“From dressing and working hours to employee-employer relationship and pay packets, the workplace today is not what it was a decade ago. We try to keep pace of the changes”
12 key competencies of university studentsDwin Cancino
The document outlines 12 key competencies for university students: 1) communicating effectively both verbally and in writing, 2) using scientific inquiry and critical thinking, 3) being technologically literate, 4) engaging in self-learning, 5) working effectively in diverse environments, 6) demonstrating ethical leadership and teamwork, 7) performing with integrity, 8) solving problems collaboratively, 9) committing to lifelong learning, 10) balancing work and community life, 11) managing oneself and change, and 12) delivering information in a compelling manner. The competencies emphasize skills like communication, critical thinking, ethics, and adaptability that are important for career and lifelong success.
What does the future of recruitment look like. This presentation takes a look at some aspects of the future solutions and how they will be introduced into Recruitment solutions
The document discusses several key points about ethics and work:
1) It outlines 10 principles that ethical executives should follow, including honesty, integrity, fairness, respect for others, and accountability.
2) It emphasizes that ethics and character are critical to business success because they form the basis of trust. Competitiveness must be balanced with ethical values.
3) A person's work ethic reveals their reliability, trustworthiness, and how responsible they are in their duties. Having good ethics is essential for career success and fulfillment.
Great companies recognize that company culture and work environment are important. They design workspaces that allow for information work, individual work, informal work, and interactive work. By providing settings for these different work styles and encouraging mobility and versatility, companies can maximize employee productivity and performance. Balancing the various ways employees work is key to business success.
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
This document summarizes a class on managing social enterprises for social impact. It discusses two main responsibilities for managers - achieving financial goals and social goals. For financial goals, the document emphasizes focusing on the mission, knowing when to say no, building an independent business, and testing ideas quickly. For social goals, it stresses identifying and measuring social goals, embedding them in operations, and communicating impact. Challenges in measurement like attribution and qualitative vs. quantitative metrics are also outlined.
For the first time in history there are four cohorts in the workplace at the same time and it is causing a bit of a stir. The primary challenge today is how to navigate amidst these differences.
This keynote is designed to educate attendees on generational traits and trends as well its goal is to help breakdown the generational boundaries that multiple generations and differing personalities create within a corporate culture.
Using her trademark soft approach humor and relevant examples that leave the audience feeling validates and understood! Olivia motivates audiences by providing real-time approaches to current challenges.
Based on her book, Four Generation-One Workplace, this keynote will leave you provoked and inspired to approach the other generations in new and positive ways.
12 key competencies of university studentsDwin Cancino
The document outlines 12 key competencies for university students: 1) communicating effectively both verbally and in writing, 2) using scientific inquiry and critical thinking, 3) being technologically literate, 4) engaging in self-learning, 5) working effectively in diverse environments, 6) demonstrating ethical leadership and teamwork, 7) performing with integrity, 8) solving problems collaboratively, 9) committing to lifelong learning, 10) balancing work and community life, 11) managing oneself and change, and 12) delivering information in a compelling manner. The competencies emphasize skills like communication, critical thinking, ethics, and adaptability that are important for career and lifelong success.
What does the future of recruitment look like. This presentation takes a look at some aspects of the future solutions and how they will be introduced into Recruitment solutions
The document discusses several key points about ethics and work:
1) It outlines 10 principles that ethical executives should follow, including honesty, integrity, fairness, respect for others, and accountability.
2) It emphasizes that ethics and character are critical to business success because they form the basis of trust. Competitiveness must be balanced with ethical values.
3) A person's work ethic reveals their reliability, trustworthiness, and how responsible they are in their duties. Having good ethics is essential for career success and fulfillment.
Great companies recognize that company culture and work environment are important. They design workspaces that allow for information work, individual work, informal work, and interactive work. By providing settings for these different work styles and encouraging mobility and versatility, companies can maximize employee productivity and performance. Balancing the various ways employees work is key to business success.
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
This document summarizes a class on managing social enterprises for social impact. It discusses two main responsibilities for managers - achieving financial goals and social goals. For financial goals, the document emphasizes focusing on the mission, knowing when to say no, building an independent business, and testing ideas quickly. For social goals, it stresses identifying and measuring social goals, embedding them in operations, and communicating impact. Challenges in measurement like attribution and qualitative vs. quantitative metrics are also outlined.
For the first time in history there are four cohorts in the workplace at the same time and it is causing a bit of a stir. The primary challenge today is how to navigate amidst these differences.
This keynote is designed to educate attendees on generational traits and trends as well its goal is to help breakdown the generational boundaries that multiple generations and differing personalities create within a corporate culture.
