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Fast Company
5 hours ago
- Science
- Fast Company
Workplace mistreatment may affect observers as strongly as victims
Picture this: On your way out of the office, you notice a manager berating an employee. You assume the worker made some sort of mistake, but the manager's behavior seems unprofessional. Later, as you're preparing dinner, is the scene still weighing on you—or is it out of sight, out of mind? If you think you'd still be bothered, you're not alone. It turns out that simply observing mistreatment at work can have a surprisingly strong impact on people, even for those not directly involved. That's according to new research led by Edwyna Hill, coauthored by Rachel Burgess, Manuela Priesemuth, Jefferson McClain, and me, published in the Journal of Applied Psychology. Using a method called meta-analysis —which takes results from many different studies and combines them to produce an overall set of findings—we reviewed the growing body of research on what management professors like me call 'third-party perceptions of mistreatment.' In this context, 'third parties' are people who observe mistreatment between a perpetrator and the victim, who are the first and second parties. We looked at 158 studies published in 105 journal articles involving thousands of participants. Those studies explored a number of different forms of workplace mistreatment ranging from incivility to abusive supervision and sexual harassment. Some of those studies took part in actual workplaces, while others examined mistreatment in tightly controlled laboratory settings. The results were striking: We found that observing a coworker being mistreated on the job has significant effects on the observers' emotions. In fact, we found that observers of mistreatment may be as affected by what happened as the people actually involved in the event. These reactions fall along a spectrum—some helpful, others less so. On the encouraging side, we found that observers tend to judge perpetrators and feel empathy for victims. These reactions discourage mistreatment by creating a climate that favors the victim. On the other hand, we found that observers may also enjoy seeing their coworkers suffer—an emotion called schadenfreude —or blame the victim. These sorts of reactions damage team dynamics and discourage people from reporting mistreatment. Why it matters These findings matter because mistreatment in the workplace is disturbingly common, and even more frequently observed than experienced. One recent study found that 34% of employees have experienced workplace mistreatment firsthand, but 44% have observed it happening to someone else. In other words, nearly half of workers have likely seen a scenario like the one described at the start of this article. Unfortunately, the human resources playbook on workplace mistreatment rarely takes third parties into account. Some investigation occurs, potentially resulting in some punishment for the perpetrator and some support for the victim. A more effective response to workplace mistreatment would recognize that the harm often extends beyond the victim, and that observers may need support too. What still isn't known What's needed now is a better understanding of the nuances involved in observing mistreatment. Why do some observers react with empathy, while others derive pleasure from the suffering of others? And why might observers feel empathy for the victim but still respond by judging or blaming them? Answering these questions is a crucial next step for researchers and leaders seeking to design more effective workplace policies.
Zawya
a day ago
- Business
- Zawya
Emarat recognized as a Great Place to Work for its people first approach
Dubai, UAE: Emarat, one of the UAE's most trusted energy brands and a pioneer in the country's oil and gas industry, has officially been certified as a Great Place to Work®, a globally recognized benchmark of excellence in workplace culture. This certification is based on employee feedback, workplace policies, and the company's ongoing efforts to foster a supportive, inclusive, and growth-oriented environment. 'This recognition is a tribute to the people of Emarat,' said Ahmad Ahli Chief People Officer, Emarat. 'Our strength lies in our people—from our head office to the fuel stations across the country. This certification reflects their dedication, passion, and shared belief in our values. This recognition reflects Emarat's long-standing commitment to creating a supportive, inclusive, and empowering environment for its employees across all levels of the organization.' At the heart of this achievement lies Emarat's people-first philosophy, which drives its people focused strategy and operations. The company has implemented a wide range of initiatives that prioritize employee wellbeing, professional development, and work-life balance. Emarat continues to evolve with the future of energy, powered by a workforce committed to innovation, service, and sustainability. Emarat's HR team regularly focuses on nurturing a collaborative and high-performance work environment, driven by continuous feedback, recognition programs, and cross-functional engagement. These efforts have not only boosted employee satisfaction and retention but have also enabled the organization to build a workforce that is passionate, future-ready, and aligned with its core values. 'From structured training and career advancement programs to wellness campaigns, mental health support, and inclusive leadership practices—Emarat ensures that every team member feels valued and supported,' concluded Ali. About Emarat Emirates Petroleum Company PJSC (Emarat) is one of the UAE's leading energy providers, established in 1980 to meet the nation's growing energy demands. Emarat operates an extensive network of service stations across the UAE, offering high-quality fuel, convenience retail, and automotive services, alongside a comprehensive range of commercial fuel, natural gas, and lubricant products. Emarat is committed to health & safety standards, corporate social responsibility, sustainability, and community well-being, aligning with the UAE's vision for a sustainable future.
