This document discusses what skills employers want in young job applicants. It outlines that employers feel applicants lack "soft skills" needed to succeed in the workplace. These include skills like communication, decision making, commitment, flexibility, time management, and leadership. The document also examines how technology has impacted different generations and changed learning. It notes technology has created a gap in interpersonal skills vital for work. Employers want candidates who can combine digital skills with soft skills like problem solving, collaboration, and critical thinking.
The document discusses leading and engaging a multigenerational workforce. It summarizes the key differences between generations currently in the workforce, including Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z. It then discusses challenges with an aging workforce and strategies for achieving results through understanding generational differences. These include leveraging leadership styles, social intelligence, and a SCORE framework to build high-performance teams.
21st Century Human Capital Challenges and OpportunitiesCynthia G. Wagner
Presented by Edwin Mourino
This session will address the perfect storm that is brewing in the 21st-century workplace that includes a confluence of such factors as:
-An aging society and workforce.
-New workplace dynamics to accommodate a younger generations of workers.
-Educational gaps between industry needs and graduating candidates.
-The rapid pace of technology changes.
This document discusses challenges and changes in 21st century digital education. It begins with a brief history of future trends like demographic shifts, economic and political changes, climate change, and technological disruption. These trends will reshape society and work. The document then discusses current challenges in higher education like privatization, datafication, learnification, and de-professionalization of teaching. It concludes by suggesting potential changes like modular stackable learning, anytime assessment, work-based learning for credit, MOOCs for degrees, and new education providers through public-private partnerships.
Women rocking the tech world in the Middle EastShiftbalance
The proportion of female tech founders in the Middle East is actually superior to the Western one.
Why? And what are some examples of these trailblazers?
The document discusses how today's youth, known as the "app generation", have different expectations about technology and the workplace than current employees. It finds that teenagers place more importance on mobile communication tools like smartphones compared to traditional devices like desk phones. The app generation also prefers flexible work arrangements and having the latest technology available. However, they feel the technology provided by their schools does not adequately prepare them for what they will encounter in the workplace.
How does technology empower women?
What are the latest trends in the sector?
Which initiatives exist to diversify that field?
What can you do to shift the balance?
ebusiness Strategy in Entrepreneurship 2: Pedro Eloy at SMECC - 20130903smecchk
This document provides an overview of strategies for developing a successful e-business through entrepreneurship. It discusses understanding the evolving digital landscape and key rules, identifying opportunity areas, and the skills, activities, and steps needed. Examples are given of famous companies that started in garages. The importance of creativity, engagement, social media, video, lean methodology, usability, and being findable, cross-platform, and using business frameworks are covered. The impact of technology on reducing gaps and connecting people is addressed.
Generation Z the Newest Member to the Workforcerapidbounce
Learn About:
• Previous Generations
• Generation Z Characteristics
• Generation Z Vs Millenials
• Generation Z in the Workplace
• Gen Z's Aspirations And Beliefs About Their Working
Environment
Short And Easy Reading Slides
The document discusses leading and engaging a multigenerational workforce. It summarizes the key differences between generations currently in the workforce, including Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z. It then discusses challenges with an aging workforce and strategies for achieving results through understanding generational differences. These include leveraging leadership styles, social intelligence, and a SCORE framework to build high-performance teams.
21st Century Human Capital Challenges and OpportunitiesCynthia G. Wagner
Presented by Edwin Mourino
This session will address the perfect storm that is brewing in the 21st-century workplace that includes a confluence of such factors as:
-An aging society and workforce.
-New workplace dynamics to accommodate a younger generations of workers.
-Educational gaps between industry needs and graduating candidates.
-The rapid pace of technology changes.
This document discusses challenges and changes in 21st century digital education. It begins with a brief history of future trends like demographic shifts, economic and political changes, climate change, and technological disruption. These trends will reshape society and work. The document then discusses current challenges in higher education like privatization, datafication, learnification, and de-professionalization of teaching. It concludes by suggesting potential changes like modular stackable learning, anytime assessment, work-based learning for credit, MOOCs for degrees, and new education providers through public-private partnerships.
Women rocking the tech world in the Middle EastShiftbalance
The proportion of female tech founders in the Middle East is actually superior to the Western one.
Why? And what are some examples of these trailblazers?
The document discusses how today's youth, known as the "app generation", have different expectations about technology and the workplace than current employees. It finds that teenagers place more importance on mobile communication tools like smartphones compared to traditional devices like desk phones. The app generation also prefers flexible work arrangements and having the latest technology available. However, they feel the technology provided by their schools does not adequately prepare them for what they will encounter in the workplace.
How does technology empower women?
What are the latest trends in the sector?
Which initiatives exist to diversify that field?
What can you do to shift the balance?
ebusiness Strategy in Entrepreneurship 2: Pedro Eloy at SMECC - 20130903smecchk
This document provides an overview of strategies for developing a successful e-business through entrepreneurship. It discusses understanding the evolving digital landscape and key rules, identifying opportunity areas, and the skills, activities, and steps needed. Examples are given of famous companies that started in garages. The importance of creativity, engagement, social media, video, lean methodology, usability, and being findable, cross-platform, and using business frameworks are covered. The impact of technology on reducing gaps and connecting people is addressed.
Generation Z the Newest Member to the Workforcerapidbounce
Learn About:
• Previous Generations
• Generation Z Characteristics
• Generation Z Vs Millenials
• Generation Z in the Workplace
• Gen Z's Aspirations And Beliefs About Their Working
Environment
Short And Easy Reading Slides
Harnessing Digital And Social Media To Become A Learning OrganizationDr. William J. Ward
The document discusses how organizations can harness digital and social media to become learning organizations. It recommends five things to do today: 1) Create conditions for learning, innovation and engagement by making social media everyone's job; 2) Encourage participation by finding experts and sharing content; 3) Set objectives, measure outputs, and incentivize/reward participation; 4) Use social bookmarking, curation and content management; 5) Strengthen teams through collaboration and group discussions. Harnessing social media requires organizations to embrace radical openness, take problems to where people already are, and energize employees through participation.
5 Reasons Our Children Are About To Miss Out On The Greatest Opportunity In T...iBridge Hub
Technology they say has come to stay for good and it's only just getting started. We believe strongly that sooner rather than later, in our highly competitive global knowledge economy, the ability to code would set apart those that would be world leaders in almost all career paths. This presentation summarizes what we mean.
Best IT Training and Certification ResourcesTestbells
This document discusses the changing skills demands in the 21st century workplace due to factors such as automation, globalization, and demographic shifts. It argues that students will need strong academic skills in math, reading and science as well as broader competencies like problem solving and communication to succeed. Specifically, it notes that most new jobs will require postsecondary education and that advanced math courses in particular correlate with higher earnings and college completion rates, preparing students for both college and career. It also examines how numeracy is increasingly important for tasks like financial planning, health decisions, and civic participation.