Using her trademark soft approach humor and relevant examples that leave the audience feeling validates and understood! Olivia motivates audiences by providing real-time approaches to current challenges.
Based on her book, Four Generation-One Workplace, this keynote will leave you provoked and inspired to approach the other generations in new and positive ways.
This document discusses work-life balance challenges faced by employees in India and potential solutions. It notes that while employees may earn high salaries, long work hours take a toll on their health and relationships. Maintaining balance is important for well-being and productivity. Younger employees and women often struggle the most with balancing responsibilities at home and work. The document examines initiatives by some companies to improve work-life balance and argues that both employers and employees must take steps to facilitate balance.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
Tom Peters outlines 27 "Number Ones" that are essential for organizational excellence. The top three are:
1. Capital Investment #1 is training, which Peters argues should be viewed as a capital expense and top strategic priority. Continuous training is especially important in today's changing environment.
2. The number one moral obligation is to prepare all employees, both permanent and temporary, for an uncertain future through skills development and positive mindset training.
3. Obsession #1 should be execution, which Peters says accounts for "the last 95%" of success. Strong execution is required to realize any strategy.
Guidance and inspiration for engineering professionals Kelly Services
The document provides guidance and inspiration for engineering professionals. It discusses how engineers possess curious minds and seek to understand and improve their surroundings. They solve issues in areas like energy, transportation, healthcare, and sustainability. The document emphasizes that engineers help improve life through innovation and new possibilities. It encourages engineers to find meaning and satisfaction in their work.
This document discusses the concept of "successful aging" and its implications for older workers. It analyzes how successful aging frames aging as an individual responsibility achieved through continued work and activity. Some job search websites aim to position older workers as "successful" founders and experts, while others frame them as victims in need of help due to ageism. The document examines the discursive strategies used to legitimize these differing constructions of older worker identity.
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios for how organizations may operate - "Blue World," "Green World," and "Orange World" - and discusses the implications for human resources. Some key points:
1. Business models will change dramatically by 2020 due to factors like technology, globalization, and demographics, potentially leading to large corporations taking on social welfare roles or the rise of collaborative networks.
2. Managing people will be one of the greatest challenges for businesses as skills shortages increase and the boundaries between work and personal life blur with companies assuming more social responsibilities.
3. The role of human resources will undergo fundamental change and will either need to
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios or "worlds" that may exist:
1. The "Blue World" where large corporations dominate society and take on prominent social roles.
2. The "Green World" where businesses are forced to change fundamentally due to environmental and social pressures.
3. The "Orange World" characterized by specialization and collaborative networks.
It argues that people management will be one of the greatest challenges for businesses in this future. Radical changes in business models will impact how companies support their employees' work-life balance, social welfare, and skills development. The role of HR will also undergo significant change and will
In the Blue World, large corporations dominate the global economy and society. Corporations provide extensive services and benefits to employees, including healthcare, education, and housing. This high level of support leads to strong employee retention, but also creates a large divide between those who work for major corporations and those who do not. Corporations extensively measure and analyze employee performance, productivity, and engagement. Technology is deeply integrated into work and daily life. The role of HR evolves to focus on complex people analytics and segmentation strategies to maximize business performance through human capital management.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
The document discusses ways that the social enterprise sector in Taiwan could benefit from increased coordination and collaboration between organizations. It notes there is currently some competition between organizations that is fracturing the sector, and that working together could help generate greater social impact. Specific opportunities for increased cooperation that are mentioned include sharing resources for training and attracting young talent, coordinating metrics and evaluations, and finding ways for organizations addressing similar social issues to collaborate instead of compete for funding and market share. The document argues the sector would be strengthened by reducing competitiveness and increasing solidarity and cooperation between social value creators.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
A huge population shift is occurring as baby boomers begin to retire and a flux of millennials (GenYs) enters the workforce. Unfortunately, many organizations are not prepared. Millennials have higher expectations from work and life in general; they are more connected to technology and create for themselves a multitasking lifestyle that includes work and family at a whole new level. As millennials enter the workforce, employers must evolve to recruit, manage, motivate and retain these valuable workforce additions. This webinar will take a deeper look at these high performers, how to recognize work-life balance problems and the associated cost to the company, how and what to offer your workforce to improve this balance and the benefits to your entire organization.
This document provides an update from the Social Innovation Research Group newsletter in November 2012. It includes several articles summarizing interviews and events from that month related to social enterprises in Taiwan and elsewhere. Specifically, it discusses implications of different financial flow models for social enterprises, examples of "Fair Trade 2.0" organizations that provide benefits and opportunities for advancement, a novel method for analyzing social enterprise ecosystems using search query data, tensions between marketing and social impact for social enterprises, and realigning incentives for social and financial success.