Yahoo
2 days ago
- Business
- Yahoo
$248.9 Bn HR Advisory Services Market Strategies to 2034: AI Advisory and IT Services Present Top Opportunities
Global HR advisory services market is poised for growth, reaching $193.42B by 2029, driven by digital transformation and remote work trends. North America leads, but Middle East and Asia-Pacific are fastest growing. Key players like Marsh & McLennan dominate a fragmented market. . HR Advisory Services Market Dublin, June 18, 2025 (GLOBE NEWSWIRE) -- The "HR Advisory Services Market Opportunities and Strategies to 2034" report has been added to report describes and explains the HR advisory services market and covers 2019-2024, termed the historic period, and 2024-2029, 2034F termed the forecast period. The report evaluates the market across each region and for the major economies within each region. The global HR advisory services market reached a value of nearly $155.74 billion in 2024, having grown at a compound annual growth rate (CAGR) of 4.22% since 2019. The market is expected to grow from $155.74 billion in 2024 to $193.42 billion in 2029 at a rate of 4.43%. The market is then expected to grow at a CAGR of 5.17% from 2029 and reach $248.9 billion in in the historic period resulted from the increasing focus on employee well-being and mental health, expanding freelance workforce, rising demand for automation in HR processes and evolving compliance and regulatory landscape. Factors that negatively affected growth in the historic period were AI bias and ethical issues and client budget constraints. Going forward, the expansion of remote and hybrid work models, digital transformation initiatives, growth in the recruitment process and a growing number of corporate organizations will drive the growth. Factor that could hinder the growth of the HR advisory services market in the future include cybersecurity threats and limited availability of skilled HR America was the largest region in the HR advisory services market, accounting for 37.19% or $57.92 billion of the total in 2024. It was followed by Western Europe, Asia-Pacific and then the other regions. Going forward, the fastest-growing regions in the HR advisory services market will be Middle East and Asia-Pacific where growth will be at CAGRs of 8.14% and 7.30% respectively. These will be followed by Africa and South America where the markets are expected to grow at CAGRs of 7.14% and 5.41% global HR advisory services market is fragmented, with a large number of small players operating in the market. The top ten competitors in the market made up to 6.59% of the total market in 2023. Marsh & McLennan Companies Inc. was the largest competitor with a 0.87% share of the market, followed by Accenture plc with 0.87%, ManpowerGroup with 0.76%, Korn Ferry with 0.75%, Aon Hewitt with 0.65%, Ernst & Young Pvt. Ltd. with 0.63%, Baker Tilly International with 0.56%, Hays plc with 0.54%, Willis Towers Watson plc with 0.50% and PwC (PricewaterhouseCoopers) with 0.47%.The HR advisory services market is segmented by type into compensation consulting, benefits consulting, data analytics, leadership development, coaching, assessment and selection, AI advisory, candidate experience assessment services, general bespoke consulting and other types. The compensation consulting market was the largest segment of the HR advisory services market segmented by type, accounting for 25.93% or $40.38 billion of the total in 2024. Going forward, the artificial intelligence (AI) advisory segment is expected to be the fastest growing segment in the HR advisory services market segmented by type, at a CAGR of 7.20% during HR advisory services market is segmented by service into integration and deployment, support and maintenance and training and consulting. The integration and deployment market was the largest segment of the HR advisory services market segmented by service, accounting for 39.84% or $62.05 billion of the total in 2024. Going forward, the training and consulting segment is expected to be the fastest growing segment in the HR advisory services market segmented by service, at a CAGR of 5.26% during HR advisory services market is segmented by end-user into IT services, manufacturing, financial services, mining and oil and gas, construction, other end-users. The construction market was the largest segment of the HR advisory services market segmented by end-user, accounting for 18.69% or $29.11 billion of the total in 2024. Going forward, the IT services segment is expected to be the fastest growing segment in the HR advisory services market segmented by end-user, at a CAGR of 4.92% during top opportunities in the HR advisory services markets segmented by type will arise in the compensation consulting segment, which will gain $49.26 billions of global annual sales by 2029. The top opportunities in the HR advisory services markets segmented by service will arise in the training and consulting segment, which will gain $72.26 billions of global annual sales by 2029. The top opportunities in the HR advisory services markets segmented by end-user will arise in the financial services segment, which will gain $33.36 billions of global annual sales by 2029. The