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August 2014 Archives


DC Psychological Association now accepting applications for its Psychologically Healthy Workplace Award

Organizations headquartered or located in the District of Columbia can apply now for the Psychologically Healthy Workplace Award, which recognizes employers for understanding the link between employee well-being and organizational performance and taking steps to create a positive work environment where employees and the organization can thrive. Large, small, for-profit and not-for-profit organizations, as well as government agencies are eligible to apply.

Since 1999, Psychologically Healthy Workplace Awards have been presented to organizations by state, provincial and territorial psychological associations across the U.S. and Canada with support from the American Psychological Association. Applicants are evaluated on their workplace practices in the following areas: employee involvement, health and safety, employee growth and development, work-life balance and employee recognition.

Award winners will be honored at a special awards event and may be featured in the media, recognized by community leaders and nominated for national recognition.

Demonstrate your commitment to the health and well-being of your employees and get your organization the recognition it deserves.

For more information about the application process, employers can call APA's Center for Organizational Excellence at 202-336-5900 or email phwa@apa.org. Deadline for entries is October 15, 2014.

Apply Now!

Photo Credit: http://www.flickr.com/photos/highboom / CC BY-NC 2.0


As millennials (defined roughly as those born after 1979) have entered the workplace, they have been accused of self-centeredness, short attention spans and a sense of entitlement. The implication of these stereotypes is that millennials at work are unlikely to be invested in causes bigger than themselves. Yet, the 2014 Millennial Impact Study begins to debunk these myths. This report focuses on the extent to which millennials are inspired and motivated by their company’s engagement with social causes. In fact, millennials ranked a company’s involvement with social causes as the third most important factor in deciding whether to apply for a job. Coming in at #1 and #2, respectively, were “what the company specifically does, sells or produces” and “the company’s work culture.” Notably absent from the top three were pay and prestige. It is time to stop defining millennials as “generation me” and to start seeing them as “generation meaning.”

In other words, instead of solely working for personal gains, millennials are motivated by engagement with colleagues and causes. For millennials, work, community and relationships are all intricately linked, rather than distinct spheres of life. While older generations may have preferred to keep their values and friendships separate from the work that they do to “pay the bills,” millennials make no such distinction. The report found that the majority of millennials want to engage in volunteerism through their company and with their coworkers. Millennials want to share their authentic selves and their unique knowledge and skills with their organization and their communities.

For companies that want to fully engage their millennial employees, this report yields several important take-aways.

  1. Challenge the assumption that millennials are “generation me” and start seeing them as “generation meaning.” From initial recruitment throughout the employment relationship, assume that millennials are searching for meaning in their work and their company.
  2. Create a culture of authenticity and openness. Millennials don’t want to check their values and passions at the door. By creating opportunities for employees to express their authentic selves at work, they will find greater meaning and commitment to the organization.
  3. Use social engagement as a way to strengthen relationships at work. Millennials want to develop meaningful relationships with their colleagues. Cause work can be a great opportunity to develop high-quality relationships – which will then translate to more effective communication and collaboration on work assignments.
  4. Use engagement with social causes as an opportunity for employees to stretch their skills and hone their talents. Pro bono work can facilitate employee development and growth in a way that benefits the organization.

Photo Credit: http://www.flickr.com/photos/hadesigns / CC BY-NV-ND 2.0



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This page is an archive of entries from August 2014 listed from newest to oldest.

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