More than ever before, major U.S. companies are expanding benefits and protections for their gay, lesbian, bisexual, transgender (GLBT) employees, according to a new report from the Human Rights Campaign (HRC).
The advocacy group found that more companies added health benefits for same-sex domestic partners of employees during 2006, up 35 percent over last year's number. The report also noted increases in companies banning discrimination against transgender employees as well as increases in corporate philanthropy toward the GLBT community.
The annual report, known as the Corporate Equality Index, looked at 446 companies, drawn from the Fortune 1000 list and the Forbes list of the 200 largest privately held U.S. firms. Each company received a numerical rank according to its GLBT-friendly policies, with 100 being a perfect score.
A total of 138 companies received perfect scores in 2006, up from 101 in 2005. The list of companies includes Aetna, Apple Computer, Bank of America, Charles Schwab, Chevron, Cisco Systems, Coors, Eastman Kodak, Gap, IBM, Intel, Kaiser Permanente, Merrill Lynch, Motorola, PepsiCo, Pfizer, Viacom, Visa, and Wells Fargo. For the complete report and list of companies, go to www.hrc.org/cei.
Criteria for the ratings include domestic partner benefits beyond health insurance (e.g. COBRA, vision, or dental), retirement benefits, leave policies and supportive workplace guidelines.
ADVERTISEMENT
Business leaders and community leaders agree that promoting equal treatment of GLBT workers makes good business sense.
"GLBT inclusiveness is a critical component of our objective to the employer of choice, service provider of choice, business partner of choice and neighbor of choice globally," said Ana Duarte McCarthy, chief diversity officer of Citigroup.
"Leading companies, which years ago instituted basic equal employment policies, are accelerating their efforts to expand the range of benefits," said Joe Solmonese, HRC president. "This competition sends a clear message that corporate America is rapidly becoming a place of fairness for GLBT Americans."
The Oct. 6, 2006, issue of the Advocate, a GLBT news magazine, also spotlighted 10 companies as new additions to the magazine's list of top U.S. employers for gay and lesbian workers. The 10 companies -- all of whom received perfect scores from the HRC -- are: Anheuser-Busch, Boeing, Bristol-Myers Squibb, Coca-Cola, Deloitte & Touche, Intuit, Kraft Foods, PricewaterhouseCoopers, Starcom MediaVest Group, and Volkswagen of America.
Is Your Group Really a Team? By Gary S. Topchik
Teams are all the rage in the workplace today, and every organization I know speaks of the importance of teams. But just because a group of people work together does not necessarily make them a team. There are essential elements that identify teams, and nurturing them will help you become a good team leader.
Beyond the Buzz Word
Let's begin with a definition of what a team really is. Teams are groups of individuals who accomplish designated objectives by working interdependently, communicating effectively, and making decisions that impact their day to day work. So the first question to ask your self is, "How close does my team come to this definition?" If it doesn't measure up to the definition, then you are not really leading a team. You are probably managing a work group.
There is absolutely nothing wrong with a work group. A work group can achieve great results with your close supervision. The idea, however, in today's changing organization and our competitive global marketplace, is to develop teams that can work autonomously without your close direction and support.
In a team, members share decision-making and often build consensus, with two-way communication between manager and members. There are joint work assignments and accountability on both the individual and team levels.
ADVERTISEMENT
In a work group, the manager is the decision-maker, and there is a one-way, top-down pattern of communication. Each member has individual work assignments, and each person is held accountable and appraised by the manager.
Three Measures: Team or Work Group?
Whether you operate as a work group or a team depends on three factors.
* The skill and motivational level of members. Skilled and motivated employees need to be able to make decisions on their own and communicate upwardly when they need to. This is a model for working as a team.
* The nature of the work. Some work situations do not call for members to make decisions together, nor is there a need for much two way communication among team members and their manager. But if there is a need for both, you have a team.
* The manager's belief that individuals can work autonomously and interdependently. This attitude is essential for today's workplace. When managers do not hold this belief, they will favor the work group over the team.
Five Keys to Team Spirit
In order to get a group of individuals to function as a team, five keys need to be present. Missing one of these keys can prevent a team from achieving full health.