There are three main points discussed in the document:
1. Organizations can better drive cultural transformation by aligning physical workplace changes with organizational changes. This means designing work environments that support new cultural values and behaviors rather than reinforcing old ones.
2. High-performance workplaces provide a diversity of space types to support different work activities and preferences. This enhances collaboration, focus, and mobility. Activity-based workplaces in particular allow employees choice without assigned desks.
3. The document outlines four workplace models on a spectrum from basic to high-performance. It then provides more details on collaborative workplaces and activity-based workplaces as two high-performance options that can better enable cultural change and drive performance
Collaboration is the process of working together towards a common goal. It involves the exchange of ideas and sharing of resources between people, whether formally as part of a team or informally. Great ideas often emerge from the intersection of different perspectives when people collaborate. While teamwork involves structured roles and tasks, collaboration can occur spontaneously between people from different groups or organizations. Effective collaboration balances individual focus with bringing people together to spark new ideas through discussion.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
Dell Gines - Strengthening the Entrepreneur ussourcelink
The document discusses strengthening entrepreneurship-centered economic development ecosystems. It emphasizes that developing entrepreneurs benefits communities and that the Federal Reserve Bank of Kansas City supports local entrepreneurship. It outlines the five components of an entrepreneurship ecosystem: capital, climate, capability, culture, and connection. Additionally, it discusses focusing on different types of entrepreneurs and having a transparent, dense ecosystem that allows entrepreneurs to spend more time growing their businesses rather than navigating support systems.
Social Media Workshop for the Customer Relationship Management Association in...Art Hall
Sherry Heyl\'s interactive workshop session conduced at CRMA Atlanta\'s breakfast event on Social Media 3.0 - The New Corporate Responsibility - June 17th, 2009
PRSA 2009 International Conference (San Diego, Nov 7-10)
Track 3: Specialization & Practice Areas
Sponsored by: Technology Section
"Analog-Digital Wars: Traditional Media Fights to Remain Relevant"
Henry P. Feintuch, president, Feintuch Communications, Inc.
Susan Dingethal, new media consultant
Digital technology has accelerated a shakeout and transformation of the "old guard media." Get an in-depth look at the migration of traditional media to newer forms and the resulting business upheaval, as well as its impact on public relations practitioners and marketers. See and discuss specific evolutionary and revolutionary applications being developed by traditional media organizations and what they are doing to fight back.
If you're interested in having this talk presented to your organization, please contact us at henry@feintuchpr.com!
This document discusses work-life balance challenges faced by employees in India and potential solutions. It notes that while employees may earn high salaries, long work hours take a toll on their health and relationships. Maintaining balance is important for well-being and productivity. Younger employees and women often struggle the most with balancing responsibilities at home and work. The document examines initiatives by some companies to improve work-life balance and argues that both employers and employees must take steps to facilitate balance.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
Tom Peters outlines 27 "Number Ones" that are essential for organizational excellence. The top three are:
1. Capital Investment #1 is training, which Peters argues should be viewed as a capital expense and top strategic priority. Continuous training is especially important in today's changing environment.
2. The number one moral obligation is to prepare all employees, both permanent and temporary, for an uncertain future through skills development and positive mindset training.
3. Obsession #1 should be execution, which Peters says accounts for "the last 95%" of success. Strong execution is required to realize any strategy.
Guidance and inspiration for engineering professionals Kelly Services
The document provides guidance and inspiration for engineering professionals. It discusses how engineers possess curious minds and seek to understand and improve their surroundings. They solve issues in areas like energy, transportation, healthcare, and sustainability. The document emphasizes that engineers help improve life through innovation and new possibilities. It encourages engineers to find meaning and satisfaction in their work.
This document discusses the concept of "successful aging" and its implications for older workers. It analyzes how successful aging frames aging as an individual responsibility achieved through continued work and activity. Some job search websites aim to position older workers as "successful" founders and experts, while others frame them as victims in need of help due to ageism. The document examines the discursive strategies used to legitimize these differing constructions of older worker identity.
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios for how organizations may operate - "Blue World," "Green World," and "Orange World" - and discusses the implications for human resources. Some key points:
1. Business models will change dramatically by 2020 due to factors like technology, globalization, and demographics, potentially leading to large corporations taking on social welfare roles or the rise of collaborative networks.
2. Managing people will be one of the greatest challenges for businesses as skills shortages increase and the boundaries between work and personal life blur with companies assuming more social responsibilities.
