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(this topic is from the suggestions baka better ang "Effective Communication", whatchu think? or mas on brand pa with PW ang Positive Communication?)

Here are topic ideas:
- How to give negative feedback positively
- Workplace relationships and how to better improve them

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Women's Week - 1st week of March
Women's Day - March 8

Breaking the Glass Ceiling

Target Market: Women in the Workplace
Well-Being:

1. Girl Boss - Female Leader and Female-Led Company
-characteristics of female leadership
-

2. Speak Up/Step Up -
-Effective Communication
-Communicating women's competencies
-STAR Method
-Women's Rights & Inclusivity

3. Women in the Workplace
-women are celebrated
-taking

4. Gender Mainstreaming
- speaker from SPARK doing women empowerment initiatives
- touching on equality of men and women

https://greatergood.berkeley.edu/article/item/how_to_transform_stress_courage_connection

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In the late 1990s, two psychology researchers at UCLA were talking about how the female scientists in their lab responded differently to stress than the men did. The men would disappear into their offices; the women would bring cookies to lab meetings and bond over coffee. Forget fight-or-flight, they joked. The women were tending and befriending.

The joke stuck in the mind of one of the women, postdoctoral researcher Laura Cousino Klein. Psychology research has suggested that stress leads to aggression, but that wasn't her experience. And it didn't fit with what she observed in other women either. They were more likely to want to talk with someone about their stress, spend time with their loved ones, or channel their stress into caring for others. She wondered if it was possible that science had gotten stress wrong.

Klein decided to dig deeper into the science, and she made the surprising discovery that 90 percent of the published research on stress was conducted on males. This was true of animal studies as well as human studies. When Klein shared this observation with Shelley Taylor, the director of the lab she worked in, something clicked for her, too. Taylor challenged her lab to study the social side of stress, especially in women. Looking at both animal and human research, they found evidence that stress can increase caring, cooperation, and compassion.

While the tend-and-befriend theory began as an investigation into the female response to stress, it quickly expanded to include men-in part because male scientists said, "Hey, we tend and befriend, too!"

Taylor's team, along with other research groups, began to demonstrate that stress doesn't only motivate self-defense, as scientists had long believed. It can also unleash the instinct to protect your tribe. This instinct sometimes expresses itself differently in men than it does in women, but the two sexes share it. In times of stress, both men and women have been shown to become more trusting, generous, and willing to risk their own well-being to protect others.

Why would stress lead to caring?

From an evolutionary point of view, we have the tend-and-befriend response in our repertoire first and foremost to make sure we protect our offspring. Think of a mama grizzly protecting her cubs, or a father pulling his son from the wreckage of a burning car. The most important thing they need is the willingness to act even when their own lives are at risk.

To make sure we have the courage to protect our loved ones, the tend-and-befriend response must counter our basic survival instinct to avoid harm. We need fearlessness in those moments, along with confidence that our actions can make a difference. If we think there's nothing we can do, we might give up. And if we are frozen in fear, our loved ones will perish.

At its core, the tend-and-befriend response is a biological state engineered to reduce fear and increase hope. The best way to understand how the tend-and-befriend response does this is to look at how it affects your brain:

The social caregiving system is regulated by oxytocin. When this system is activated, you feel more empathy, connection, and trust, as well as a stronger desire to bond or be close with others. This network also inhibits the fear centers of the brain, increasing your courage.

The reward system releases the neurotransmitter dopamine. Activation of the reward system increases motivation while dampening fear. When your stress response includes a rush of dopamine, you feel optimistic about your ability to do something meaningful. Dopamine also primes the brain for physical action, making sure you don't freeze under pressure.

The attunement system is driven by the neurotransmitter serotonin. When this system is activated, it enhances your perception, intuition, and self-control. This makes it easier to understand what is needed, and helps ensure that your actions have the biggest positive impact. In other words, a tend-and-befriend response makes you social, brave, and smart. It provides both the courage and hope we need to propel us into action and the awareness to act skillfully.

Here's where things get interesting. A tend-and-befriend response may have evolved to help us protect offspring, but when you are in that state, your bravery translates to any challenge you face. And-this is the most important part-anytime you choose to help others, you activate this state. Caring for others triggers the biology of courage and creates hope.

