Welcome to VUCA We live in a VUCA universe. Does that describe your day-to-day world? Here's the bad news (as if VUCA itself were not bad enough). The rate of VUCA is speeding up. In his book Leaders Make the Future: Ten New Leadership Skills for an Uncertain World, Bob Johansen of the Institute for the Future tells us: "What will be new in the years ahead is the scale and intensity of the VUCA World. Having spent forty years forecasting, I believe that the future world will be more volatile, more uncertain, more complex and more ambiguous than we have ever experienced as a planet before." The signs are all around us, from a widening gap between rich and poor that threatens the global economy to the increasing oscillation of global climate change. All of this leaves us, with one burning question. How do we, as business leaders, demonstrate leadership mastery in a VUCA world?
After a decade of psychological research and inquiry into what makes people happy, the value happy employees bring to work has recently gained attention in the business press. The evidence that is emerging is compelling. Happiness isn’t just a good idea, its extremely good business. By happy we mean feel happy, feel engaged and feel like life and work has meaning and purpose. When unhappy employees outnumber happy workers by two to one according to the latest Gallup global workplace report, is it time your organisation took happiness at work seriously? The advantage of happiness Shawn Anchor, author of The Happiness Advantage, makes a compelling case that the greatest advantage in today’s economy is a happy and engaged workforce. In his recent blog he highlights research over the past decade that proves happiness raises nearly every business and educational outcome: increasing sales by 37%, productivity by 31%, and accuracy on tasks by 19%.
Google doesn’t just hire anyone, like certain movies might have to believe. That doesn’t necessarily mean you have to be a certified technical genius either. In fact, if you are something called a “smart creative”, they may very well be looking to hire you.
What is a smart creative? The simplistic name is definition enough to get the point across. A smart creative is someone that combines a technical way of thinking with never-ending ideas and ways to tackle complex issues. These are the people who might not be in the top percentile of their universities or even in positions that allow them to use their interesting perspective or really shine.
For decades, the U.S. Bureau of Labor’s Economic and Employment Projections have been the bellwether for predicting what the hottest jobs up to a decade out would be. But with the rapid pace of technological change disrupting industries faster than ever before (think: robotics, 3-D printing, the sharing economy), it’s becoming obvious to many futurists that past trends may no longer be a reliable indicator of future job prospects.
"In the last two centuries, we’ve seen two significant shifts in the global labor market," says Graeme Codrington, futurist at TomorrowToday Global. "First we stripped the agricultural sector of workers, and then we did the same to manufacturing. Now the machines are coming for the tertiary sector, and will begin to strip companies of their white-collar workers in the next decade."
Top Jobs Today That May Disappear By 2025 Many jobs in 2015 that are considered "hot" likely will be much diminished by 2025, according to Graeme Codrington, a futurist at TomorrowToday Global. Is yours on the chopping block? - Front-line Military Personnel Will Be Replaced With Robots - Private Bankers and Wealth Managers Will Be Replaced With Algorithms - Lawyers, Accountants, Actuaries, and Consulting Engineers Will Be Replaced With Artificial Intelligence
1/ Market Fragmentation The end client recruiter, in particular, faces the daunting task of trying to understand what tools and services are out there. After a sustained period of innovation, there are hundreds of potential solutions to the problem of how to get your job filled. Unfortunately, amongst the very good ones there are also some very poor ones too. From Job Boards, to aggregators, to social media, to sponsored advertising, to agency recruiters, to resourcers, to RPO's ... the list goes on. Accept that each job requires a different set of solutions and the problem is magnified. The challenge is to find the best combination of advertising media and technology and apply the appropriate process in order to get the job filled in the most efficient and cost effective manner. Identifying a tool or service that can centralise all your recruitment activities will bring some sanity to this challenging problem.
Not burning a bridge is taking on new meaning in the current job market as many companies are welcoming back former employees with open arms.
With skill shortages and talent wars breaking out in many industries, companies are forced to overhaul their thinking.
Consider this: a new survey of 1,800 human resources professionals by WorkplaceTrends.com and Kronos found that while close to half of respondents said they had a policy against rehiring former employees, 76% say they are more accepting of hiring boomerang employees today. Managers are on the same page, with close to two-thirds saying they would be more willing to bring back former colleagues. “There’s a new perspective,” among hiring managers, says Dan Schawbel, founder of WorkplaceTrends.com. “Companies realize that when hiring boomerang employees they get up to speed quicker.”
From the self-checkout aisle of the grocery store to the sports section of the newspaper, robots and computer software are increasingly taking the place of humans in the workforce. Silicon Valley executive Martin Ford says that robots, once thought of as a threat to only manufacturing jobs, are poised to replace humans as teachers, journalists, lawyers and others in the service sector. "There's already a hardware store [in California] that has a customer service robot that, for example, is capable of leading customers to the proper place on the shelves in order to find an item," Ford tells Fresh Air's Dave Davies. In his new book, Rise of the Robots, Ford considers the social and economic disruption that is likely to result when educated workers can no longer find employment.