3. The role of human resources will undergo fundamental change and will either need to
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios or "worlds" that may exist:
1. The "Blue World" where large corporations dominate society and take on prominent social roles.
2. The "Green World" where businesses are forced to change fundamentally due to environmental and social pressures.
3. The "Orange World" characterized by specialization and collaborative networks.
It argues that people management will be one of the greatest challenges for businesses in this future. Radical changes in business models will impact how companies support their employees' work-life balance, social welfare, and skills development. The role of HR will also undergo significant change and will
In the Blue World, large corporations dominate the global economy and society. Corporations provide extensive services and benefits to employees, including healthcare, education, and housing. This high level of support leads to strong employee retention, but also creates a large divide between those who work for major corporations and those who do not. Corporations extensively measure and analyze employee performance, productivity, and engagement. Technology is deeply integrated into work and daily life. The role of HR evolves to focus on complex people analytics and segmentation strategies to maximize business performance through human capital management.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
The document discusses ways that the social enterprise sector in Taiwan could benefit from increased coordination and collaboration between organizations. It notes there is currently some competition between organizations that is fracturing the sector, and that working together could help generate greater social impact. Specific opportunities for increased cooperation that are mentioned include sharing resources for training and attracting young talent, coordinating metrics and evaluations, and finding ways for organizations addressing similar social issues to collaborate instead of compete for funding and market share. The document argues the sector would be strengthened by reducing competitiveness and increasing solidarity and cooperation between social value creators.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
A huge population shift is occurring as baby boomers begin to retire and a flux of millennials (GenYs) enters the workforce. Unfortunately, many organizations are not prepared. Millennials have higher expectations from work and life in general; they are more connected to technology and create for themselves a multitasking lifestyle that includes work and family at a whole new level. As millennials enter the workforce, employers must evolve to recruit, manage, motivate and retain these valuable workforce additions. This webinar will take a deeper look at these high performers, how to recognize work-life balance problems and the associated cost to the company, how and what to offer your workforce to improve this balance and the benefits to your entire organization.
This document provides an update from the Social Innovation Research Group newsletter in November 2012. It includes several articles summarizing interviews and events from that month related to social enterprises in Taiwan and elsewhere. Specifically, it discusses implications of different financial flow models for social enterprises, examples of "Fair Trade 2.0" organizations that provide benefits and opportunities for advancement, a novel method for analyzing social enterprise ecosystems using search query data, tensions between marketing and social impact for social enterprises, and realigning incentives for social and financial success.
There are three main points discussed in the document:
1. Organizations can better drive cultural transformation by aligning physical workplace changes with organizational changes. This means designing work environments that support new cultural values and behaviors rather than reinforcing old ones.
2. High-performance workplaces provide a diversity of space types to support different work activities and preferences. This enhances collaboration, focus, and mobility. Activity-based workplaces in particular allow employees choice without assigned desks.
3. The document outlines four workplace models on a spectrum from basic to high-performance. It then provides more details on collaborative workplaces and activity-based workplaces as two high-performance options that can better enable cultural change and drive performance
Collaboration is the process of working together towards a common goal. It involves the exchange of ideas and sharing of resources between people, whether formally as part of a team or informally. Great ideas often emerge from the intersection of different perspectives when people collaborate. While teamwork involves structured roles and tasks, collaboration can occur spontaneously between people from different groups or organizations. Effective collaboration balances individual focus with bringing people together to spark new ideas through discussion.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
Dell Gines - Strengthening the Entrepreneur ussourcelink
The document discusses strengthening entrepreneurship-centered economic development ecosystems. It emphasizes that developing entrepreneurs benefits communities and that the Federal Reserve Bank of Kansas City supports local entrepreneurship. It outlines the five components of an entrepreneurship ecosystem: capital, climate, capability, culture, and connection. Additionally, it discusses focusing on different types of entrepreneurs and having a transparent, dense ecosystem that allows entrepreneurs to spend more time growing their businesses rather than navigating support systems.
Social Media Workshop for the Customer Relationship Management Association in...Art Hall
Sherry Heyl\'s interactive workshop session conduced at CRMA Atlanta\'s breakfast event on Social Media 3.0 - The New Corporate Responsibility - June 17th, 2009
PRSA 2009 International Conference (San Diego, Nov 7-10)
Track 3: Specialization & Practice Areas
Sponsored by: Technology Section
"Analog-Digital Wars: Traditional Media Fights to Remain Relevant"
Henry P. Feintuch, president, Feintuch Communications, Inc.
Susan Dingethal, new media consultant
Digital technology has accelerated a shakeout and transformation of the "old guard media." Get an in-depth look at the migration of traditional media to newer forms and the resulting business upheaval, as well as its impact on public relations practitioners and marketers. See and discuss specific evolutionary and revolutionary applications being developed by traditional media organizations and what they are doing to fight back.
