thing to do, its also the most helpful.Additionally, dont try to make yourself look better by throwing others under the bus. Phrases like It wasnt my call or If it were up to me just confuse people. (T hey dont bring any additional comfort.) If youre firing someone, own it. Losing your job is hard enough- being fired and not knowing who made the decision or why it happened is worse. If you are accountable for the performance of others, its likely youll have to let someone go at some point. And yes, just about everyone who has been fired remembers that day its locked in their memory. Treat the event and the person with humility, respect and compassion. You cant predict or control exactly how the firing will affect someone else, but you can control how you act, and your measured approach can make it a less stressful experience for you both.Photo of a conversation courtesy of annebaek/Getty Images.