Whether you are overwhelmed by your own stress or the suffering of others, the way to find hope is to connect, not to escape. The benefits of taking a tend-and-befriend approach go beyond helping your loved ones, although this, of course, is an important function. In any situation where you feel powerless, doing something to support others can help you sustain your motivation and optimism.

The tend-and-befriend theory doesn't say that stress always leads to caring-stress can indeed make us angry and defensive. The theory simply says that stress can, and often does, make people more caring. And when we care for others, it changes our biochemistry, activating systems of the brain that produce feelings of hope and courage.

I wrote my book The Upside of Stress with that purpose in mind: to help you discover your own strength and compassion. Seeing the upside of stress is not about deciding whether stress is either all good or all bad. It's about how choosing to see the good in stress, and in yourself, can help you meet the challenges in your life. Tending and befriend is one of the best ways to do this, and to transform your own stress into a catalyst for courage and connection.

Greater Good wants to know: Do you think this article will influence your opinions or behavior?

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How to Transform Stress into Courage and Connection

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In the late 1990s, two psychology researchers at UCLA were talking about how the female scientists in their lab responded differently to stress than the men did. The men would disappear into their offices; the women would bring cookies to lab meetings and bond over coffee. Forget fight-or-flight, they joked.

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Recovering from the Pandemic through Positive Psychology

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Recovering from the Pandemic through Positive Psychology

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Course to be marketed:

June - PLC
July - Positive Communications Course

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Possible Topics
1. From Adequate to Great: Bossing to Coaching
https://www.gallup.com/workplace/282647/give-bossing-coaching-results.aspx
https://hbr.org/2019/11/the-leader-as-coach

1. Coaching Culture (Workplace)
2. Coaching for Well-Being
happiness, skills and career, dream coaching, life design
3. Growth mindset - pursuing bigger opportunities
4. Coaching and Relationships

Possible Speakers
1. Jio Capinpin
2. Jam
3. Mark
4. Coach May or Coach Lippy

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Story Highlights

Employees want their managers to be coaches, not bosses

Some instinctively know how to coach, while others must be taught

Great managers have frequent, meaningful conversations with workers

Gallup started studying managers many years ago (including an analysis of 49,495 business units with 1.2 million employees across 22 organizations in seven industries and 45 countries) and found that great managers are completely different from adequate ones.

In brief, they're not bosses. Bossing is the least of what they do and a last, unwelcome, resort. Rather, these managers are coaches. And coaching is distinct from bossing, Gallup's research shows, in three key ways:

1. Coaches focus on individual and team engagement, seeing their role as the provider of what employees need to succeed. Whether by training or preternatural talent -- or, ideally, both -- they know the 12 elements of engagement by heart and deliver them.

Bosses, on the other hand, usually just tell people what to do.

2. Coaches understand, leverage and get great satisfaction from deploying the unique talents and strengths of each employee. Great managers are always developing and positioning talent to maximize outcomes, and they get extraordinary results from it: Workers who know and use their strengths average 10% to 19% increased sales and 14% to 29% increased profit, among other bottom-line results.

Bosses, by comparison, often just supervise production.

3. Coaches set clear expectations and performance goals, offering feedback that optimizes individual strengths (a rare practice, as only 26% of employees say the feedback they get helps them do better work) and increases team effectiveness.

Bosses, however, typically watch for opportunities to correct or punish employees whose performance doesn't measure up.

There's another, maybe more noticeable, difference between great managers and less effective ones: The best managers talk to their employees and teams. A lot. But it's not their word count that defines them -- it's what they say.

Great managers know great performance comes from frequent, meaningful conversations with their workers. They can't abide "management by remote control." They know what to talk about because they know their people well, which sparks the conversations that improve performance and build genuine relationships.

So it's a pity there are so few managers like that. Only about two in 10 managers intuitively understand how to engage employees, develop their strengths and set clear expectations through everyday conversations. In effect, only about two in 10 managers instinctively know how to coach. But the others can learn.

How Managers Can Learn How to Coach

If leaders want their managers to take daily accountability for employee engagement, performance and development -- to truly give up on bossing and begin real coaching -- those managers need to be coached themselves.