If you're interested in having this talk presented to your organization, please contact us at henry@feintuchpr.com!
Latest Market Trends Impacting Contact Center Strategy V1Art Hall
The document discusses trends impacting contact center strategy in response to economic conditions. Business leaders are focusing on cost reduction through measures like reducing expenses, increasing productivity, and restructuring. Contact centers are being rationalized through consolidation and outsourcing to reduce overhead costs. Technology investments are also being rethought, with options like software-as-a-service gaining traction. Government service levels are expected to maintain or improve through the use of technologies like web 2.0 to enhance transparency and customer service.
10 keys considerations as you integrate social media and mobile in your conta...Stephane Lee
1) Companies should focus their customer contact strategies on social and mobile channels as customer expectations have changed. These channels allow for fast, asynchronous, and text-based communication that customers prefer.
2) When responding to customers on social media, agents must acknowledge messages promptly, follow up privately if needed, resolve the issue, and provide a final response publicly or privately to benefit customers and improve the company's reputation.
3) Different social media channels have distinct usage profiles - Facebook is best for acquisition, Twitter for complaints, and communities for technical support.
Dr. Ali Arslan is the director of Focus Group, a qualitative research company in Istanbul, Turkey. He has over 30 years of experience in various roles including university lecturer, project manager for the World Bank and Turkish Employment Organization, and qualitative research director. He holds a PhD in Economics from Istanbul University and has extensive experience moderating focus groups, in-depths, and other qualitative research projects for clients in various industries.
Service Levels on Social Media are being observed by customer care analysts. Brands can be ranked low and suffer if they don't set up tools and processes to monitor and enforce SLAs.
Applying Six Sigma Principles to Project ManagementArt Hall
This document discusses how NetBank applied Six Sigma principles to its project management methodology for an electronic bill pay project. It summarizes the key drivers for growing customer adoption of electronic bill pay. It then discusses how NetBank used Failure Mode and Effects Analysis to proactively identify potential failures before launch. The analysis found only minor issues, resulting in few customer complaints. Applying Six Sigma tools helped eliminate reworks and failures.
Gamer 2.0, Exploring the use of Gaming, Community, & Social MediaChris
This document summarizes current gaming trends and the use of social media by gamers. It finds that gamers are getting older, casual gaming is growing, and games now offer social experiences. Gamers are avid social media users and want customizable, interactive gaming experiences. The use of microtransactions and digital distribution are changing revenue models in the industry. Gaming communities and social features in games are blending gaming and social media.
The document provides 16 tips for generating leads using LinkedIn, including maximizing your profile, using keywords and details about customers/clients, requesting recommendations, creating a business page, joining relevant groups, conducting advanced searches, and linking to your profile from other online presences. It emphasizes making quality connections, building rapport through other content, avoiding direct selling on LinkedIn, and consistently applying efforts over time.
The document provides tips for job seekers to think of themselves as small businesses and brands, and to use personal branding strategies to market themselves. It recommends developing expertise in a field by writing a book, speaking publicly, joining organizations, and building an online presence. The goal is to become known as an authority and gain visibility, so employers will seek out and be impressed by your brand, rather than the other way around.
The document provides 16 tips for generating leads using LinkedIn, including maximizing your profile, using keywords and details about customers/clients, requesting recommendations, creating a business page, joining relevant groups, conducting advanced searches, and linking to your profile from other online presences. It emphasizes making quality connections, using LinkedIn as a lead generation tool, and consistently applying efforts over time without direct selling.
This document provides an overview of content marketing and tips for creating effective content. It defines content marketing as creating and freely sharing informative content to turn prospects into customers. The goals of content marketing are to position your company as knowledgeable, educate customers, generate leads, build your database, and increase visibility. Effective content includes blogs, websites, social media, articles, ebooks, and more. Tips include focusing on keywords, getting writing ideas from various sources, ensuring content is readable, understandable, engaging, and shareable. It also suggests curating existing content and focusing on a single topic to help readers.
This document discusses how Generation Y is driving changes in workplace attitudes and behaviors that are impacting how companies attract, engage, and retain talent. Key shifts Gen Y workers are bringing include a preference for high-intensity work, an ability to focus intensely on tasks while also multitasking, and an expectation of flexible work arrangements and an employer that shares their values. To be successful, companies need to adapt their workplaces and cultures to these new attitudes by providing spaces and policies that support collaboration, focus, and a work-life balance.
There's a buzz about the future of work and what it means for individuals, leaders and organisations. In this pack we present our ideas about 3 dynamic forces – social, technology and economic change. We look at the implications for career management and present PlanDo, the market leading DIY career management platform that equips you to achieve, grow and contribute everyday.