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of a speech to MPs in London next month and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
ConsumerLab Young Professionals at Work Report Ericsson Slides
For more from the ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
In this report Ericsson ConsumerLab looks at the latest generation to enter the workforce– the Millennials. In particular, we focus on those aged 22-29 who are currently in employment.
Featured Session: Voices Live Chicago Conference
Location: Aon
200 East Randolph
Chicago, IL USA
12-2pm CST
Panel: Cracking the Glass Ceiling: Growing Female Technology Professionals
Will be streamed on Spreecast and WebEx from 12-2pm CST on Friday, March 13th
Moderators:
Margaret Resce Milkint, Managing Partner, The Jacobson Group; WING Co-Founder; ITF Board Member
David Mendelsohn, Managing Partner, DLA Piper; WING Co-Founder
Panelists:
Danelle Kent, Consultant¸ SWC Technology Partners
Danelle is a Certified Project Management Professional (NU) with 4+ years of combined experience in detail oriented technical writing and quality assurance analysis. She currently supports full software lifecycle by facilitating different functional roles including quality assurance analyst, business analyst, and technical writer.
Arti Arora, Aon
Deanne Hettich, Vice President Practice Leadership, Aon Hewitt
Cynthia Clarke, CIO, Mesirow Financial
Jeff Hughes, Vice President Information Technology, CNA
Marisa Cabrera, IT Rotational Program Participant, CNA
Abstract: Despite the strides made recently for women in business, female tech professionals continue to be outpaced by their male counterparts. According to Silicon Valley Bank’s Innovation Economy Outlook survey, less than 50 percent of technology companies have women in the C-suite or serving on the board of directors. Only 19 percent of CIO positions for Fortune 250 companies are held by women.
In fact, the gender disparity among technology professionals seems to be increasing in spite of recent gains throughout the workplace. Fewer women are joining the tech workforce and the numbers of female students studying technology is in decline—today only 18 percent of computer science majors are women, compared to 37 percent in the mid-1980s. Add in a continued wage imbalance and a high turnover rate for female tech professionals mid-career and it is clear that there is work to be done. How can we encourage more women to join the technology field and insurance technology in particular? What can be done to break down the barriers to success as a female technology professional?
WHY We Need Innovative Educational Leaders NOWChris Shade
Often in education, the “what” and “how” is emphasized while letting the “why” go by the wayside. And people wonder “why” it didn’t work. Innovation is no longer an option. Now that both knowledge and access to technology are ubiquitous, it’s a must. Find out “why” in this session designed for innovative leaders, whether district or campus administration, teacher leaders, and parent, business and community leaders seeking to push the tipping point towards real educational change.
Gen Now - Understanding the Multi-Gen Workforce and the Coming Leadership Def...Kelly Services
The document discusses strategies for engaging a multi-generational workforce. It notes that the modern workforce includes Baby Boomers, Gen X, and Gen Y employees who have different expectations of work. To be successful, organizations must adapt their mindsets and processes to genuinely integrate the learning and leadership styles of all generations. The document recommends improving feedback mechanisms, promoting connectivity, evaluating the employee experience, and facilitating positive dialogue about generational differences to engage a multi-generational workforce.
The document discusses strategies for empowering rural communities through internet and ecommerce support systems. It outlines models for community networking centers that provide internet access and training, publish local content, and facilitate online interaction and collaboration. Key aspects include establishing mentoring programs, identifying successful rural innovations, and creating sustainable support systems like ebay drop-off centers and virtual business incubators.
The primer series on ictd for youth part1 an introduction to ict for develo...Dr Lendy Spires
This document provides an introduction to a primer series on ICT for development aimed at youth. The series was created by the UN Asian and Pacific Training Centre for ICT for Development (APCICT) to build the ICT capacity of future leaders. The primer series contains 12 chapters divided into 3 sections and is intended to be used as a learning resource in university courses. It provides conceptual frameworks and case studies to illustrate how ICTs can promote socio-economic development and aims to equip students with the skills and knowledge to effectively plan and manage ICT projects.
This document discusses managing a multi-generational workforce. It notes that by 2020, Gen Y will represent 44% of the US workforce and outlines key differences between generations like their views on work-life balance, job stability, and technology experience. To engage multiple generations, the document recommends improving feedback mechanisms, promoting connectivity using social tools, evaluating the employee experience, and facilitating positive dialogue about generational issues. The overall message is that embracing diversity across generations can provide benefits if leaders adapt their mindsets and processes.
Ift ffor delltechnologies_human-machine_070717_readerhigh-resRafael Villas B
The document discusses emerging technologies that will impact society by 2030, including robotics, artificial intelligence, virtual/augmented reality, and cloud computing. It states that these technologies will underpin new human-machine partnerships where humans and machines leverage their complementary strengths. Specifically, the technologies will enhance daily activities through coordinating resources and in-the-moment learning. This will reshape expectations for work and require organizations to adapt to the expanding capabilities of human-machine teams.
This document discusses the Millennial generation and their impact and influence. Some key points:
- Millennials were born in the early 1980s to early 2000s and make up a large portion of the population in many countries.
- They came of age during the rise of the internet and social media and have a unique relationship with technology.
- The economic recession had significant impact on Millennials as they were entering the workforce.
- Millennials prioritize flexibility, meaningful work, innovation, and work-life balance over long-term career commitments to single employers.
- Their habits and priorities are shaping new types of businesses focused on experiences and collaborative consumption over asset ownership.
- Millennials
Xperience Invoke Series Report: "The changing nature of technology assimilati...Reine Sloan
The document summarizes key findings from a live online discussion about how consumers of different generations assimilate and view new technology in their daily lives. It finds that while millennials are the most tech-savvy and see themselves as technology leaders, consumers of all generations have generally positive attitudes toward technology and see benefits in how it makes their lives easier. However, some expressed concerns about overuse of technology potentially harming social skills in younger generations. Overall, technology was found to positively impact communication and organization across age groups.
Invoke Live Xperience Summary: "The changing nature of technology assimilation"Reine Sloan
The document summarizes key findings from a discussion about how consumers of different generations assimilate and view new technology in their daily lives. It finds that while Millennials are generally the most tech-savvy and see themselves as leaders in adopting new technologies, consumers of all generations have positive attitudes toward technology and see benefits in how it makes their lives easier. However, some have concerns about overuse of technology impacting social skills. The discussion provided insights into generational differences and aspirations for new technologies while highlighting many shared positive views across generations regarding how technology improves communication and organization.