HR advisory services market size will gain the most in USA at $6.24 strategies for the HR advisory services market include focusing on developing technologically advanced AI solutions, such as employee relations management platforms, focusing on strategic investments, to enable businesses to align with long-term business objectives and focusing on development of integrated payroll solutions for process improvement. Player-adopted strategies in the HR advisory services market include focus on expanding operational capabilities through strategic acquisitions and focus on enhancing business capabilities through the launch of new take advantage of the opportunities, the analyst recommends the HR advisory services to focus on advancing AI-driven employee relations platforms, focus on strategic international expansion through targeted investments, focus on streamlining global payroll with integrated solutions, focus on assessment and selection to drive growth in HR advisory services, focus on training and consulting to maximize growth in HR advisory services, expand in emerging markets, focus on expanding direct and digital distribution channels, focus on competitive yet value-based pricing strategies, strengthen digital promotion and email campaigns, collaborating with industry association and extending business network and focus on IT services to maximize growth potential. Markets Covered: Type: Compensation Consulting; Benefits Consulting; Data Analysis; Leadership Development; Coaching; Assessment and Selection; AI Advisory; Candidate Experience Assessment Services; General Bespoke Consulting; Other Types Services: Integration and Development; Support and Maintenance; Training and Consulting Application: IT services; Manufacturing; Financial Services; Mining and Oil and Gas; Construction; Other Applications Key Companies Profiled: Marsh & McLennan Companies Inc Accenture plc ManpowerGroup Korn Ferry Aon Hewit Key Attributes: Report Attribute Details No. of Pages 1376 Forecast Period 2024 - 2034 Estimated Market Value (USD) in 2024 $155.73 Billion Forecasted Market Value (USD) by 2034 $248.9 Billion Compound Annual Growth Rate 4.8% Regions Covered Global Companies Featured Marsh & McLennan Companies Inc. Accenture plc ManpowerGroup Korn Ferry Aon Hewit Ernst & Young Pvt. Ltd Baker Tilly International Hays plc Willis Towers Watson plc PwC (PricewaterhouseCoopers) HR Path JAC Recruitment Group Husys consulting limited People 2.0 Global, LLC Mercer China Deloitte China FESCO (Beijing Foreign Enterprise Human Resources Service Co., Ltd.) Recruit Holding Aon Hewitt Japan Persol Group Mercer Hkp///group Alcumus citrus HR Deloitte PwC (PricewaterhouseCoopers) EY (Ernst & Young) Kelly Services ManpowerGroup Trenkwalder Group Hunt Recruitment Arthur J. Gallagher & Co., Operations Inc. Buck Leapgen Willis Towers Watson plc The Josh Bersin Company Paychex Bridge Social Intelligenza Ubiminds Mercer CDL de Florianopolis Gi Group ACIF Grupo Meta RH Softforay Dijital Donusum Linked4HR Solutions The Talent Enterprise Nathan & Nathan Human Resources Solutions Tuscan Consulting NAJMA Consultancy Pinpoint Human Resource Consultancy PaySpace HR Solutions PE Corporate Services (PECS) Boston Consulting Group Africa NEC XON Bain & Company Alvarez & Marsal For more information about this report visit About is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends. Attachment HR Advisory Services Market CONTACT: CONTACT: Laura Wood,Senior Press Manager press@ For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
2 days ago
- Health
- Forbes
3 Counterintuitive Ways To Drive Employee Productivity
Martina Kuhlmeyer is an executive leadership and personal development coach for high-performing professionals in corporate. getty For decades, companies have refined the art of automation—maximizing throughput and optimizing quality by breaking down work into repeatable, measurable steps. The era when competition was based solely on producing the highest volumes at the lowest cost is long gone. Today, businesses succeed by embracing innovation, flexibility, speed to market and a strong customer focus. The business landscape has grown more complex, and the pace of change is faster than ever. More information is accessible than ever before, and companies increasingly rely on employees who are not only skilled but also happy and actively engaged. According to Gallup, "employee wellbeing is key to workplace productivity." The absence affects sick days, turnover and job performance and possibly leads to burnout. Gallup estimates "$322 billion of turnover and lost productivity cost globally due to employee burnout." Further research by Gallup on U.S. employees' daily negative emotions shows that in 2024, 51% of employees reported experiencing stress the day before, 40% experienced worry, 22% experienced sadness and 18% experienced anger. Here's the key question: How can we drive higher productivity without breaking the human in the process? As a former Fortune 100 leader, I remember that excellent time management, the ability to multitask and a high tolerance for stress were the distinguished talents of the successful leader. Here are three counterintuitive