* Clearly defined goals, roles, and responsibilities. Every team member needs to know what he or she is supposed to accomplish and how it fits in with what other team members do.
* Open and honest communication among all team members. Team members cannot hold back on any comments that will help the team grow and prosper.
* A supportive and knowledgeable team manager/leader. The team leader has to have the technical knowledge of what the team is doing, as well as be able to motivate and inspire the team.
* Decision-making authority for daily work. Members must be allowed to make decisions that impact their work products and services. When we give people ownership over what they are doing, they perform much better.
* Rewards and recognition for accomplishing goals. Without rewards and recognition, teams will not sustain high levels of performance. Members need ongoing reminders that their efforts are valued and appreciated.
Your Next Step
At your next team meeting, talk about these five keys of team spirit and ask your team to rate themselves on each one. Their answers will let you know if they see themselves as a work group or a team, and where their strengths and weaknesses are. It will make for a great discussion.
Gary S. Topchik is the managing partner of SilverStar Enterprises, a team building and leadership development consulting firm. Gary is the author of five books including his soon to be published, "The First-Time Manager's Guide to Team Building."
Beyond the Buzz Word
Let's begin with a definition of what a team really is. Teams are groups of individuals who accomplish designated objectives by working interdependently, communicating effectively, and making decisions that impact their day to day work. So the first question to ask your self is, "How close does my team come to this definition?" If it doesn't measure up to the definition, then you are not really leading a team. You are probably managing a work group.
There is absolutely nothing wrong with a work group. A work group can achieve great results with your close supervision. The idea, however, in today's changing organization and our competitive global marketplace, is to develop teams that can work autonomously without your close direction and support.
In a team, members share decision-making and often build consensus, with two-way communication between manager and members. There are joint work assignments and accountability on both the individual and team levels.
ADVERTISEMENT
In a work group, the manager is the decision-maker, and there is a one-way, top-down pattern of communication. Each member has individual work assignments, and each person is held accountable and appraised by the manager.
Three Measures: Team or Work Group?
Whether you operate as a work group or a team depends on three factors.
* The skill and motivational level of members. Skilled and motivated employees need to be able to make decisions on their own and communicate upwardly when they need to. This is a model for working as a team.
* The nature of the work. Some work situations do not call for members to make decisions together, nor is there a need for much two way communication among team members and their manager. But if there is a need for both, you have a team.
* The manager's belief that individuals can work autonomously and interdependently. This attitude is essential for today's workplace. When managers do not hold this belief, they will favor the work group over the team.
Five Keys to Team Spirit
In order to get a group of individuals to function as a team, five keys need to be present. Missing one of these keys can prevent a team from achieving full health.
* Clearly defined goals, roles, and responsibilities. Every team member needs to know what he or she is supposed to accomplish and how it fits in with what other team members do.
* Open and honest communication among all team members. Team members cannot hold back on any comments that will help the team grow and prosper.
* A supportive and knowledgeable team manager/leader. The team leader has to have the technical knowledge of what the team is doing, as well as be able to motivate and inspire the team.
* Decision-making authority for daily work. Members must be allowed to make decisions that impact their work products and services. When we give people ownership over what they are doing, they perform much better.
* Rewards and recognition for accomplishing goals. Without rewards and recognition, teams will not sustain high levels of performance. Members need ongoing reminders that their efforts are valued and appreciated.
Your Next Step
At your next team meeting, talk about these five keys of team spirit and ask your team to rate themselves on each one. Their answers will let you know if they see themselves as a work group or a team, and where their strengths and weaknesses are. It will make for a great discussion.
Gary S. Topchik is the managing partner of SilverStar Enterprises, a team building and leadership development consulting firm. Gary is the author of five books including his soon to be published, "The First-Time Manager's Guide to Team Building."
How to Ace Your Performance Review By Margaret Steen
In many workplaces, the end of the year brings not just the holiday party but also the dreaded annual ritual of performance reviews. Experts say preparation is the key to making yours productive rather than painful.
* Gather your evidence. List your accomplishments for the year -- and have documentation to back them up. "Very often managers getting ready to do reviews can't remember everything that the employee has done," says Ann J. Willson, a human resources consultant and owner of Human Resource Directions in Raleigh, N.C.
