simorgh magazine issue 82, feb 2016

7/25/2019 Simorgh Magazine Issue 82, Feb 2016

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Tel: (613) 695.4443

Fax: (613) 695.2626

If you or a loved one are injured in a

a free consultation and case evaluation.Remember, you don't pay unless we win!Ottawa, ON, K1Z 7K8

Daniel Badre Personal Injury Lawyer

[email protected]

www.injuryottawa.ca

OTTAWAS PERSIAN PUBLICATION

Vol. 5 - Issue 82- January 2016WWW.SIMORGHMAGAZINE.COM

13

215

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HappyValentin

e'sDay


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Is is What We Really Wan

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Publisher: Simorgh Publication

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Editor: Shahriar Ayoubzadeh

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Content Research, Pagination, Graphic Design:

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Tel: 613-291-6167e-mail: [email protected]

Commissioner of Oath/Notary PublicCEO Behzad A. Rezai(Bobby Bar)

185 Somerset Street West Suite 305

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(LSUC)

(ICCRC)

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Tel: (613) 695.4443

Fax: (613) 695.2626

If you or a loved one are injured in a

for a free consultation and case evaluation.

Remember, you don't pay unless we win!

Daniel Badre Personal Injury Lawyer

Ottawa, ON, K1Z 7K8

www.injuryottawa.ca

101-1296 Carling Avenue

[email protected]



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Do the math! Employees who are caught up worrying

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50/56

be contribung as much to the company as those whose

companies have made provisions. The lower contribuons

will show up in more turnover, absenteeism and lower

producvity. American Express has stated that caring for

dependents is and will be a major workplace problem and

a crical business issue.

Other praccal spin-os of this work-home equaon willbe (1) the renewed sensivity to recruing issues em-

ployees choosing more carefully which companies are

more auned to home values - (2) employment equity

issues in the workplace (women, handicapped, minories,

indigenous people), (3) issues involving the diverse work-

place - roughly 48-50% in the Toronto area alone in the

year 2000 - (4) issues in labour relaons - incorporang

the home part of the equaon in new collecve agree-

ments, and (5) work scheduling issues.

The beer organizaons of the future know that they have

to change by factoring in more deliberately this work-

home dynamic. Its not only a social and ethical necessity

but also an economic one. Employees who are not wor-

rying about home problems all day produce more, and

high producvity leads to increased prots. Workplaces

of the future can no longer demand only the headof their

employees, but must also include the heart as well. It

is esmated that 66% of all stress-related problems are

the result of abusive, unsasfying, liming or ill-dened

relaonships in the workplace or out of it. The 1992 Royal

Bank Leer stated, Human resources management willincreasingly dwell on matching corporate needs with per-

sonal needs as the compeon to hire skilled, educated

and experienced workers intensies.2 Treang people

as factors of producon or as economic animals is just

not morally, praccally and socially acceptable any more.

Enlightened organizaons will value individuals and their

work.

Queson: how do we want to live and work to build a

future worth going to?

1. Roman Herzog, interview with Bild-Zeitung, July 28, 1998, p. 2.

2. Royal Bank Leer, The Civilized Workplace, Volume 73,

Number 2, March/April 1992, p. 2.


51/56

49

Although my argument may sound silly or harsh to some

reading this, lets think again.

Business is now starng to factor in things that are

impacng its very core processes all the me now. Of

course, the millennials, for good or bad, are hammer-

ing at the door and also entering in and making changes

about whats going on inside! A huge chunk of theworking populaon is beginning to say no to only being

organizaon people. Total commitment to organizaons

is out because (1) commitment to the personal agenda

is trending in, (2) the increasing presence of women and

the push to a partnering model is more extensive, and

(3) people have longer memories now about how they

were treated during the recession. As in the recession

of the early 80s, employees have experienced that even

though they may have given their best in some cases,

their all to the corporaon when the going got tough

in the recession of the 90s, they were disposed of, got rid

of; they were disposable. Employer-employee loyalty wassacriced to the god of restructuring.

Figure 1: The work-home equaon

Thus, the work-home equaon looms larger than ever.

The Independent, a leading naonal daily in Japan,

recently said that the countrys way of life needs chang-

ing because people had been used too readily as fodder

for economic success. The younger workers have now

discerned that they were just economic animals. In an

earlier Japanese recession, their bubble economy gave

way to credit card debts. suicides, and bankruptcy among

workers. Their feeling of being exploited by low pay and

long hours then began pushing them to rethink theirwork equaon.

The work-home equaon says that both work andhome

must be factored in now. Japan is but one example. Over

the years organizaons have oen stated that human

resources were their main resources. That senment

cannot be just words any more. While at one me I

would have bought into the value of a companys human

resources and even wrote an 873-page textbook with

the word resources in the tle I no longer subscribe

to that noon. Human resources are oen now also

seen as strategichuman resources, that is, not only are

they resources to be usedby an organizaon but now

these tools, known as resources can have a strategic

focus as well. Ask yourself: is a person a resource like

any other resource? Can a person be viewed strategi-

cally as a means to an end? With fewer employees doinmuch more work for more quanable producve goals,

organizaons will have to be especially vigilant around

the human factor. Some may say, But we have the up-

per hand; employees need us; where else will they get a

job? True, in some cases. But employees who bite their

tongues by holding back workplace resentments, hosli-

es and cynicism for fear of losing their jobs only create

more problems in other ways for their employers. Rudy

Kuzel, local United Auto Worker president at a Chrysler

Corp. engine plant in Kenosha, Wisconsin, puts the mat-

ter very bluntly: Theres more than one way to be on

strike. All you have to do is exactly what the boss tellsyou and the place will self-destruct.