That will require leadership's ongoing support: training, resources and internal best-practice champions. In fact, a multidimensional and longitudinal development strategy for managers is leadership's best option. But organizations don't have to design a whole new management structure -- just execute on the right resources.

Gallup's learning programs and courses can help managers build their own individual development plans, increase their own capabilities and solve their own local-level problems. And time is of the essence: Managers are 27% likelier than their employees to report feeling a lot of stress at work, and many are at risk of burnout. Moving managers from boss to coach may require a better manager experience.

The best managers talk to their employees and teams. A lot. But it's not their word count that defines them -- it's what they say.

Leaders should also keep close tabs on their managers' engagement. Managers are slightly more engaged than individual contributors -- not much of a coup, as roughly a third of all U.S. workers are engaged -- and their feelings about work can affect the rest of the team. As one manager Gallup interviewed noted, employees watch and take cues from their manager. While bossing just requires stamina, coaching requires purpose and belief. And leaders can do a better job of investing in manager development.

Be a good steward of time and talent. Start coaching soon.

Gallup research shows that seven out of 10 leaders and managers see developing people as one of their primary tasks, and that's a good sign. Engagement, performance and development are interlinked and interdependent. The conversations that great managers have -- can't help but have -- weave engagement needs, performance coaching and development opportunities together. That brings clarity to strategy and goals, allowing workers to do what they do best.

To be honest, not every manager is capable of that. Some believe their role is to crack the whip until goals are met. Those people have no business managing others. That's why a scientifically valid selection instrument is so important -- it tells leaders what kind of manager they're putting in charge of employee performance.

Their teams wish leaders would hurry. Along with researching managers, Gallup has been tracking the "will of the workforce": the elements of a job that matter most to workers. The most highly talented thoroughly reject command-and-control management. They crave development. They expect purpose. And they will leave a boss as fast as they can in search of a coach.

Seven out of 10 leaders and managers see developing people as one of their primary tasks.

The best workers want the kind of manager Gallup started studying years ago -- the exceptional ones who catalyze outstanding performance, development and engagement through conversation. Leaders should want that kind of manager too.

Those managers are how companies succeed. And they are completely different from everyone else.

Have you ever said, "Frankly, my team has too much talent"? We thought not. Find the best, and then develop them to be even better:

Author(s)

Jennifer Robison is a Senior Editor at Gallup.

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Give Up Bossing, Take Up Coaching: You'll Like the Results

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Story Highlights Employees want their managers to be coaches, not bosses Some instinctively know how to coach, while others must be taught Great managers have frequent, meaningful conversations with workers Gallup started studying managers many years ago (including an analysis of 49,495 business units with 1.2 million employees across 22 organizations in seven industries and 45 countries) and found that great managers are completely different from adequate ones.

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https://www.businessinsider.com/hybrid-work-success-best-tips-2021-10

Target Market:

Spin to Well-Being:

Topics:
1. Adjusting to Office Life Again
2. Respecting Work-Life Balance

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4 ways to prepare for success in a hybrid work environment

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Establishing successful hybrid working means investing in technology and solutions that work for employees who are both on-premises and remote.

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Multigenerational Workforce

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1. Starting the relationship with work

I want a topic that could help a first time job seeker to lessen their pressure when applying at work.

topic for people who has no experience working

2. Workplace Red Flags

Toxic workplace, How to deal with difficult people in your workplace, how to solve issues inside the workplace for a better and safe environment to everyone, how to deal with toxic workmates, How to handle colleagues with unpleasant attitude

3.Enhancing the relationship

How to strengthen relationship with the co-workers

Building up the relationship inside the work force

Other themes:

Managers, team leads

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- Online Tools
- Making good use of Social Media for Digital Marketing

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Coaching - What is it and why are we shifting to it? 

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Coaching - What is it and why are we shifting to it? 

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Topics:
- PRONOUNS
- Disability

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- Experiencing Mental Health Issues during the Pandemic

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Work pressures

Relationship with boss

Stress/burnout due to overwhelming workloads

Unfair appraisals/rewards

Stress management
job burnout

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https://www.bbc.com/worklife/article/20210604-why-presenteeism-always-wins-out-over-productivity

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Why presenteeism wins out over productivity

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If the pandemic has taught us anything about work, it’s that we don’t need to be pulling long hours in an office to be productive. So, why is presenteeism still so important?