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Why we need child-centred AI and how we can achieve itSteve Vosloo
This document discusses the need for child-centered AI and how it can be achieved. It summarizes UNICEF's guidance on AI for children, which is based on children's rights in the UN Convention on the Rights of the Child. The guidance includes 10 principles for developing AI that supports children's development, ensures inclusion, protects privacy and data, and empowers governments to uphold children's rights. It also provides examples of organizations piloting the guidance to learn from real-world implementations and help more children in the AI era. The document emphasizes that children are directly impacted by AI now and in the future, so all stakeholders must work together to develop AI policies and systems with children in mind.
The document discusses issues facing youth populations globally, including that nearly half of the world's population is under 25 and 40% of those aged 12-24 live on less than $2 per day. It also notes that youth employment is in crisis, with 75 million unemployed as of 2012, accounting for 41% of global unemployment. The document advocates for greater attention on policies and strategies to address the problems faced by young people, including lack of access to information and communications technologies (ICT).
This document discusses six principles of persuasion: scarcity, likability, authority, social proof, commitment/consistency, and reciprocation. It advises making products seem limited to boost desire, gaining trust by conveying credibility and expertise, validating ideas through peer approval, securing small commitments to encourage consistency, and giving unrequested benefits to create a sense of obligation.
Harnessing Digital And Social Media To Become A Learning OrganizationDr. William J. Ward
The document discusses how organizations can harness digital and social media to become learning organizations. It recommends five things to do today: 1) Create conditions for learning, innovation and engagement by making social media everyone's job; 2) Encourage participation by finding experts and sharing content; 3) Set objectives, measure outputs, and incentivize/reward participation; 4) Use social bookmarking, curation and content management; 5) Strengthen teams through collaboration and group discussions. Harnessing social media requires organizations to embrace radical openness, take problems to where people already are, and energize employees through participation.
5 Reasons Our Children Are About To Miss Out On The Greatest Opportunity In T...iBridge Hub
Technology they say has come to stay for good and it's only just getting started. We believe strongly that sooner rather than later, in our highly competitive global knowledge economy, the ability to code would set apart those that would be world leaders in almost all career paths. This presentation summarizes what we mean.
Best IT Training and Certification ResourcesTestbells
This document discusses the changing skills demands in the 21st century workplace due to factors such as automation, globalization, and demographic shifts. It argues that students will need strong academic skills in math, reading and science as well as broader competencies like problem solving and communication to succeed. Specifically, it notes that most new jobs will require postsecondary education and that advanced math courses in particular correlate with higher earnings and college completion rates, preparing students for both college and career. It also examines how numeracy is increasingly important for tasks like financial planning, health decisions, and civic participation.
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of a speech to MPs in London next month and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
ConsumerLab Young Professionals at Work Report Ericsson Slides
For more from the ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
In this report Ericsson ConsumerLab looks at the latest generation to enter the workforce– the Millennials. In particular, we focus on those aged 22-29 who are currently in employment.
Featured Session: Voices Live Chicago Conference
Location: Aon
200 East Randolph
Chicago, IL USA
12-2pm CST
Panel: Cracking the Glass Ceiling: Growing Female Technology Professionals
Will be streamed on Spreecast and WebEx from 12-2pm CST on Friday, March 13th
Moderators:
Margaret Resce Milkint, Managing Partner, The Jacobson Group; WING Co-Founder; ITF Board Member
David Mendelsohn, Managing Partner, DLA Piper; WING Co-Founder
Panelists:
Danelle Kent, Consultant¸ SWC Technology Partners
Danelle is a Certified Project Management Professional (NU) with 4+ years of combined experience in detail oriented technical writing and quality assurance analysis. She currently supports full software lifecycle by facilitating different functional roles including quality assurance analyst, business analyst, and technical writer.
Arti Arora, Aon
Deanne Hettich, Vice President Practice Leadership, Aon Hewitt
Cynthia Clarke, CIO, Mesirow Financial
Jeff Hughes, Vice President Information Technology, CNA
Marisa Cabrera, IT Rotational Program Participant, CNA
Abstract: Despite the strides made recently for women in business, female tech professionals continue to be outpaced by their male counterparts. According to Silicon Valley Bank’s Innovation Economy Outlook survey, less than 50 percent of technology companies have women in the C-suite or serving on the board of directors. Only 19 percent of CIO positions for Fortune 250 companies are held by women.
In fact, the gender disparity among technology professionals seems to be increasing in spite of recent gains throughout the workplace. Fewer women are joining the tech workforce and the numbers of female students studying technology is in decline—today only 18 percent of computer science majors are women, compared to 37 percent in the mid-1980s. Add in a continued wage imbalance and a high turnover rate for female tech professionals mid-career and it is clear that there is work to be done. How can we encourage more women to join the technology field and insurance technology in particular? What can be done to break down the barriers to success as a female technology professional?
WHY We Need Innovative Educational Leaders NOWChris Shade
Often in education, the “what” and “how” is emphasized while letting the “why” go by the wayside. And people wonder “why” it didn’t work. Innovation is no longer an option. Now that both knowledge and access to technology are ubiquitous, it’s a must. Find out “why” in this session designed for innovative leaders, whether district or campus administration, teacher leaders, and parent, business and community leaders seeking to push the tipping point towards real educational change.
Gen Now - Understanding the Multi-Gen Workforce and the Coming Leadership Def...Kelly Services
The document discusses strategies for engaging a multi-generational workforce. It notes that the modern workforce includes Baby Boomers, Gen X, and Gen Y employees who have different expectations of work. To be successful, organizations must adapt their mindsets and processes to genuinely integrate the learning and leadership styles of all generations. The document recommends improving feedback mechanisms, promoting connectivity, evaluating the employee experience, and facilitating positive dialogue about generational differences to engage a multi-generational workforce.
The document discusses strategies for empowering rural communities through internet and ecommerce support systems. It outlines models for community networking centers that provide internet access and training, publish local content, and facilitate online interaction and collaboration. Key aspects include establishing mentoring programs, identifying successful rural innovations, and creating sustainable support systems like ebay drop-off centers and virtual business incubators.
The primer series on ictd for youth part1 an introduction to ict for develo...Dr Lendy Spires
This document provides an introduction to a primer series on ICT for development aimed at youth. The series was created by the UN Asian and Pacific Training Centre for ICT for Development (APCICT) to build the ICT capacity of future leaders. The primer series contains 12 chapters divided into 3 sections and is intended to be used as a learning resource in university courses. It provides conceptual frameworks and case studies to illustrate how ICTs can promote socio-economic development and aims to equip students with the skills and knowledge to effectively plan and manage ICT projects.
This document discusses managing a multi-generational workforce. It notes that by 2020, Gen Y will represent 44% of the US workforce and outlines key differences between generations like their views on work-life balance, job stability, and technology experience. To engage multiple generations, the document recommends improving feedback mechanisms, promoting connectivity using social tools, evaluating the employee experience, and facilitating positive dialogue about generational issues. The overall message is that embracing diversity across generations can provide benefits if leaders adapt their mindsets and processes.
