| There has been a lot of hullabaloo
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| | 'I've been working on the railroad all
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| recently about the problems facing
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| | the dead day long'Yes it was sales,
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| Australia in retaining talented workers
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| | sales, sales, profit, profit, and profit
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| and the subsequent pressure placed on
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| | come hell or 'high-water' with no regard
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| those remaining behind in the
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| | to workers who were viewed as lazy.For
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| workplace.The incidence in stress claims
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| | the first 6 months Liam worked hard at
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| is rising and is having an impact on the
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| | raising the company standard. This often
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| economy and enterprises in general.The
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| | required Liam travelling away from
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| incidences of people who work 'day in day
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| | home.Liam started to achieve some
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| out' who in many ways are closet
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| | credible results and after 6 months had
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| workaholics is increasing.We are told
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| | NSW and QLD co-operating as a team for
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| that 1 in 5 Australians are suffering
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| | the first time in 12 years and sales and
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| from some sort of mental illness and that
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| | profits started to increase. This came to
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| 1 in 7 teenager's at high-school suffer
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| | the notice of the overseas parent but the
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| from depression. This comes from proven
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| | pressure was not lessoned. This was
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| research but my guess is that it is
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| | despite him working 14 -16 hour days.Liam
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| probably higher, after all these subjects
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| | wasn't happy and looked at his options.
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| are still quite taboo in our society.Why
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| | He took the option to resign although he
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| be the richest and unhappiest person in
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| | could have taken leave under workplace
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| the cemetery? Take a walk around the
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| | health and safety guidelines. In his
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| local cemetery sometimes and read the
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| | resignation letter he tabled his concerns
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| inscriptions - it's actually quite
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| | about the company's breach of their duty
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| interesting what you read.People are
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| | of care, and other known incidences that
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| becoming crankier, less tolerant, and the
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| | he had brought to management and that he
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| workplace is rapidly becoming a
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| | had not been given the reasonable relief
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| battleground where much emotion is wasted
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| | he had requested.I became involved with
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| in argy bargy, meetings and petty
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| | this process and represented Liam in
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| grievances.It could be argued that
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| | discussions with the Chairman of the
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| 'workaholism' could be in part
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| | Board.What does the law say?Under the
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| contributed by the ageing population,
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| | Workplace Health and Safety Act 1995
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| different generational expectations,
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| | employers have an obligation to ensure
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| talented workers moving offshore and the
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| | the health and safety of all workers by
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| move from permanent employment to
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| | managing risks at the workplace. This
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| contract working. This is simply
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| | includes physical, mental and emotional.
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| untrue.The lesson seems to be that some
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| | In addition, employers are under a common
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| have work and others don't, slaving away
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| | law duty of care and will be found liable
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| 12 hours plus per day in order to keep
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| | if they break the law and a breach of
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| the wolf from the door, the mortgage
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| | their statutory and common law
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| paid, the annual holiday and whatever
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| | obligations are proven. There are heavy
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| else pushes their buttons and sacrifice
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| | penalties for individuals and
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| quality of life - for what?.Australia has
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| | organisations that disregard the law.All
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| one of the most highly qualified
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| | employers have an obligation to be
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| unemployed 'work-force' in the world.I am
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| | totally upfront and realistic about the
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| a firm believer in education and as one
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| | job on offer. For more information you
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| wise person said 'if you think that
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| | will find articles at( Biz Momentum which
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| education is expensive try ignorance'. I
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| | are available for you free of charge.What
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| am committed to life long learning so
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| | should the company have done?- The
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| long as it benefits my clients and me.But
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| | company should have had in place a
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| what about the commonsense approach of
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| | workplace stress policy.- Management
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| sharing the load and looking after our
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| | should have taken their duty of care
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| back yard.Why aren't company's learning
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| | under workplace health & safety
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| from their mistakes, taking
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| | seriously. In this instance employee
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| responsibility (a dirty word today) and
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| | moral began to suffer because of
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| ensuring that they are adequately
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| | mismanagement.- The company should have
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| resourced and taking the time to know
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| | had a policy on working hours and what
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| their people. Or could it be that the
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| | constituted reasonable expectations for
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| relentless drive for shareholder value
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| | after hours, work including
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| has blinded the eyes of these executives
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| | management.- The company should have
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| who sit in their ivory towers issuing
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| | taken Liam's reports and discussions
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| edicts mindless to the fact that below
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| | seriously and investigated his
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| them often sits a smoking powder keg. If
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| | concerns.- The company had a general duty
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| you were privy to the previous company
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| | of care to ensure that there was adequate
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| secrets that I was when I was CEO and the
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| | employees' to cover the work.- The
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| mindless way my superiors though of and
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| | company should have consulted their
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| treated their employees you would be
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| | industrial or legal professionals- The
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| shocked. Or when I was in Banking and the
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| | company should have given Liam adequate
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| way the Bank paid out $500,000 in
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| | time to recover and re-size his position.
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| unbudgeted redundancies in 1994 besides
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| | He had more than proved he could operate
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| other amounts that were cleverly
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| | successfully through the financial and
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| disguised in various ways simply to get
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| | leadership results.What should Liam have
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| rid of people.In my daily work as a
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| | done?- Liam followed the right processes
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| strategic human resource management
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| | documenting his difficulties and speaking
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| advisor I am privy to the heartaches of
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| | with management- Liam kept file notes of
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| people as they tell me their
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| | these discussions.- He requested leave
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| difficulties. Most of these difficulties
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| | that was reluctantly given but only for 1
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| focus around other work colleagues or
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| | week, insufficient to recover.- He should
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| overwork. Chronic overwork has a
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| | have gone to his Doctor and taken advice
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| tremendous impact of personal health,
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| | and in my view taken long term leave
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| family life and company productivity.I
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| | through WH&S.- Liam took industrial
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| have to confess that I was once a
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| | advice.- Taken counselling - we all have
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| workaholic for many years before a heart
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| | issues that sometimes speaking with
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| scare woke me up in time and thankfully
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| | someone else can help resolve.The
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| without doing any major damage to my
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| | Wash-upI meet with the Chairman of the
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| health. This is not just my story but one
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| | Board and stressed the seriousness of
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| of many that is illustrated by the
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| | Liam's situation. Yes the Chairman
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| following true story that I was involved
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| | understood this and acknowledged there
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| with (names and identities have been
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| | had been some wrong doing by the
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| changed).The following is a true story
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| | company.As Liam had voluntary resigned
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| with details changed to protect
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| | the Chairman proposed that a payment of
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| privacy.Liam was the General Manager of
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| | $60,000 be offered as a without prejudice
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| an organisation that operated in New
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| | payment on signing a deed of release.It
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| South Wales and Queensland. He was very
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| | was ultimately Liam's choice and he
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| experienced in his field and had been a
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| | accepted.Philip Lye is Director of
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| secret workaholic for 15 years.He had
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| | Biz-momentum ( services in startegic
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| been employed to help get the company
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| | human resource management, review and
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| back on track after the overseas parent
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| | preparation of HR policies, procedures
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| company had put the cleaners through
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| | and workplace health and safety
|
| management and left the company drift for
| |
| | compliance strategies.Philip speaks a
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| 3 months without leadershipSoon after
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| | conferences and forums on strategic
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| starting he began to experience increased
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| | business issues.
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| pressure and the mantra seemed to be
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| |
|
