Indicators of a Healthy Workplace

Canadian Labour and Business Centre Leadership Survey

Management and labour leaders in the public and private sectors, asked what they

considered were the most important indicators of a healthy workplace, identified the

following top five indicators:

Business/Management Labour

Good Working Relationships (70%) Good Working Relationships (75%)

High Morale (69%) High Morale (70%)

Ability to Attract & Retain Employees

(60%)

Balance of Work & Family Pressures

(52%)

Low Absenteeism (59%) Safe/Secure Workplaces (51%)

High Motivation (56%) Manageable Stress (46%)

There was clear agreement among management and labour in both the private and public

sectors that the two most important indicators of a healthy workplace were good working

relationships and high morale. Seventy percent, or more, of management and labour

leaders cited both of these. The figures were generally higher in the public sector: good

working relationships were identified by 76 percent of managers and 79 percent of union

leaders compared to 67 percent and 70 percent respectively in the private sector. High

morale was identified by 68 percent of managers and 75 percent of union leaders in the

public sector. The comparable private sector figures were 70 percent and 65 percent

respectively (Charts 1, 2, 3).

The third and fourth ranked choices differed distinctly between management and labour.

Among management, 60 percent indicated that the ability to attract and retain employees

was an important indicator of a healthy workplace and 59 percent indicated that low

absenteeism was a similar indicator. By contrast, labour leaders indicated that balancing

work and family pressures (52 percent) and a safe and secure workplace (51 percent)

were signs of a healthy workplace (Chart 1). The latter was more important in the private

sector, reflecting the differing nature of production.

Generally, these secondary choices were similar in both the private and public sectors,

with the exception that the fourth ranked choices were different in the public sector

(Charts 2 and 3). Public sector management identified high motivation as an important

indicator, whereas public sector labour leaders cited manageable stress as an important

sign of a healthy workplace.

The differences between management and labour may not be as great as these results

suggest. With their traditional perspectives on the workplace the two parties will attach

importance to different measures. Management may tend to focus on performance

measures (absenteeism, recruitment, retention) whereas labour leaders are more

concerned with the impact on the people who are inputs into the production process

(work and family pressures, stress, and safety). Furthermore, different measures may be

linked (e.g., motivation and stress). Highly motivated individuals tend to be able to

manage the demands of their work; being able to manage stress can in turn promote high

motivation. The two perspectives of management and labour may therefore reflect

similar concerns; but each focuses on a different symptom. Consequently, the reported

results for management and labour may overstate their differences in their overall

concerns at the workplace.

Media Decoder: Traffic Bait Doesn’t Bring Ad Clicks

 A research company says the most profitable articles engage readers, with topics like unemployment and mortgage rates high on the list.

By JEREMY W. PETERS
Published: October 17, 2010
Sure, articles about Lindsay Lohan’s repeat trips to rehabilitation and Brett Favre’s purported sexual peccadilloes generate loads of reader traffic, but do they actually make decent money for the Web sites that publish them?   read entire story here

We thought the internet was killing print. But it isn’t

Peter Preston

The Observer, Sunday 17 October 2010

There is no clear correlation between a rise in internet traffic and a fall in newspaper circulation. Some papers are growing in both formats, others are succeeding in neither, according to new research.
The woe, as usual, is more or less unconfined. September’s daily newspaper circulation figures, as audited by ABC, are down 5.31% in a year: Sunday totals are 6.7% off the pace. And, of course, we all know what’s to blame. It’s the infernal internet, the digital revolution, the iPad, laptop and smartphone taking over from print. Online is the coming death of Gutenberg’s world, inexorable, inevitable, the enemy of all we used to hold dear. Except that it isn’t.
A fascinating new piece of research this week looks in detail at the success of newspaper websites and attempts to find statistical correlations with sliding print copy sales. As one goes up, the other must go down, surely? These are the underpinnings of transition.
But “in the UK at least, there is no such correlation”, reports the number-crunching analyst Jim Chisholm. “This is true at both a micro-level in terms of UK newspaper titles and groups and at a macro-level comparing national internet adoption with circulation performance. Indeed, the opposite case could be argued: that newspapers that do well on the web also do better in print… Understandably worried traditional journalists should know that the internet is not a threat.”
Chisholm’s aim is to prod British publishers into renewed web action – citing the Guardian, Telegraph and Independent particularly for producing the highest ratios of monthly unique visitors to their sites when compared against print circulations. (The Guardian, with a 125 unique-visitor-to-print ratio, is far higher than any other European paper he can find, and also generates over three times the number of UK page impressions relative to its circulation). Moreover, UK national papers as a whole score well on such tests, clear top of the EU league and walloping German performance nine times over.
Could they, and British regionals, do better, though? Indeed they could. “The issue is not one of total audience, but of frequency and loyalty – and online, as in print, newspapers are great at attracting readers from time to time, but they don’t attract them often enough, and they don’t hang around.”
At which point, perhaps, it’s time to look at the flipside of Chisholm’s findings. If the name of one game is frequency and loyalty – via investment, innovation, constant linkages and promotions – might that not also be an answer to drooping print sales as well? If you reject the net as an agent of newsprint doom, then reverse scenarios also apply.
Go back to ABC circulations before newspaper websites really began – say September 1995 – to make the point. One, the Daily Star, is doing better than 15 years ago with no net presence to speak of: 757,080 copies in 1995 against 864,315 last month. The Daily Mail, at 2,144,229 this September against 1,866,197, is well up, with a website growing by more than 60% a year. Some – say the Mirror, down from 2,559, 636 to 1,213,323 – have suffered direly. See: no correlations?
The Guardian, Times and Telegraph are all down by around a third, and the Sun has lost more than a million: but again there’s no mechanical relationship here. Price matters. It always does. But investment and innovation matter as well. They always do. And you can’t help by being struck how little of that goes on in print these days. A pull-out section vanishes, and comes back. Single-theme front pages come and go at the Indy. The Telegraph still looks for somewhere else to put its features. Nothing much changes. Another researcher (at Enders Analysis) calculates that papers have lopped 20% of the pages they put in a decade ago in order to bulwark sharply rising cover prices.
No correlations here, either? Nothing to prove that the more effort and talent you put in, the more you get out? More, more, more … and more research, please.

Times Colonist Employees’ United Way Campaign Kick-Off

Just a quick note to remind our members that the Times Colonist Employees’ United Way Campaign is fast approaching. In these times of economic uncertainty, those hit hardest are those who can least afford it. We are fortunate here at the Times Colonist in that our regular employees have the opportunity to make contributions through payroll deduction. This makes it much easier to make an impact while minimizing the hit to our pocketbooks. Please give your canvassers a moment when they come around to you. Whether you’re a long-time contributor or a brand new donor this year, any amount will be greatly appreciated! Thank you.

 Sincerely,

Victoria Joint Council of Newspaper Unions.

CEP Local 2000 – Newspaper Guild Local 30223 -TNG-CWA Local 30403 (Mailers)

“United We Bargain, Divided We Beg”