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Implicit bias occurs when individuals make judgments about people based on gender, race or other prohibited factors without even realizing they’re doing it.
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#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
Do groups or teams at your workplace have a shared leadership that encourages everyone to take responsibility? Are team members fully engaged and enthusiastic? Does the group share a purpose so compelling that it prompts members to make the group’s work their top priority?
If not, your groups or teams may still be good, but they aren’t yet extraordinary, according to Extraordinary Groups (Jossey-Bass, 2009) by Geoffrey Bellman and Kathleen Ryan.
In this new volume for managers, executives or anyone who participates in a group, the writers examine what makes some teams and groups special and especially productive, while others lack commitment and don’t get results. The book uses detailed, real-world case studies drawn from groups of two to 20 people and interviews with more than 600 managers, executives and consultants.
Those left at the office after job cuts often suffer from “layoff survivor sickness,” writes David M. Noer in Healing the Wounds (Jossey-Bass, 2009), and the condition can prove toxic for both the employees and the employer. The fear, distrust, anxiety and depression in those left behind can affect productivity and the bottom line.
Noer details how layoffs affect the survivors and explains how managers can establish “healthy and productive relationships” with employees during and after downsizings.
The core of Noer’s work is a four-level process for managing both layoffs themselves and the impact they have on workers and productivity:
This book can be purchased through the SHRMStore online. Members receive a discount off the list price. Visit www.shrm.org/shrmstore and search for item number 48.56520.
Compiled by Leigh Rivenbark, a freelance writer and editor in Vienna, Va.
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