“Kiss up, kick down” is a common modus operandi for managers and executives, so as smart, funny, and pleasant as a person may be with those working at the same level, or above them, that same person may be a nightmare to those working below them.
The universal use of the term, “creative,” makes it hard for organizations to recruit and nurture truly creative people. There are special skill sets that need to be valued and recruited for if you want to have a stable of true creatives—reflective, imaginative people who enjoy doing things in new ways.
As part of every manager’s training program, there should be instruction on how to both communicate rejection to potential hiring candidates, as well as how to extend a job offer. Cutting off all communication with job interviewees leaves a bad impression of your company.
Do many, or most, of the so-called “likeable” people in your workplace have traits in common that extend beyond personality and competency traits, and have more to do with race, gender, and socio-economic background?
Measuring productivity is tricky. You think there should be objective measures, but then there are all the times employees put in a lot of work but deliver poor or no results. Should they still get credit for doing the work?
Many companies have noticed the cost savings to be enjoyed by using freelance or temporary employees. The question is whether it’s ethical, and the toll this over-use of non-full-time employees puts on the company’s culture and morale.