Ift ffor delltechnologies_human-machine_070717_readerhigh-resRafael Villas B
The document discusses emerging technologies that will impact society by 2030, including robotics, artificial intelligence, virtual/augmented reality, and cloud computing. It states that these technologies will underpin new human-machine partnerships where humans and machines leverage their complementary strengths. Specifically, the technologies will enhance daily activities through coordinating resources and in-the-moment learning. This will reshape expectations for work and require organizations to adapt to the expanding capabilities of human-machine teams.
This document discusses the Millennial generation and their impact and influence. Some key points:
- Millennials were born in the early 1980s to early 2000s and make up a large portion of the population in many countries.
- They came of age during the rise of the internet and social media and have a unique relationship with technology.
- The economic recession had significant impact on Millennials as they were entering the workforce.
- Millennials prioritize flexibility, meaningful work, innovation, and work-life balance over long-term career commitments to single employers.
- Their habits and priorities are shaping new types of businesses focused on experiences and collaborative consumption over asset ownership.
- Millennials
Xperience Invoke Series Report: "The changing nature of technology assimilati...Reine Sloan
The document summarizes key findings from a live online discussion about how consumers of different generations assimilate and view new technology in their daily lives. It finds that while millennials are the most tech-savvy and see themselves as technology leaders, consumers of all generations have generally positive attitudes toward technology and see benefits in how it makes their lives easier. However, some expressed concerns about overuse of technology potentially harming social skills in younger generations. Overall, technology was found to positively impact communication and organization across age groups.
Invoke Live Xperience Summary: "The changing nature of technology assimilation"Reine Sloan
The document summarizes key findings from a discussion about how consumers of different generations assimilate and view new technology in their daily lives. It finds that while Millennials are generally the most tech-savvy and see themselves as leaders in adopting new technologies, consumers of all generations have positive attitudes toward technology and see benefits in how it makes their lives easier. However, some have concerns about overuse of technology impacting social skills. The discussion provided insights into generational differences and aspirations for new technologies while highlighting many shared positive views across generations regarding how technology improves communication and organization.
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Why we need child-centred AI and how we can achieve itSteve Vosloo
This document discusses the need for child-centered AI and how it can be achieved. It summarizes UNICEF's guidance on AI for children, which is based on children's rights in the UN Convention on the Rights of the Child. The guidance includes 10 principles for developing AI that supports children's development, ensures inclusion, protects privacy and data, and empowers governments to uphold children's rights. It also provides examples of organizations piloting the guidance to learn from real-world implementations and help more children in the AI era. The document emphasizes that children are directly impacted by AI now and in the future, so all stakeholders must work together to develop AI policies and systems with children in mind.
The document discusses issues facing youth populations globally, including that nearly half of the world's population is under 25 and 40% of those aged 12-24 live on less than $2 per day. It also notes that youth employment is in crisis, with 75 million unemployed as of 2012, accounting for 41% of global unemployment. The document advocates for greater attention on policies and strategies to address the problems faced by young people, including lack of access to information and communications technologies (ICT).
This document discusses six principles of persuasion: scarcity, likability, authority, social proof, commitment/consistency, and reciprocation. It advises making products seem limited to boost desire, gaining trust by conveying credibility and expertise, validating ideas through peer approval, securing small commitments to encourage consistency, and giving unrequested benefits to create a sense of obligation.
The document discusses techniques for influencing people and handling relationships effectively. It covers Dale Carnegie's book "How to Win Friends and Influence People" and strategies such as giving sincere appreciation, encouraging others to talk about themselves, making the other person feel important, avoiding arguments, seeing things from others' perspectives, and praising improvements. The document also addresses assignments where students must analyze personalities in workplace problems and propose solutions drawing on relationship principles.
The document discusses influence tactics that leaders can use to affect the behavior of followers. It defines influence as a force exerted by one person, the agent, to induce change in another, the target. Leaders have various strategies at their disposal, including rational persuasion using logical arguments, inspirational appeals to values, and pressure tactics like threats. The effectiveness of a tactic depends on factors like whether it aligns with social norms and the leader's legitimate power. Consultation, inspiration, and rational persuasion tend to be the most ethical tactics that create favorable follower attitudes without manipulation.
This document summarizes Robert Cialdini's six principles of persuasion: 1) Reciprocation - people feel obligated to repay favors; 2) Consistency - people want to be consistent with their past statements/actions; 3) Social proof - people follow the actions of others; 4) Authority - people defer to experts; 5) Likeability - people are more influenced by those they like; and 6) Scarcity - things seem more valuable when rare or unavailable. These principles represent fundamental human instincts that marketers can leverage as "weapons of influence" to increase compliance and sales.
CEO JAN16_New Age Networking - millennials buidling relationshipsFederico Re
The document discusses how millennials build and sustain relationships in the workplace. It notes that millennials have different communication styles than older generations, preferring technologies like texting and social media. Millennials approach networking by combining social activities and using apps on their phones to efficiently achieve goals. The document provides tips for managing millennials, like embracing their language, supporting brands and technologies they like, and allowing networking outside traditional environments through online platforms. It concludes that there is no single approach and each millennial requires a unique management style.
The document discusses millennials (people born between the early 1980s and early 2000s) and their role in the modern workforce. While previous generations have criticized millennials as entitled, needy, and disrespectful towards elders, millennials have skills that are valuable for today's workforce. Millennials have grown up with technology and are experts in social media, both of which are increasingly important in modern workplaces. While some argue that technology and social media can be distracting, millennials' digital skills make them well-suited for technology-driven jobs. Ultimately, millennials have the attributes needed to succeed and lead prosperity in today's workforce.
42 257 представителей поколения «миллениалов» смогли высказать свое мнение об образовании, трудоустройстве и предпринимательстве в рамках опроса, проведенного AIESEC в партнерстве с PwC и при поддержке Кампании тысячелетия Организации Объединенных Наций, MY World и посланника Генерального секретаря ООН по делам молодежи.
Согласно отчету YouthSpeak, поколение «миллениалов» все больше волнует увеличивающийся разрыв между профессиональным образованием и трудоустройством. Университеты не озабочены тем, смогут ли представители поколения «миллениалов» достичь своих целей в будущем, а работодатели не стремятся поддерживать с ними контакты, способствующие их будущему трудоустройству. Поэтому преподаватели и работодатели, которые, в отличие от большинства, поддерживают тесные связи с поколением «миллениалов», выделяются на фоне остальных в погоне за молодыми и жизненно необходимыми компаниям квалифицированными специалистами.
This document discusses a study on millennials (born between 1980-2000) entering the workforce. Some key findings:
- Millennials will make up half the global workforce by 2020 and attracting them is critical for businesses.
- Millennials have high expectations for career progression, work-life balance, flexibility, and development opportunities that differ from previous generations.