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1. Creating a culture of kindness and respect with Positive Communication

2. Handling Communication Beyond Working Hours

3. Delivering Negative Feedback Positively

4. Positive Communication is key to a healthy workplace

5. Feedback Systems

6. (Positive) Assertive Communications

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Self-Compassion for Women in the Workplace

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Self-Compassion for Women in the Workplace

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Women & Work-life balance (especially during pandemic)

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Women & Work-life balance (especially during pandemic)

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Girl Boss: Transforming Stress to Connection 

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Girl Boss: Transforming Stress to Connection 

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Women's Rights (equal pay, access to jobs, challenging stereotypes, etc.)

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Women's Rights (equal pay, access to jobs, challenging stereotypes, etc.)

# data[].attributes.headline
Effective Communication in the workplace (esp for women) 

# data[].attributes.subject
Effective Communication in the workplace (esp for women) 

# data[].attributes.headline
Why managers switch from being a boss to a coach

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Why managers switch from being a boss to a coach

# data[].attributes.headline
Dream Coaching: Goal Setting & Finding Actionable Steps toward these Goals

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Dream Coaching: Goal Setting & Finding Actionable Steps toward these Goals

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Great Resignation

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Positive psychology in a pandemic: buffering, bolstering, and building mental health

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As the COVID-19 global health disaster continues to unfold across the world, calls have been made to address the associated mental illness public crisis. The current paper seeks to broaden these ca...

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Men's Month (1st Sat of June)

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How to Improve my Relationship with my Boss

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How to Improve my Relationship with my Boss

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PLC

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1. Riyan Portuguez - Your Millennial Psychologist (hello@ymplead.ph)

2. Elizha Corpuz

3. Grace de Castro (hello@mindnation.com)

Roy Dahildahil - Mental Health PH

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Who is the target market?
How does it relate to well-being?

- Bridging the Gap between newer Gen Z workers and Gen X supervisors

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Sam and Ico's project

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What is a Multigenerational Workforce?

A multigenerational workforce is a workforce made up of employees from different generations, like the baby boomer generation, Generation X, the millennial generation, and Generation Z. In the coming years, organizations could potentially work with teams of people from four to six different generations at one time, which is why learning how to manage a multigenerational workforce now is so important.

Generational Differences in the Workplace

Some experts point to the significant world events that happened during a generation's formative years and insist that certain qualities and characteristics are a result of these events. Others insist that what we call generational differences have nothing to do with specific generations and everything to do with people changing as they progress through various life stages.

Either way, there's no question that a 60-year-old employee will likely have different priorities, concerns, values, beliefs, and qualities than their 25-year-old coworker. Understanding these differences can help you better lead and manage your multigenerational workforce.

Baby Boomers (1946-1964)

As of 2013, according to Gallup, baby boomers made up about a third of the U.S. workforce, but in the coming years, that number will drop. Gallup estimates that between 2011 (when the oldest boomers reached age 65) and 2029 (when the youngest boomers will turn 65) roughly 3.8 million people are expected to turn 65 each year-that's about 10,000 every day.

However, not every baby boomer expects to retire at the traditional age 65. Many boomers have little money saved for retirement, and Social Security benefits aren't enough to enable them to live comfortably. Almost half of the boomers who are still working say they don't expect to retire until they're over 65, and 10 percent predict they may never retire.

This means that many organizations can expect to see their baby boomer employees stick around for longer than previous generations, especially since boomers tend to remain at the same job for an average of 15 years.

Defining Characteristics

Loyalty

Self-motivation

High work ethic

"Live to work" mentality

Deep experience

Average tenure: 15 years

Focused on financial stability/retirement

Generation X (1965-1979)

With all the discussion around baby boomers retiring and millennials rising up in the workforce, Generation X is often overlooked in the news. However, this doesn't mean they should be overlooked in the workplace.

According to Harvard Business Review, over the past five years, 66 percent of Gen X leaders have received only one promotion or none at all; millennials and baby boomers were more likely to have received two or more promotions during this same period. Furthermore, Gen Xers' promotion rates have been consistently 20 to 30 percent lower than that of millennials. As a result, almost one in five Gen X leaders said their intention to leave their job has increased in the last year.