At many companies, employees are given a form to fill out before the review, listing their accomplishments and goals. Take the time to prepare this document carefully, says Diane Foster, principal of executive coaching and consulting firm Diane Foster & Associates in Alameda, Calif. When listing career goals, Foster advises focusing on "what you see as your next career step within this next year."
* Know what you want. Performance reviews aren't just a time for you to listen to your boss. "In every performance review, you are directly or indirectly coaching your boss," Foster says.
If you have a particular skill -- public speaking, for example -- that you'd like to improve, ask your boss for help. Perhaps you could take a class, or maybe your boss could coach you. "It's up to the employee to really kind of push on the boss for commitment on that," Foster says. After outlining your request, you can say, "I'd love to have that be one of our goals for next year on the performance review," Foster says.
ADVERTISEMENT
* Face problems in advance. Perhaps you were part of a team whose project wasn't exactly a glowing success. Glenn Shepard, a management consultant and owner of Glenn Shepard Seminars, says it's best to bring up the issue yourself. Some situations are complicated: Perhaps you weren't able to complete your part on time because someone else missed a deadline for getting you crucial information, for example. If you broach the topic, you can explain the part you played, what you could not have changed and what you would do differently next time.
"If the manager brings up that marginal performance first, then the employee looks defensive," he says.
* Expect to hear criticism. It's part of managers' jobs to point out areas where their employees could improve. "Even if they're happy with you, they strive to find something to make better," says Debra Benton, executive coach and author of "Executive Charisma."
If your boss says you lack leadership, for example, ask your boss to describe a time when you didn't demonstrate leadership. Then ask for examples of situations that will come up in the upcoming year when you can practice and demonstrate leadership.
Finally, as long as the criticism is balanced with praise, be glad your boss has taken the time to tell you how to improve. "If they have nothing negative, I think that's a bad sign, because they don't care," Benton says.
* Gather your evidence. List your accomplishments for the year -- and have documentation to back them up. "Very often managers getting ready to do reviews can't remember everything that the employee has done," says Ann J. Willson, a human resources consultant and owner of Human Resource Directions in Raleigh, N.C.
At many companies, employees are given a form to fill out before the review, listing their accomplishments and goals. Take the time to prepare this document carefully, says Diane Foster, principal of executive coaching and consulting firm Diane Foster & Associates in Alameda, Calif. When listing career goals, Foster advises focusing on "what you see as your next career step within this next year."
* Know what you want. Performance reviews aren't just a time for you to listen to your boss. "In every performance review, you are directly or indirectly coaching your boss," Foster says.
If you have a particular skill -- public speaking, for example -- that you'd like to improve, ask your boss for help. Perhaps you could take a class, or maybe your boss could coach you. "It's up to the employee to really kind of push on the boss for commitment on that," Foster says. After outlining your request, you can say, "I'd love to have that be one of our goals for next year on the performance review," Foster says.
ADVERTISEMENT
* Face problems in advance. Perhaps you were part of a team whose project wasn't exactly a glowing success. Glenn Shepard, a management consultant and owner of Glenn Shepard Seminars, says it's best to bring up the issue yourself. Some situations are complicated: Perhaps you weren't able to complete your part on time because someone else missed a deadline for getting you crucial information, for example. If you broach the topic, you can explain the part you played, what you could not have changed and what you would do differently next time.
"If the manager brings up that marginal performance first, then the employee looks defensive," he says.
* Expect to hear criticism. It's part of managers' jobs to point out areas where their employees could improve. "Even if they're happy with you, they strive to find something to make better," says Debra Benton, executive coach and author of "Executive Charisma."
If your boss says you lack leadership, for example, ask your boss to describe a time when you didn't demonstrate leadership. Then ask for examples of situations that will come up in the upcoming year when you can practice and demonstrate leadership.
Finally, as long as the criticism is balanced with praise, be glad your boss has taken the time to tell you how to improve. "If they have nothing negative, I think that's a bad sign, because they don't care," Benton says.
Subscribe to:
Posts (Atom)
