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Representatives from Europe and North America met for the 11th Transatlantic Conference from Wednesday, June 19 through Friday, June 21, 2019 in the small hamlet of Bolton Landing in the Adirondack Mountains region of upper New York state. This edition of the annual Transatlantic Conference was hosted by the U.S. National Coordinating Committee for Multiemployer Plans (NCCMP) and co-organized jointly by the European Association of Paritarian Institutions (AEIP), the Multi-employer Benefit Plan Council of Canada (MEBCO), and the World Pension Alliance, chaired by PensionsEurope for the day devoted to pension topics.

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Remote management is complicated, especially when it comes to detecting an employee in difficulty. Here is a simple technique to identify employees who are in trouble – the “3i” rule: – Isolation: when employees are less present at meetings and check-ins with their managers, or don’t speak as much as usual. – Irritability: when they quickly become tense and show increased sensitivity as manifested by anger, crying or annoyance.

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Psychology distinguishes four types of justice at work. The one that creates the most altruistic and performance-enhancing behaviour is procedural justice: I understand and am involved in decisions that have an impact on my daily life. How do you bring this about? By actively participating in decision-making rather than participating in decisions that have already been made! Putting an end to purely ‘formal’ consultations requires a little effort but

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What recognition can you offer your employees who are working remotely when the results are not as good as usual? Psychology invites us to dissociate recognition both from the results themselves and from the time of their achievement. A manager who says, “I know it’s difficult for you right now with your children at home. Thank you for your effort, it’s precious to me and is a real credit

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Did you know that referring to ‘engagement’ at work is pretty limited? In psychology there are in fact three distinct forms of engagement: The emotional engagement that all companies favour: I stay because I love my company/ job/mission. This works miracles when everything is going well but is disastrous at any other time. The normative: I stay because I am loyal. This is the expression of a “corporate” mentality.
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