Organizations must learn how to engage and retain Gen X employees and leaders, especially as older employees exit the workforce.

Defining Characteristics

Ability to learn new technologies

Highly educated

Good work ethic

High leadership potential

Self-reliant

Average tenure: 5 years

Focused on work-life balance

Millennials (1980-1995)

In 2017, millennials surpassed Generation X and the baby boomers to become the largest generation in the current labor force, making up 35 percent of the workforce. As members of this generation have become more and more prominent in the workplace, it's no wonder so much has been said about them, from tips on managing millennials to parody videos about millennials' alleged annoying habits.

However, as millennials continue to grow older, their priorities have shifted somewhat from the stereotypical fun perks and rapid promotions. The oldest millennials are set to turn 40 in 2020, and many have been in their careers for some time. This means that rather than ladder-climbing and job-hopping, some millennials are searching for more stability, better core benefits, and greater job satisfaction.

Defining Characteristics

Idealistic

Flexible

Tech savvy

Able to integrate work and life

Ambitious

Highly educated

Average tenure: 2 years

Focused on career growth

Generation Z (1996-Present)

While not yet a dominant part of the labor force, Generation Z will be entering the workforce in the coming years and is already demonstrating some differences from the millennials who came before them.

Wendy Brown of PayScale explains in this webinar that members of Gen Z "are focused on learning with a purpose-they need to see how things tie back to the ultimate objective, otherwise they're not really interested." She continues, "They tend to have a realistic, multicultural mindset in their work, and they are tech natives," since they were born after the invention of many modern technologies.

Generation Z will also be the last generation in the U.S. to be a Caucasian majority, so organizations will need to do more than pay lip service to diversity and inclusivity-they must make it a priority to successfully attract and retain Gen Z employees as they enter the workforce.

Defining Characteristics

Multicultural

Tech native

Entrepreneurial

Able to multitask

Independent

Average tenure: TBD

Focused on learning with purpose

Managing a Multigenerational Workforce

Of course, the best managers know that people are unique and individual, no matter what generation they belong to. The general characteristics mentioned above might not apply to every baby boomer, Gen Xer, millennial, or Gen Z employee you might encounter. That's why the best strategies for managing a multigenerational workforce are the same strategies for managing people in general. Here are three such strategies to help you improve how you lead your multigenerational team.

#1 Identify Preferred Management Styles

Employees from different generations may have different views on leadership and what a great manager should do. Knowing what your team members prefer will help you know how to approach each of them individually, as well as the team as a whole.

Baby boomers believe leadership should be:

Generation X's view on leadership include:

Competence is key

Everyone is equal

Asking why

Challenging others

Millennials look for the following when it comes to leadership:

As Generation Z continues to enter the workforce, we can expect to learn more about what they expect from managers and leaders.

Talk with your people to learn how they view leadership, and identify your own personal management style. You might find you need to make some adjustments to better support some of your employees. And while you can't be expected to chameleon in and out of various management styles based on who you're talking to at the moment, knowing that De'Aaron is looking for mentorship from his manager and that Sun prefers her manager to make decisions via team consensus can help you form an effective, long-term management strategy.

#2 Use Coaching to Help Employees Grow

Research from PayScale showed that providing learning and development opportunities can have a big impact on reducing employee turnover. So, how can you help employees discover the growth opportunities within your organization and spearhead their own development, even across generations? Personalized coaching can be an effective way to approach this challenge. A manager-coach can help with the following:

Learning what employees see as the next level for their career, then identifying what it will take for them to reach that point.

Helping employees determine what skills they need in order to perform at a higher level and how they can gain those skills.

Guiding employees through difficult conversations and conflicts.

Providing and asking for feedback, and teaching employees to do the same.

#3 Set Stretch Goals

Finally, managers can personalize how they support and encourage a multigenerational workforce by working with each employee to set goals. No matter how new or experienced an employee might be, there's always another goal to work toward.