tips for people managers that they can apply in daily management to curate a higher state of well-being for their employees and themselves. Stress is not the problem; the lack of recovery is. At the gym, we don't lift weights for eight hours. After a few reps, we take a break. A constant exposure to stress can tear up our minds just as much as too much exercise can strain our bodies. In his book Happier, No Matter What, Dr. Tal Ben-Shahar recommends micro-level recovery breaks throughout the day during which we can engage in deep breathing, take brief walks or connect with a work friend. There is ample opportunity to reframe experiences that we deem 'a waste of time.' I can't remember how many times I got impatient with my computer, as if it would care, when it took time to load programs. Use this minute for a deep-breathing exercise to allow your body to recover and get to a state of calm. I also would take a walk during lunch to be by myself and recharge or have a one-on-one meeting while walking. At one of my companies, leadership encouraged us to walk 10,000 steps a day. A frequent question in the afternoon was: Did you get your steps in? Small breaks throughout the day aren't a waste of time; they are essential to preserve the well-being of our teams over the long haul. These days, I have many clients who share that they are lacking time for strategic thinking and strategic work. When they start the day, they go right into email, group chats and meetings, not realizing that they chew up their energy. By the time they get to the important work, they are tired and mellowed out. Adding hours to the workday is not a long-term solution. As a morning person, I often found myself running on low battery when I finally had time to think about important work. According to Tony Schwartz and Catherine McCarthy, it's energy that fuels our capacity to work, not time. This energy can be generated through physical, emotional, mental and spiritual well-being. Everyone is different, and our energy fluctuates during the workday. Great ideas rarely come when we sit in our office or attend meetings all day long. And it's the ideas, the creativity, that propel businesses forward. Maybe there is an opportunity to reduce scheduling time for meetings to just the middle of the workday. Does everyone need to attend all meetings all the time? Does everyone need to be on all emails all the time? As a leader, you have a certain level of control over the work environment your team is experiencing. Design meetings that are energizing instead of enervating by keeping them short, focused and decision or action oriented. Assign clear responsibilities and decision rights so that not everyone and their brother need to be on an email chain. Encourage people to take breaks to recharge—may it be a long lunch break to get to the gym or an early evening with family. And now, for all of us who are thinking that we are great multitaskers, there is some sobering news. According to research, the brain is not wired for multitasking. What we are doing is switching from one task to the other, and we are getting more tired in the process. Think about how long we need to settle into a task. With constant interruptions, we increase the time until task completion and not necessarily the quality. It's critical to allow people time for concentrated work and time after work to recover with family and friends. As a people leader, request that your staff turn their cell phones off in meetings. Allow them to work from home or retreat to a focus room and be off chat or email for some time during the day. As a leader, you can role-model these ideas. Time management and multitasking under constant stress do not get us there. There is no more important task for us as leaders than to create an environment that allows our teams to feel well. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
CTV News
3 days ago
- CTV News
Worker killed underground at mine in Red Lake, Ont.
Officials with West Red Lake Gold Mines Ltd. say an employee working underground was fatally injured at the Madsen Mine in Red Lake on Monday. (File) Officials with West Red Lake Gold Mines Ltd. say an employee working underground was fatally injured at the Madsen Mine in Red Lake on Monday. 'The health, safety and well-being of our employees is our top priority,' the company said in a news release. 'The company is working closely with local and Ministry of Labour authorities and an investigation and comprehensive review are underway.' Mine operations suspended Madsen Mine is located in Red Lake in northwestern Ontario, north of Kenora. Operations at the mine have been voluntarily suspended while the investigation is underway. 'The thoughts of management are with the family, friends and colleagues who have been impacted by this tragic incident,' the company said. 'The company will provide additional information as appropriate.' A message to the Ministry of Labour from CTV News Northern Ontario seeking additional information wasn't immediately returned. West Red Lake Gold Mines Ltd. is a mineral exploration company developing the Madsen Gold Mine in 47 square kilometres of land in the Red Lake district of Ontario.