This document discusses the future of workplace culture and how it will continue to evolve. Key points include: diversity and inclusion will be integral to innovation and success; artificial intelligence will automate tasks and require reskilling employees; results-based assessments will replace yearly reviews; data monitoring will need transparency; leadership will focus on cultural standards and trust; and giving back to communities will be important for business and attracting employees and customers.
An Exceptional Working Life: Creating Better WorkplacesTiger Recruitment
Modern thinkers all agree: the world of work is experiencing a seismic shift, with developments in nearly every part of an organisation, from HR to workplace design. In An Exceptional Working Life, we dive into the 11 tenets of the modern workforce, including diversity, performance management, flexible working and mental health, capturing the latest research and trends from industry experts. With contributors from some of the most innovative companies in the world, including Hootsuite, Atlassian, British Land and Deloitte, this e-book challenges traditional assumptions, outlining the developments to look out for, as well as actionable tips and tricks to integrate into your organisation.
http://www.ericsson.com/ng/thinkingahead/networked_society
In the Networked Society, connectivity is the starting point for new ways of innovating, collaborating and socializing. Our study finds that the behaviors of the next generation will dramatically transform the way we experience working life as we know it.
1 business case scenario – assessment 2 managing culjasmin849794
Ozfone, an Australian telecommunications company, has implemented a hybrid work model allowing employees to work both remotely and in the office. However, the approach has caused problems including managers holding an unconscious bias that remote workers work less. As a result, employees feel micromanaged and the company culture has deteriorated. The HR team wants to address these issues to increase productivity and make the company more attractive to talent. However, the senior leadership team is hesitant to change the existing system and there is fatigue from previous change initiatives. The HR team must make a strong business case for how improving the hybrid model can benefit the company and gain staff support for the proposed changes.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
This document discusses human resource challenges at MTS Systems Corporation. It identifies retention of skilled workers as a major challenge, as employees seek promotion and to meet changing expectations and motivations. Younger generations are less loyal and more driven by recognition, while older generations value financial rewards more. The company must evaluate workplace needs and focus on career growth, creativity, collaboration, and mission to engage employees. Effective communication between generations and a culture of respect are also important to address human resource issues and improve performance at MTS Systems Corporation.
In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving.
This new ebook is explaining organisations and employees how to make the most of the opportunities ahead and tells why managers must be flexible and socially intelligent.
The document discusses the role of HR in organizational transformation. It argues that HR often ends up defending the status quo instead of driving real change. It suggests HR should focus on promoting workplace ethics, corporate social responsibility, developing the talent ecosystem, managing diversity for value, and challenging wrong decisions. The presentation provides examples of how HR can build skills through apprenticeship programs, implement true diversity management, and advocate for fairness and justice. It concludes that for HR to be valued, it needs to help employees find meaning, difference, honesty, value and simple rules in their work.
The document discusses the benefits to companies of hiring disabled workers and promoting inclusion and diversity in the workplace. It outlines key concepts like diversity management and inclusion strategies. It notes that companies that hire disabled workers facilitate their independence. It also discusses the advantages of diversity management, like accessing a wider talent pool, increasing motivation and efficiency, and improving problem-solving skills. Finally, it discusses disability management advantages like enhancing self-esteem of disabled workers and productivity, and improving work processes and communication for all employees.
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
The feeling of belonging in the workplace is as vital to individuals as it is to organizations — and even more important than pay, according to our recent research. Here’s what matters most to employees when it comes to creating a professional culture of belonging.
Future of work: Self-management, business purpose and employee engagementCoincidencity
The future of work means a lot of things to a lot of people. But maybe, instead of talking about technologies or innovation, the future of work could be about establishing more engaged, humane, soulful, purposeful organisation... if so, how do you get there?
This document summarizes a presentation on harnessing the potential of a multigenerational workforce. It discusses the challenges of managing four generations in today's workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different work perspectives and expectations that managers must understand to motivate employees. By leveraging the strengths of each generation, organizations can increase engagement, productivity and performance. Effective leadership is also key to creating an environment where multigenerational employees can collaborate and succeed.
The document discusses trends in the future of work over the next 20 years. Key points include:
1) Traditional careers will be replaced by short-term freelance and contract work, with workers having hundreds of assignments over their lifetime rather than long-term jobs.
2) Mobility, flexibility, and the ability to work remotely from anywhere will be important as the concept of only working 9-5 in an office disappears.
3) Small businesses and entrepreneurship will see significant growth, leading to more opportunities but also requiring workers to pay for their own benefits and insurance.
4) Future managers will need strong communication and collaboration skills to effectively oversee distributed global teams working on various short-term projects
Engelstalige essay over HR in 2017.