- Many millennials feel they compromised to get their current jobs and nearly half are open to new opportunities, suggesting lower loyalty than previous cohorts.
Preparing for upcoming lifelong learners - CMED ConferenceVickie Maris
CMED Conference concurrent session, Don't Miss Your Upcoming Lifelong Learners While Clinging to the Ones You Know Today. Background images are originals by VJ Maris Photography. If you'd like to use one of the images for your presentation, please send me a note requesting permission.
Future of work - Journal of Comp & Benefits - Dec 2016Juliette Meunier
This document discusses how the future of work is shifting to accommodate millennials and the rise of the "gig economy". Key points:
- Millennials now make up the largest segment of the workforce and prefer flexibility, collaboration, and seeing a direct impact or purpose from their work.
- The gig economy, comprised of freelance and contract work, now makes up 40% of the workforce due to new platforms enabled by technology.
- While offering flexibility, the gig economy and lack of benefits poses new challenges for providing rewards and compensation to workers in shifting environments.
The document discusses how organizations can better connect with and attract millennial employees. It notes that millennials have distinct preferences and priorities compared to previous generations. Key factors for millennials include having good work-life balance, opportunities for career growth, competitive pay and benefits, and wanting to work for organizations that have a clear social purpose and high ethical standards. The document provides recommendations for organizations, including developing a culture that is easy to understand, building flexibility and ensuring work is interesting, and managing a culture that supports and appreciates employees.
YouthSpeak Report on Millennials - Improving the Journey from Education to Em...Gordon Ching
YouthSpeak is a global youth movement and youth insight survey powered by AIESEC. We are focused on understanding the hopes and challenges surrounding the journey from higher educa>on to employment for young people. Over 100 countries and territories and 40,000 voices is captured in the 2015 comprehensive survey to engage stakeholders across government, business, third sector and educators in leHng the voices of young people be heard. This survey will provide decision makers with key insights into a global youth opinion and how we can bridge the gap between young people and decision makers across sectors.
This document is a literature review that discusses how technology and social media impact millennials. It analyzes research on millennials' heavy use of social media and technology in the classroom. The purpose is to determine if there are any negative effects of technology on millennials that need to be addressed. It summarizes studies finding that while technology provides benefits, it may negatively impact millennials' communication skills and relationship building if overused. It also discusses how technology in the classroom can be helpful if used properly but is often misused by students.
This document discusses how emerging millennial leaders may impact the coaching profession based on their values, learning behaviors, and communication styles. Millennials value meaningful work, flexibility, social consciousness, recognition, and ease. They are accustomed to structured learning and feedback from a young age. Millennials prefer to learn from their peers through social media and want frequent feedback and transparency from employers. Coaching may be well-suited to meet millennials' desires and help integrate them into diverse workplaces.
The document discusses how communities need a collaborative approach between all stakeholders like educators, employers, government, and community groups to help citizens find good jobs and employers find qualified employees. It suggests communities that ensure their citizens have access to good jobs and engaged employees will prosper, while those that don't will decline. It recommends five foundation resources be implemented at all education levels, including experiential career learning programs, online career exploration tools, electronic portfolios, course planning systems, and online networking between students and employers. This whole-community approach is needed for communities to retain talent and prosper in an era of rapid technological change and talent shortages.
This document summarizes a report by McKinsey & Company on addressing the twin crises of high youth unemployment and skills shortages. It begins by noting that 75 million young people are unemployed worldwide despite skills shortages reported by employers. The report aims to fill a knowledge gap on effective practices for connecting education and employment by surveying over 8,000 youth, employers, and educators across 9 countries. Key findings include that half of youth are unsure if their education improved job prospects and almost 40% of employers say skills shortages cause entry-level vacancies. The report takes a global perspective on skills training systems and identifies common practices across borders to help address these interconnected problems.
Here Are 7 Fields In Education That Are Growing In The Current Era: 1. Communication 2. Politics 3. Digital Finance 4. Environmental Studies 5. Accounting and Finance
ConsumerLab Young Professionals at Work Report Ericsson
Millennials regularly bring personal devices like smartphones into work and use them throughout the day for both personal and work tasks. However, they are less willing to let work disrupt their personal lives. Many Millennials pay for the mobile phones they use for both work and personal communication. Millennials are natural communicators and multitaskers who rely on their personal networks to solve work issues. They prioritize work-life balance and flexibility, and maintaining relationships outside of work.
This document discusses digital literacy for adults and young people. It begins by defining digital literacy as the ability to use technology to find, evaluate, create and share information. The scope of digital literacy is broad, impacting many areas of life from relationships to employment. Some adults and young people may lack digital skills due to barriers like access to technology, connectivity issues, disabilities or low literacy levels. People are motivated to improve digital literacy for reasons like job searching, communication, education and supporting others. Barriers can be overcome through education, raising awareness of resources, and providing supportive learning environments.
This eBook will cover common characteristics associated with millennials, how they react to the evolution of technology and interact with the world around them, the ways businesses need to adjust, and what this means for the future of work.
The document proposes the Smart Kids Initiative (SKI), which would provide after-school programs, homework help, internships, and work experience for disadvantaged youth in Memphis and Shelby County using portable computer workstations. The initiative is designed using an intergenerational model that leverages volunteers and existing resources to form small collaborative learning groups for youth. Experts cited support approaches that develop problem-solving and collaboration skills through project-based learning and taking advantage of online resources. The portable workstations are intended to make learning accessible in various community spaces and inspire youth.
This document discusses challenges with the millennial generation workforce and strategies for engaging them. Millennials have different expectations of work and loyalty compared to previous generations. They value independence, flexibility, and social enterprise over long careers at single organizations. Employers struggle with high turnover as millennials change jobs frequently. The document proposes bringing mentorship into classrooms to better prepare millennials and create shared understanding between millennials, academics, and employers to shift from blame to possibilities. The upcoming career fair aims to explore how organizations can tap millennials' energy and discuss engagement, motivation, and bridging education and work.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
1. What Employers want in young people
1 | P a g e
Researched and Compiled By:
Sharon Klue
Executive HR & Training Director
2. 2 | P a g e
Table of Contents
Introduction
Chapter I: Impact of Technology
· The Five-Generation Workforce
· "Linksters" A digital generation
· Gap through Technology
· Changes Technology has brought to the classroom
Chapter II: What Employers want
· The National Career Service
· CIPD
· The Learning Curve
Chapter III: The Solution
· What is the DISCflex Program
· Features & Benefits
· Learning Outcomes
· Who is using DISCflex
· Testimonials
· Sample Syllabus
Chapter IV: References
3. 3 | P a g e
Introduction
There are various areas Employers feel that applicants who have left school, college or university
lack; it is the soft skills they need to make a successful transition into the workplace.
Recent surveys and studies released by the National Career Service, CBI and UK Commission for
Employment and Skills (UKCES), have revealed that soft skills need urgent attention.
