The Work Ethic – What is it?
How do I get my staff to have IT?

Tuesday, 14 February, 2006

Guest speaker, Harriet Rifkin

To ask people to meet one’s expectations of a work ethic, we first need to be clear about what it is. So, first we will attempt to reach some level of common understanding of what the phrase “Work ethic” actually means. Next: How do we hire the right people and send a clear message about the organization’s work ethic? How do we address behavior when it does not meet the work ethic expectation? Is management willing to acknowledge that it might need some readjustment in their thinking? Does the organization (or your department) need to create a different environment? In a short period of time we will wind through this maze together and look for the best workable answers.

Harriet Rifkin has built a successful twenty-five year career in human resource development and management. She specializes in leadership development, performance management processes, executive coaching and the development of effective interpersonal skills. Harriet’s workshops have covered a broad range of topics, including, interviewing, appraisals, giving constructive feedback, group dynamics, and interpersonal skills.

She earned a bachelor of arts in psychology and sociology from the University of Rochester and a master of science in career and human resource development from Rochester Institute of Technology. She is also the author of two human resource reference guides on how to develop Employee Handbooks and Manuals and is a certified trainer for DiSC, a self-assessment program for effective behavioral change in the workplace. Harriet’s client work focuses on attracting, developing and retaining the people who will be the organization’s competitive edge.

Snow Date: February 21, 2006

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