Deze essay was deelname aan de NVP International Future HR-Award 2003 en bekroond met de eerste prijs!
1e plaats: HR in 2017, Espace-transformation-a future HR-essay
De bijdrage van Mark van den Broek, HR Development Directeur bij FCI, getuigt van een integrale zakelijke visie op de toekomst van de HR-professie. Zijn essay bevat een heldere probleemanalyse en toont een duidelijke link met de actuele en toekomstige HR beleidsdoelstellingen. Zijn bijdrage onderscheidt zich door een creatieve, soms gedurfde toepassing van huidige en/of nieuwe HRM-instrumenten, -methodieken en/of denkwijzen. Zijn bijdrage is verzorgd, prettig leesbaar, degelijk, compleet en zet de lezer aan tot denken.
THE FUTURE OF EMPLOYER-EMPLOYEE RELATIONS: A TOUGH BALANCING ACTLeapFrog Strategy
This document discusses potential future scenarios for employer-employee relations in India over the next decade. It notes that while the current model emphasizes flexibility for employers and career management by employees, Indian culture highly values humane and collective aspects. Three possible scenarios are outlined: 1) continued individualism and high attrition as economics overrides culture, 2) rise of professional networks as employees' main affiliation, and 3) some enlightened companies prioritizing caring, loyal relationships to engage employees fully. Overall, the future will likely involve balancing economic and cultural factors between individual and collective orientations.
The document discusses the need for organizations to shift their employee experience strategies in 2022 to focus on personalization and flexibility. Standardized solutions are no longer meeting employees' evolving needs. The pandemic has accelerated changes in how and where work gets done, empowering employees and shifting the balance of power between employers and employees. To attract and retain top talent, organizations must offer highly personalized experiences that consider each individual employee's unique context and priorities. The upcoming People Matters EX Conference in 2022 will bring together HR leaders to discuss strategies for taking employee experience to an exponential level through emerging technologies, hyper-personalization, and other means of adapting to the new world of work.
Reimagining Work: A Chronicle of Past, Present, and FutureZyeta
The current work landscape is going through a period of significant transformation, marked by rapid changes and instability. In order to bring back the stability and familiarity of pre-pandemic times, organizations need to focus on providing choices to their employees and making their health a top priority within the workplace. This shift in mindset requires considering various concepts that are shaping the evolving work environment, such as smart workplaces, sustainable buildings, and meta workplaces.
A smart workplace refers to a technologically advanced and digitally connected environment that enhances productivity, efficiency, and employee experience. By integrating smart technologies like Internet of Things (IoT) devices, sensors, and automation, organizations can create workspaces that adapt to the needs and preferences of employees, optimizing their workflows and overall performance.
Sustainable buildings are another crucial aspect of the evolving work environment. These buildings are designed and constructed to have minimal environmental impact, promoting energy efficiency, waste reduction, and the use of renewable resources. By adopting sustainable practices in the workplace, organizations not only contribute to the well-being of the planet but also create healthier and more conducive work environments for their employees.
The concept of meta workplaces takes a holistic approach to shaping the future of work environments. It emphasizes the integration of physical and digital spaces, allowing employees to seamlessly transition between different work settings, whether it be in the office, at home, or in co-working spaces. Meta workplaces recognize the importance of flexibility, enabling employees to choose the most suitable work environment based on their tasks, preferences, and individual circumstances.
In the context of the "great resignation," where many employees are reassessing their career paths and leaving their jobs, it becomes imperative for leaders to make informed strategic decisions. The report provides valuable insights and analysis to assist leaders in understanding the changing dynamics of the work landscape. It helps them navigate through the challenges and opportunities presented by smart digital twins, which are virtual replicas of physical workplaces that can be used for simulation, planning, and optimization purposes. Additionally, the report emphasizes the meta approach, highlighting the significance of integrating various concepts and technologies to create work environments that align with the evolving needs and expectations of employees.
By leveraging the insights and recommendations presented in the report, leaders can proactively respond to the current work landscape's volatility and make informed decisions that prioritize employee well-being, enhance productivity, and foster a sense of belonging and engagement in the workplace.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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Look what's changing!