These skills are transferrable and can be used in many different types of jobs. They are personal
qualities, behaviours and attitudes that help an employee to work well with others and make a
positive contribution to organisations.
The ability to flex behaviours and adapt behaviour is the key to success. Knowing how to read
any situation and understand how and when to 'dial up' or 'dial down' leads to enhanced
persuasion abilities, the capacity to interact and communicate more effectively and greater
confidence when working with others.
This is such an important part of preparing young people for the workplace that there is a strong
case for methods to address the problem to be incorporated into the school curriculum as early
as 6th form or the first year of college/university.
Baker's experience is the norm, according to the UK Commission for Employment and Skills
(UKCES), a body launched last year by the government to help the UK achieve world-class
standing in employment, skills and productivity.
One of the first missions it has set itself is to address once and for all the age-old gripe from
employers that young people emerge from the education system ill-prepared for work.
Our members consistently say that new recruits do not have the skills they need to enter the
world of work, says Richard Lambert, director-general of the employers' body, the CBI. Firms
are having to spend time and money they can ill afford teaching new starters basic 'work
etiquette'. The Guardian 2009
The real breakthrough comes when young people can combine digital nous with the soft skills
that modern employers are looking for – problem-solving, inquisitive thinking, collaborative
problem-solving, and the like. The Guardian 2013
KAPital HR, in partnership with Indaba Global's eLearning methodology of blended learning
addresses these concerns, empowering young people and better preparing them for the world of
work.
4. 4 | P a g e
Chapter I: Impact of Technology
The Five-Generation Workforce
The generations can be broken down like so:
· TRADITIONALS (The Depression Babies) Born between 1922 - 1945, influenced
by the Great Depression, World War II
General Traits:
· Loyal
· Respectful of authority
· Stubbornly independent
· Excellent work ethic
· Dependable
· Have advanced
· Communication interpersonal skills
Engaged by:
· Retirement appropriate
incentives
· Option of flexible mobile work
environment
· Respect recognition (earned
through experience)
· BABY BOOMERS (The Woodstock Generation) Born 1946 - 1964, influenced by
the Vietnam War, the 1960s, postwar social change. Drivers of the economy
General Traits:
· Well-educated
· Question authority
· Excellent teamwork skills
· Thrive on adrenaline charged
assignments
Engaged by:
· Promotions job titles
· Future stability
· Retirement, pension stock option
plans
· Respect recognition (earned by
tenure)
· GENERATION X (The Latchkey Generation) Born 1965 - 1980 of whom many are
products of divorced parents
General Traits:
· Independent
· Family-focused
· Intolerant of bureaucracy
· Critical of others
· Hardworking
· Socially responsible
Engaged by:
· Better work/life balance
· Flexible mobility
· Charitability, eco-consciousness,
and volunteer opportunities
· Training opportunities
· Monetary recognition (earned by
individual performance)
5. · GENERATION Y (The Millennials) Born 1981 - 1995, influenced by technology,
doting parents
General Traits:
5 | P a g e
· Highly socialised
· Loyal
· Technologically savvy
· Socially responsible
Engaged by:
· Lifestyle fit
· Corporate social responsibility
· Constant communication
feedback
· Training opportunities
· LINKSTERS Born after 1995, influenced by a media - saturated world
General Traits:
· Technologically dependent
· Closely tied to parents
· Tolerant of alternative lifestyles
· Involved in green causes social
activism
Engaged by:
· Only time will tell for sure in this
area.
Corey Seemiller, Director of Leadership
Programs at the University of Arizona, said
“Generations continue to get shorter and
shorter. As they progress, technologically
and socially, they are beginning to change
more rapidly. So you can’t generalise
generational characteristics over a 30-year
period like we once did.” There are
estimates that Baby Boomers will cede the
majority of the workforce by 2015 to the
Millennials (due to their smaller size, Gen X
will never have the majority spot in the
workplace — and essentially an entire
generation will have been skipped by 2015).
Employee engagement differences exist
across generations, and these gaps have a
distinct impact on engagement. In this day
and age, employers especially need to focus
on and prepare to engage the younger
generations (X, Y, and Z) in consideration of
future employee engagement strategies.
6. 6 | P a g e
Linksters or Generation Z
A Digital Generation
Less is known, of course, about this
generation because of its youth and small
size. Much like Millennials, the Linksters
share a pervasive use of technology, and
are largely concerned with socio-political
issues. Because of the power of social
networking and the Internet, they are
incredibly aware of what is going on around
them in the world. They are incredibly
connected in that sense, and are more
aware of social justice issues and other
deep-seated problems, even more so than
the preceding generation. They have to
have an emotional connection to a problem,
and feel like they are addressing the
problem, not the symptoms. This is a
generational shift. They want their activity
to count for something, and delve much
deeper into the problem.
Like Generation Y, Generation Z will rely on
technology and their personal network to
facilitate their own professional learning and
development, and help them navigate
through the corporate world. Employers
need to understand that this upcoming
generation will be used to Googling
anything, and learn by sharing among
themselves. For example, why would a
Linkster attend a workshop when they can
simply Google its subject matter? This does
not necessarily mean that Generation Z will
be disengaged, but that they will need to be
engaged in different ways.
Hyperconnected. Always on. These terms
have been invented to describe the
environment created when people are linked
continuously through tech devices to other
humans and to global intelligence. Teens
and young adults have been at the forefront
of the rapid adoption of the mobile internet
and the always-on lifestyle it has made
possible.
The most recent nationally representative
surveys of the Pew Internet Project show
how immersed teens and young adults are
in the tech environment and how tied they
are to the mobile and social sides of it.
Some 95% of teens ages 12-17 are online,
76% use social networking sites, and 77%
have mobile phones. Moreover, 96% of
those aged 18-29 are internet users, 84%
use social networking sites, and 97% have
mobile phones. Well over half of those in
that age cohort have smartphones and 23%
own tablet computers like iPads.
People are tuning into communications
technologies at an ever-expanding level.
Some recent indicators:
Nearly 20 million of the 225 million Twitter
users follow 60 or more Twitter accounts
and nearly 2 million follow more than 500
accounts.
There are more than 800 million people now
signed up for the social network Facebook;
they spend 700 billion minutes using
Facebook each month, and they install more
than 20 million apps every day. Facebook
users had uploaded more than 100 billion
photos by mid-2011.
YouTube users upload 60 hours of video per
minute and they triggered more than 1
trillion playbacks in 2011 – roughly 140
video views per person on earth.
7. 7 | P a g e
The GAP through Technology
The rapid revolution in technology affected
our lifestyle drastically and led us to believe
that our lives have changed for the better.
Now communication with our distant friends
or relatives, buying branded products or
goods on-the-go and conducting business
meetings is possible with just a single click.