But there are addional elements to this work-

home equaon. Eecve managers and supervisors have

always realized the importance of the link between the

employee and home. Today, there is not just a realiza-

on but a need to bridge this work-home dimension.

Many companies, such as Dupont Co., Marrio Corp.,

Stride Rite Corp., Time Warner Inc., Xerox Corp., Bank of

Montreal, and Johnson & Johnson have the equivalent o

a manager for the work-home issue. The Johnson & Johnson credo, for instance, has always guided the acons of

its employees and has been admired by many during the

years. Now they have added the statement, We must be

mindful of ways to help our employees fulll their family

responsibilies.

Praccally speaking, the work-home equaon begins to

be resolved in organizaons when child care and work

opon responsibilies are factored in. These are not the

only consideraons, but organizaons now understand

that one approach does not t every employee. With

the onset of many single parents, and with women withthe main responsibilies oen for children, it is obvi-

ous that child care provisions are crical if organizaons

want to hold the aenon of these female employees.

Many employees have elderly parents themselves now

with elder-care becoming a major concern. As far back as

2001 it was esmated that four million people in Canada

would be age 65 and over, with the greatest increase

being in the age group over 85 and that elder-care would

aect 80% of the Canadian workforce. It is now 2016.



52/56

50

and the work we do. Indeed, future shock is now present

shock. Yet one thing we must always keep in mind: the

purpose of business is not shareholder return. The value

maximizaon of shareholder investments should come

afera good product and rm, not the other way around

as it is for many businesses. No doubt business owners

must work diligently at increasing shareholder return butthis must always be done in lock-step with aligning and

auning itself to its rst purpose of the rst of business:

the good of employees and then the good of commodi-

es. The business must be organized accordingly. In this

way we stand a chance to gain balance something that

many in 2016 will say is quite out of whack. Ironically, in

talking with employees even ones who are diehard fans

of maximizing shareholder returns as the primary pur-

pose of business will, at the end of the day, agree that if

this means that employees get trampled and outsized and

downsized and right-sized, etc., etc., that way of doing

business is ethically wrong. No wonder that going postaland workplace violence has increased tremendously to

say nothing of home violence. We know those stories too

much because they are front-and-centre on television and

in the daily newspapers.

People now realize that having worshipped at the 80s

altar of greed and acquisiveness has not brought hap-

piness and serenity. Rather, its shadow or demon side

took over in many situaons. We all know to well the case

stories of the Enrons of this world, the enormous salaries

and, if we take into account the noon of the com-

mon good we must say the unethical salaries for sports

gures. People realize that being some-one is not the

result of havingor doingsome-thing, but rather, the fruit

of personal integrity and decision making, that is, valuing

the human. Even the 2015 reports in from earnings for

the big banks in Canada show the top wage earners are

exactly there at the top! The middle group of employees

and lower many have been downsized, a euphemism

for got rid of. This statement may sound harsh but it is all

in line with the paradigm in use for the past 200 years:

mechanism. Mechanism means that life and especially

business is now quantave, linear. What does not lineup with that dynamic is simply dismissed employees

or product lines. Sadly, we have been told that we live

in a disposable society but even more sad is that people

are now disposable. Our moral compass has been put

aside or broken. Its now prots before people. A cursory

reading of the fall of Rome unequivocally shows that he

main pillar holding everything together was really the

moral compass and community. It may have taken a few

hundred years for the total collapse, but it did happen.

The signs of the mes are everywhere. Fewer employees,

more producvity. Knowledge workers, employer vulner-

ability. Global organizaons, oen unprotected employ-

ees. Shareholder value is god. The credo: all acvies

in the rm must be geared to making ROI happen and if

employees get in the way, well, aer all, they are simply

resources like any other resource and can be disposed

of or manipulated as seen t. But some over the lastnumber of years have pushed back. Roman Herzog, for

example, who was president of Germany in 1998, stated

that it is not acceptable that the price of the shares of

the rm rises with the number of employees laid o.

This is tough stu for those whose moral compass is

locked on the god of acquisiveness.

We are, and have gone through, an enormous quantum

leap and change in the values we hold, the lives we live,

IS THIS WHAT WE

REALLY

WANT?

Dr.MichaelE.Rock

PersonalDevelopmentSpecialist

January2016

[Deliberately taking quiet time and 'listening to the

silence' is the key to the essence of a renewed humanity

that is capable of seeing the world and other subjects inthe world with freedom freedom from self-oriented,

acquisitive habits and the distorted understanding that

comes from them [and] is the only ultimate answer to the

unreal and insane world that our nancial systems and

our advertising culture and our chaotic and unexamined

emotions encourage us to inhabit. [It teaches us] to

learn what we need so as to live truthfully and honestly

and lovingly. It is a deeply revolutionary matter. Dr.

Rowan Williams

*[Peoples unhappiness] arises from one single fact, that

they cannot stay quietly in their own chamber. Blaise

Pascal, Thoughts in Solitude



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simorgh magazine issue 82, feb 2016

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