1. Look what’s changing!
Figure 1 - AIR OF INFORMALITY: Cool is the new workplace code. File photo: P.V. Sivakumar
“From dressing and working hours to employee employer relationship and pay packets, the
From employee-employer
workplace today is not what it was a decade ago. We try to keep pace of the changes”
changes
Your work hours have doubled in the last decade. You have clients and bosses across
geographies / time-zones. There's more pressure, higher expectations. Lines between work and
zones.
leisure are unaffordable. Your work gizmos go with you on a holiday, Sunday is another work
re
day, your day off could be spent sending / receiving e-mails.
e
In return, you have flexible time, tele working, hot desking, cell production, crèches, ‘dress
tele-working, ‘dress-
down days' and ‘duvet days'. The workplace is ‘homely', your home has a work laptop.
duvet
Companies let you BYOD (bring your own device) to work. Packages such as ‘My Pay, My
Choice', ‘Flexi Menu', ‘Bouquet of Benefits' and ‘Flexi
‘Flexi-grade-allowance-system' let employees
system'
design their variable pay packets.
heir
So, what is a workplace today? Here are some views:
1|P age April 1, 2012
2. L.V. Satyanarayan
Management consultant
“Workplace has undergone a metamorphosis,” he says. It is employee-centric,
undergone employee
congenial for workers to concentrate, contribute, enjoy the work. What was
unique to IT sector is now percolating to others, driven by need. There are more
women in employment, employees are from diverse background. In place of
diverse
caste and culture, qualification and education determine groups. Type of work is
no barrier. “I-
-am-the-boss” attitude is almost gone, unionized environment is
fading. Boss-employee relationship is participatory, opportunities equal, and evaluation of
employee
performance, more scientific. “I would rate the changes as — for good.”
I appreciate: The demand, awareness and information about global working conditions have
influenced employers to have a proactive relationship with employees.
I miss: Passion for work. This should come naturally. One should be proud to be a part of the
organization, not build a prosaic relationship with employer / job.
,
V. Krishnan
GM, CSS Corp
He takes most changes to the doors of IT/ITES sector. “The Internet has heralded
the demise of distance. Employees who worked with a limited circle of
colleagues now report across continents, time-zones, ethnicities. This has
time zones,
opened up new avenues for career progression.” While white-collar workers in
white
traditional business places are required to appear in formals, the youth-
youth
dominated software sector permits them to wear jeans, t-shirt and sneakers on
t shirt
Fridays. Sexual harassment is recognised as a serious issue, and managements
are taking proactive steps such as compensation for the victim and termination of the
ve
delinquent employee.
I appreciate: The informality in the IT / ITES space. Boss and subordinates are on first
first-name
basis, without dilution in authority or hierarchy.
I miss: Working hours were restricted to office time. Once out, workers had time for personal
interests. Now, no one switches off mobile devices even for an hour to spend time with family.
2|P age April 1, 2012
3. Rajini Reddy
MD, Exemplarr Worldwide
There's a major change in the composition of the workforce, she says. Her firm
employs people from different States and countries (Brazil/Spain/Australia/New
Zealand), Americans of Indian origin and expats. They “adapt to Indian time and
of
work patterns” after initial assistance “to settle down, understand the work
culture”.
Relationships? Young managers don't hesitate to disagree or offer frank opinions irrespective of
consequences. If employees feel free to voice issues such as pay raise, flexi
. flexi-timings and five-day
weeks, employers encourage them to interact with them directly, bypassing hierarchy. In ITES
workplaces specially, the gap between what's personal and what could be made public is
decreasing. Many personal issues are discussed, personal / religious events are celebrated. The
role of HR has taken a new dimension, the importance is for “fun element” (competitions,
games, outdoor activities) at the workplace. “We have yoga sessions, aerobics classes —
sessions,
employees felt they didn't find the time to exercise,” she says. Sometimes informality is taken
too far, that companies have to lay down a strict dress code.
I appreciate: The ‘bonding' or harmonisation happening at all levels. Managed well, it will
create a culture that is open, innovative and transparent.
I miss: Employees focussed on responsibility and work ethics. We need a monitoring
mechanism at every level to ensure right output from employees.
Usha Srinivasan
HR consultant
“Transform the workplace to reflect changing realities,” she says. Work has
become all-consuming — men and women labour longer, take on more
consuming
responsibility, earn extravagantly — and their numbers are growing. Bosses
know they have to win trust and respect, motivate, strike a balance between
delegation and control, be open to ‘ideas' and ‘opinions'. Rigidity and control
‘ideas'
don't appeal to knowledge workers.
I appreciate: The workplace is no longer designed for men. Corporations want to ‘pick winners',
retain talent. Gender plays no part here.
I miss: Men and women revel in work — this definitely needs increased support systems.
Andrew McAfee, author of “Enterprise 2.0” doesn't buy it all. “We hear how different Gen Y
are… how companies need to change to accommodate these messengers from the future. But
3|P age April 1, 2012
4. we still have office politics, careerism, coalitions… rivalries, and all other elements of a dense,
hierarchical social system. Yes, “Millennials” have different technology habits and preferences…
But that's about the biggest difference I see. I think today's workplaces will change Generation
Y more than the reverse.”
4|Page April 1, 2012