We believe that all these changes have
made our lives more comfortable than
before. However, there is a critical concern
that is eating up most parents from inside,
i.e., whether technology is affecting their
children for the good or bad? What are
some of the side effects of technology?
What are we to do about the tech overload
happening right now to students and
everyone else?
The minds of children are like blank pages.
As we know that the generation of this era
has a high level of dexterity. Their elevated
cleverness allows them to fill those pages
very fast with the provided information.
Such information can be extracted not only
from books and other educational materials
but also from games, TV shows and texting.
A limited use of gadgets can be quite useful
for children as it will allow them to be up to
date with the current technology. However,
the overuse of these advancements can
really hamper or even damage their
development in the personal growth,
communication and educational department.
Though we can’t deny the endowments that
the current era of advancement has
provided us with, but like any other thing,
we cannot deny the fact that there is always
two sides to everything: Good and Bad.
Let’s take a look at the top 4 ways that
overuse of technology has influenced our
children in an adverse manner:
1. Elevated Exasperation
These days, children indulge themselves in
internet, games or texting. These activities
have affected their psyche negatively,
consequently leading to increased
frustration. Now they get frustrated
whenever they are asked to do anything
while playing games or using the internet.
For instance, when their parents ask them
to take the trash out, they get furious
instantly. This behavior has shattered many
parent-children relationships.
2. Deteriorated Patience
Patience is a very precious virtue and its
scarcity could deteriorate a person’s Will.
Determination is a necessity that comes with
patience and without it no individual can
survive the hardships of life. According to
studies, tolerance in children is vanishing
quite increasingly due to the improper use
of technology. For example, children get
frustrated quickly when they surf the
internet and the page they want to view
takes time to load.
8. 3. Declining Writing Skills
Due to the excessive usage of online
chatting and shortcuts, the writing skills of
today’s young generation have declined
quite tremendously. These days, children
are relying more and more on digital
communication that they have totally
forgotten about improving their writing
skills. They don’t know the spelling of
different words, how to use grammar
properly or how to do cursive writing.
4. Lack of Physical Interactivity
No one can deny the fact that the
advancement of technology has produced a
8 | P a g e
completely unique method of interaction and
communication. Now, more and more
people are interacting with others through
different platforms like apps, role-playing
online games, social networks, etc. This
advancement has hampered the physical
interaction skills of many children. Due to
that they don’t know how to interact with
others when they meet them in-person or
what gesture they should carry.
The bottom line is that while technology is a
necessity to survive and flourish in this age
of advancement, it has created a GAP in
interpersonal skills which are vital skills to
succeed in the workplace.
Changes Technology has brought to the classroom
When we talk about what changes
technology has brought to classrooms
across the globe, the answers could
basically be never ending. Teachers could
talk about things like bringing ease to
researching all types of topics, bringing
organisation (and a lack of physical papers
to lose) to the classroom, and making
connections for professional development.
There could be a lot of discussion about the
millions of nuances of amelioration brought
to classrooms – both physical and virtual.
That said, the handy info-graphic below
takes a look at 4 ways technology is
changing how people learn. The things that
I find striking - and important - about this
particular graphic is how simple the concept
is. These four general concepts can be
applied across the board: to learners of all
ages, in all subjects, in any area of the
world or for any type of learner. Take a look
and see what you think: are there any other
very general principles of how technology is
changing learning that can be widely
applied?
4 Ways Technology is Changing How People Learn
· We’re moving away from individual learning towards more blended learning
methodologies
· We’re moving away from more passive learning to active learning
· Differentiated instruction and personalised learning are becoming more popular
· We’re becoming multi-taskers more than ever before
9. 9 | P a g e
Chapter II: What Employers want
We often read news stories about how
employers feel that applicants who’ve left
school, college or university lack the ‘soft
skills’ they want. Below we take a look at
some of the most common soft skills, and
how you can sell them to employers.
These skills are transferable skills, so they
can be used in many different types of jobs.
They are personal qualities and attitudes
that can help you to work well with others
and make a positive contribution to
organisations you work for.
However, this isn’t to say that technical skills
and knowledge aren’t also important,
particularly computer skills. But remember
that technical skills can be taught more
easily than soft skills, which tend to be
either personal characteristics or skills that
have been fine-tuned over a period of time.
Communicating
This is perhaps the most common entry on
person specifications for job vacancies, and
for good reason. Skilled communicators get
along well with colleagues, listen and
understand instructions, and put their point
across without being aggressive. They can
change their style of communication to suit
the task in hand – this can be invaluable in
many different situations, from handling
conflict to trying to persuade a customer of
the benefits of buying your product. If
you’ve got good communication skills you
should be able develop constructive working
relationships with colleagues and be able to
learn from constructive criticism.
Making decisions
There are different styles of decision
making, but the important thing is to be,
you guessed it, decisive. Gathering all the
important facts, seeking advice, looking at
the big picture, considering alternatives,
being aware of repercussions – these are all
things that go into making a good decision.
Things to be wary of are indecision and
making snap decisions.
Showing commitment
Employers want people who are
dependable, reliable, enthusiastic, and enjoy
hard work. Employees that are committed
need very little supervision or motivation to
do their best and get the job done.
Flexibility
We live in rapidly changing times in the
workplace, so if you’re adaptable and
flexible, you’ll be able to change with the
times. It’s a great asset if you are able to
step outside your comfort zone and try your
hand at something you haven’t done before.
Employers like people who are positive,
upbeat and have a ‘can-do’ attitude.
Time management
When deadlines are looming, good time
management is about prioritising the most
important tasks, and then deciding which
actions will produce the maximum output
with the minimum effort. Are you a good
juggler - can you work on several different
projects at once?
10. Leadership skills
Even if you’re not managing staff yet,
leadership qualities are valued by
employers. They look for people who lead
by example, constantly look to improve,
motivate themselves, are positive, and know
when to follow instructions and when to
show initiative.
Creativity and problem-solving skills
The ability to apply both logic and creativity
to solve problems is highly valued by
employers. If you are the kind of person
who tries to see the solution as well as the
problem, this will stand you in good stead.
Being a team player
A good team player has the team goals clear
in their mind and works with others to
achieve them. They are open and honest,
and offer constructive suggestions and listen
to others.
10 | P a g e
Accepting responsibility
Employers are on the lookout for people
who take pride in their work, and are
confident enough to put their name to it.
They also respect people who can hold their
hands up when things go wrong, and don’t
pass the buck. Everyone makes mistakes -
it’s how you react and learn from them that
counts.
Ability to work under pressure
Whether you’re trying to hit a challenging
deadline or an urgent job has just landed in
your lap, employers want to know you can
put the stress to one side and focus on the
job in hand. Can you decide quickly which
approach will achieve the maximum results
in a short period of time, and then get the
job done?