When setting stretch goals for your team, keep the following in mind:

Focus on augmenting a strength with supporting skills

Use an effective framework (like SMART goals)

Consider developing skills that broaden or deepen an employee's contribution (tangential skills or in-depth skills)

As you set these goals with your employees, it's important to keep in mind how different generations might approach goal-setting and learning in general. You can use this knowledge to provide the right kind of support for your multigenerational team:

Baby boomers are hardworking and want to be recognized for their deep skills and experience. They prefer a more structured environment and approach to setting and achieving goals.

Generation Xers prefer less supervision and greater autonomy. They want an environment with emphasis on the individual.

Millennials want to be judged not for their hours in the office, but for their results. They want to work toward meaningful goals.

Conclusion

As the workforce continues to shift and change, your organization must be prepared to manage a multigenerational team with varying needs, values, and priorities. This might sound like quite a challenge, but as you focus on your people as people, rather than as demographic groups, you'll find success. Treat your employees well, and they'll do great work in return.

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How to Manage a Multigenerational Workforce - BambooHR Blog

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A multigenerational workforce is a workforce made up of employees from different generations, like the baby boomer generation, Generation X, the millennial generation, and Generation Z. In the coming years, organizations could potentially work with teams of people from four to six different generations at one time, which is why learning how to manage a multigenerational workforce now is so important.

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Available for Download pdf icon [PDF - 117 KB]
Workplace health and wellness programs are designed to improve the health and well being of employees while promoting healthy lifestyle and behavior choices. A one-size-fits-all approach to engagement, however, does not attend to the needs and interests of diverse age groups. Research highlights the need for employers to consider the differences in health and health-seeking behaviors across generations. ¹ More than 60% of US adults obtain their health insurance benefits through an employment-based plan. Employee wellness programs are uniquely positioned to respond to the varied health needs of a multigenerational workforce. ²

Strategies and Considerations

Offering the right wellness programs aligned with your employee's values and interests and through the correct methods (technology, in person, individual, and in groups) is essential for engagement. As summarized below, all generations are interested in health and well-being. Individual health priorities varied by generation.
Table 1. Health Goals and Priorities by Generation

The CDC Workplace Health Resource Center (WHRC) is a one-stop shop for organizations to find credible tools, guides, case studies, and other resources to design, develop, implement, evaluate, and sustain workplace health promotion programs. Visit https://www.cdc.gov/WHRC to find more case studies of workplace health programs in the field.

References

1. Carter, MR, Kelly, RK. Self-reported health status, body mass index, and healthy lifestyle behaviors: differences between Baby Boomer and Generation X employees at a southeastern university. Workplace Health Saf. 2013;61(9):409-418. doi: 10.3928/21650799-20130827-67.

2. Blumenthal D. Employer-sponsored health insurance in the United States-origins and implications. N Engl J Med. 2006;355(1):82-8 doi: 10.1056/NEJMhpr060703.

3. American Heart Association. Employee Health Survey 2016. Dallas, TX: American Heart Association; 2016. https://healthmetrics.heart.org/employee-health-survey-2016-full-reportexternal icon . Accessed July 19, 2018.

4. Maestas N, Mullen KJ, Powell D, von Wachter T, Wenger JB. Working Conditions in the United States: Results of the 2015 American Working Conditions Survey. Santa Monica, CA: RAND Corporation, Labor and Population; 2017.

5. Malia J. How to Engage a Multigenerational Workforce in Wellbeing Benefits website. Reba Group Ltd. https://reba.global/content/how-to-engage-a-multi-generational-workforce-in-wellbeing-benefitsexternal icon . Accessed July 19, 2018.

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Engaging a Multigenerational Workforce in Workplace Wellness Programs

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Work@Health is an employer-based training program. The ultimate aim of the program is to improve the organizational health of participating employers and certified trainers, with an emphasis on strategies to reduce chronic disease and injury risk to employees and an eye to improving overall worker productivity.

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Topic 1: How do we engage the Multigenerational Workforce

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Topic 1: How do we engage the Multigenerational Workforce

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Riyan

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Elizha

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Bring up Token System with John and Nikki

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Bring up Token System with John and Nikki

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Better Client Relationship

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Re-establish Certificate of Appreciation for Speakers

# data[].attributes.subject
Re-establish Certificate of Appreciation for Speakers

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1. Internal - John, Nikki and Gabby
2. Ask John and Nikki

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Bard

Job Crafting