Deputy Editor HRZone
19th Apr 2016
From Elena in our LinkedIn group:
"Introverts don't appreciate information overload. Keep it simple & to the point, give them time to process information. Generally speaking, they prefer facts, rather than marketing speak. Needless to say, they shy away from large crowds, including online crowds. Find a topic that speaks to their analytical nature and they'll participate in discussions. Give them "fluff" & they'll bolt. The key difference between introverts and extroverts is that the former require topics/tasks that speak to their talents/interests, thus empowering them to be useful in some way. This calls for tweaking communications so that they can clearly see their role in achieving intended objectives. Introverts tend to be cautious (analytical) and unlike extroverts, will ponder before taking the next step. One can be a combination of both, as in my case (I'm an introvert who has no difficulty in addressing large audiences). Bottom line: know your audience, e.g. tech people are unlikely to be extroverts."
18th Apr 2016
I think the basic steps are to just make the role in some rewarding and the workplace a nice place to be.
I think management also need to work hard to make sure they're trusted by employees, and recognising good work and ideas all the time.
12th Apr 2016
Hi Cate, seeing as this discussion is quite old, it might be worth starting a new Discuss post to ask the community about your situation.
6th Apr 2016
Good point - it would be interesting to see if certain HR policies advice against mediation or discussion after a certain point to avoid complicating or potentially escalating the situation, but agree that handled correctly it can address a lot of the emotions and issues that crop up along during the process of dealing with and resolving a grievance.
6th Apr 2016
Agreed, I think if HR is too quick to rush into addressing 'absenteeism', especially by relying on analytics rather than personal judgement, problems could arise. Especially in an era where we're trying to encourage more flexible hours & remote working - how do you start drawing the lines in any case?
Predominantly managers should focus on trusting employees (and being trusted in return), keeping communication flowing and ensuring that the workplace is a nice place to be.
17th Mar 2016
Great piece Lizzie - and yes I don't think we're the only ones who expect something more from the appraisal process and feedback in general!
18th Jan 2016
We've been getting a great reaction to this post across our social channels - in particular many people are saying that there needs to be appropriate policies and information in place. There's also a concern of to what extent employers then feel they can monitor employee communications both inside and outside of work!
15th Jan 2016
I suppose it depends what employees want to use it for - if it's keeping up to date with company news and benefits, or social events and activities then it would still be beneficial, but it's probably worth keeping personal opinions away from the system in this case!
25th Nov 2015
It was great hearing from John Timpson at Engage for Success's event yesterday - such an inspiring man. It's such a simple idea to put total trust and responsibility in your employees and see upper management perely as enablers to allow them to serve customers as best they can - but so rare to see in business!
26th Oct 2015
Absolutely agree that people downplay voluntary work - perhaps as it is seen as more valuable both by candidates and employers (incidentally, do you think the Volunteering section in LinkedIn profiles and increased charity activities within organisations is helping with this?) we'll also see an increase in the amount of volunteering done across the workforce. I definitely think more charities to support ex-offenders in finding employment can only be a good thing!