Survey by: National Career Service UK
11. Press Release
25 Apr 2013
CIPD research reveals a gulf in expectations between young people and employers that is
contributing to high levels of youth unemployment
There is a clear mismatch between
employers’ expectations of young people
during the recruitment process and young
people’s understanding of what is expected
of them. This is hindering young people’s
access to the labour market, contributing to
the high rates of youth unemployment
(currently almost one in five 16-24 year olds
are unemployed*) and fuelling a ticking time
11 | P a g e
bomb of skills shortages for UK businesses,
who may be unwittingly limiting their access
to this important and diverse pool of talent.
These are the findings of the latest research
from the Chartered Institute of Personnel
and Development (CIPD), being launched
today at a joint event with Business in the
Community (BITC).
CIPD Research Report: Employers are from Mars, Young people are from Venus (April 2013)
12. 12 | P a g e
Education Institutes need to assess their Curriculums
This year’s “The Learning Curve” report from Pearson takes a look at education across the
globe. What I find even more interesting is the focus on what skills current students need to
meet the ever changing needs of the global market, and some potential ways to address
shortcomings in our collective educational systems.
So what are the things that are becoming just as important as the ever-traditional ‘Reading,
Writing, and Math’? Take a look below. Do you already incorporate these ideas into all of your
classes? Which do you find hardest?
Necessary Skills For The Future
1. Leadership
2. Digital Literacy
3. Communication
4. Emotional Intelligence
5. Entrepreneurship
6. Global Citizenship
7. Problem Solving
8. Team-Working
13. What is the DISCflex™ Program
· The DISCflex Assessment
· The DISCflex Report
· Targeted Learning
13 | P a g e
1. Videos
2. Quizzes
3. Tests
Chapter III: The Solution
14. DISCflex™ teaches individuals how to build a conscious awareness of their behavioral tendencies
and other’s behaviors to build better relationships, work better in teams, and is a key tool to use
in management classes.
DISCflex™ Key Benefits:
14 | P a g e
– Students understand their general behavioral tendencies so that they can form
successful business teams and learn proper interaction amongst team members
– Learn why being “a chameleon on a rainbow” can give students the skills they
need to dial up, or dial down certain characteristics about themselves to adapt in
any situation.
– Students recognize the behavior tendencies of others, and learn how to work
together in a cohesive environment.
– Recognise why behavioral flexibility is the key to their success!
15. Features Benefits
1. An upcoming student, getting prepared to enter the business world, will gain an
understanding of their general behavioral tendencies - whether they are dominant,
influential, steady, or compliant.
2. DISCflex™ makes each student aware of their general behavioral tendencies, then
teaches them how to work with other students who have opposing traits, which creates
cohesiveness within group / company setting.
3. Students begin to understand that when entering the corporate world, they may have to
staff an organisation, and they cannot afford to make hiring mistakes. Therefore,
students need to be made aware that DISC assessments are an excellent way to assess a
person BEFORE they are hired into their workforce, to see if they are a good fit for their
organisation.
4. Students and professors can create a balance of team members for optimal performance.
Making use of the DISC Assessment assures that the team has the proper balance of
dominant individuals, influential individuals, steady individuals, and compliant individuals.
Learning Outcomes
Develops an understanding of the difference between self-perception and other people’s
perceptions of your behavioral tendencies. Students need to have this skill set to determine their
perception of themselves, versus how others perceive them.
Develops essential stills that students need, such as communication, teambuilding, and decision
making based on their personal DISCflex™ pattern.
Develops an understanding of how to become a “chameleon on a rainbow” and realise how to
adapt to other people’s personality styles and behavioral approaches to maximise effective
communication skills and create cohesiveness within an organisation.
Learn effective ways to give positive and constructive feedback to others.
Discover techniques used to minimise conflict and build group commitment.
15 | P a g e
16. 16 | P a g e
Who is using the Program
Testimonials
―Now, when I‘m in a meeting, whether it be with employees or clients, I am well-armed to deal
with sabotage, perfectly equipped to handle objections, and able to think faster on my feet. Most
important – I actually communicate better at home, too! Has it made a difference? You better
believe it!‖
Harry Salko, Top 50 Producer
Nationwide Financial Services Group
―We are analyzing problems and finding team solutions quickly with a LOT less politicking and a
lot more pro-activeness. We can joke and get the message across about expectations and
appropriate actions and behaviour. Being able to revisit the lessons you explained has been
invaluable to my success as a team leader and executive.
James Cohen, Vice President – Europe Far East Operations
ANAT Marketing
--With over 25 years in the field of behaviour change, the DISCflex™ is the most dynamic tool
that I have seen in years. The comprehensive nature of the Business Behaviours Report will
help individuals be more aware of strengths and weaknesses and companies better manage their
talent. The additional piece of 20+ hours of video training to guide the behaviour change knocks
the DISCflex™ out of the park.
Jon D. McKanna MS, LPC, LSW
17. Sample Syllabus
Flexibility for Professors
17 | P a g e
is a complete solution for
its own or used as supplementary material
Week(s):
any department or classroom
material.
1-2 DISCflex™ Business Behaviours Report/Receive 3rd party input
3-4 DISCflex™ Part 1
whether used on
- Session 1-4 - Complete Sessions/Activities in Sessions 2 4
(focus on Goal Setting Chart
activities) and turn in
5-6 Life Skills Part 1
The Escalation of Sub-factor involvement
- Sessions 6 9 - Complete Sessions/Activities
Pick 3 Sub-factors that are most relevant to you
7-8 Life Skills Part 2
and turn in
- Sessions 3 4 - Complete Sessions/Activities and turn in
- Session 2 - Complete DISCflex™ SWOT Analysis
DISCflex™ Part 1
turn in
9-10 Complete Sessions on the 3 Sub
Life Skills Part 2
- Session 6 Self Talk - Complete Session/Activities and turn in
11-12 Life Skills - Part 1
Life Skills Part 2
Sub-factors most relevant to your personality
- Session 10-11 - Complete Sessions/Activities and turn in
- Session 5 - Complete Session/Activities and turn in
13-14 Secrets to Land your first Real Job
- Complete Sessions/Activities
Activity and
18. 18 | P a g e
Chapter IV: References
· Research by Praxis from tomorrow's people January 2013 report, Future Digital Journeys
· Research report by CBI the voice of business CBI/PEARSON Education Skills Survey 2014,
Gateway to Growth
· Research by Profiles International, 2014 Employee Engagement in the Modern Workforce
· CIPD in Association with Business in the Community, April 2013, Learning to work
· Institute of Education (IOE) Education Endowment Foundation Cabinet Office, November 2013,
The impact of non-cognitive skills on outcomes for young people, Literature Review
· National Career Service UK
· UK Commission for Employment and Skills (UKCES)
· DISCflex Indaba Global Validation
· Research Report Aberdeen Group The missing skills 2013