AT THE DUSSELDORF airport, robotic valet parking is now reality. You step out of your car. You press a button on a touch screen. And then a machine lifts your car off the ground, moving all three tons of it into a kind of aerial parking bay. Built by a German company called Serva Transport, the system saves you time. It saves garage space, thanks to those carefully arranged parking spots. And it’s a sign of so many things to come. But the one thing it doesn’t do, says J.P. Gownder, an analyst with the Boston-based tech research firm Forrester, is steal jobs. In fact, it creates them. Before installing the robotic system, the airport already used automatic ticket machines, so the system didn’t replace human cashiers. And now, humans are needed to maintain and repair all those robotic forklifts. “These are not white-collar jobs,” Gownder tells WIRED. “This is the evolution of the repair person.
Whether it's in the business world or in personal relations, there is one thing that we all need to get along and be successful: trust. We all strive to have people trust us, but the truth is that trust is often hard to build. Luckily, there are some steps you can take to instantly appear more trustworthy. Here are five body language secrets to help you earn people's trust. 1. The eyes have it. The first thing you want to remember when building trust is to keep eye contact. Eye contact is one of those things we subconsciously take note of every time we meet a person. Have you ever tried to have a conversation with a person who was constantly shuffling around and looking in different directions? Sporadic eye contact communicates a lack of interest, distraction, and even dishonesty. Whenever you're speaking, be sure to keep good, steady eye contact.
Characterizing HiPo Employees Being successful at work is as much about motivation as it is behavior. The most promising employees may look like high-flyers, but before investing time and money in their development, organizations must be sure that they have the necessary drive to seek out and grasp the next career opportunity. The six motivations are: Immersion: Employees prefer roles that require a personal commitment above the norm. Activity: They prefer fast-paced, multi-tasking work environments. Power: They want the opportunity to exercise, influence, and shape how things are done. Interest: They look for roles and assignments that provide variety and stimulation. Flexibility: They seek out work environments that allow more fluid ways of working. Autonomy: They are attracted to roles that allow them autonomy in how they execute their responsibilities.
Overcoming resistance to culture change needs reimagined. Many change teams lament the existence of resistance when they should be using it to their advantage. Leaders are shocked when their organizations don’t immediately embrace their culture shifting initiatives. Rather than allowing resistance to undermine change, leaders and teams can leverage resistance when they understand it and when they apply the principles of strength and simplicity. Many change teams lament the existence of resistance when they should be using it to their advantage. Recognize Real Resistance
Having the right keywords in your social profile, particularly in LinkedIn and Google Plus, is critical to making yourself visible to recruiters and hiring managers who are often searching through them for qualified job candidates. With the right keywords in your social profile, your profile will appear in search results, and appearing in search results is the way you are found by employers and recruiters. Without the right keywords, your profiles (and you) are invisible, regardless of how well-qualified you might be for the job you want, because your resume may never be seen by a recruiter. So, What Are Key Words? The words we type into the search box on a search engine are "keywords." Recruiters and employers use keywords when searching through search engines and social networks, like LinkedIn, as well as employer applicant tracking systems ("ATS") and resume databases. What Are Keywords for Job Search?
In 2035, the youngest boomers will be 71. The oldest among us will be 89. What is it going to be like to look back from that vantage point? Hopefully, most of us will have figured out how to keep working as long as possible -- certainly to 70, when the maximum Social Security benefits kick in, but probably longer. It won't be in the 9 to 5 corporate jobs most of us were weaned on in our careers. I expect it will be more entrepreneurial, more free-lance, and more service-oriented. But in any event, there are going to be some key adjustments we're going to have to make in order to successfully navigate the continually changing global economy.
High-performing leaders have evolved to demonstrate particular traits for success. They know how to compete by identifying the rules and formulas for winning. They excel at setting goals then creating maps and processes for achievement. They are experts and authorities in their fields; they have answers through experience and knowledge. In an environment with spreadsheet projections, linear processes, and “this therefore that” algorithms, these traits are integral to a manager’s success. However, the pace of change in the global landscape has dramatically altered the lay of the land. Organizations now run in a VUCA world— a world of volatility, uncertainty, complexity, and ambiguity. While superficially the traditional traits of managers appear to be indicators of high-performance, these very traits create obstacles in navigating through the turbulence, and can derail efforts to lead an organization into the future.
6 van de 10 medewerkers overweegt een nieuwe baan. Wat zoeken zij wat u ze (misschien) niet kan bieden?
Het binnenboord houden van uw huidige medewerkers wordt een steeds grotere opgave voor HR nu de arbeidsmarkt weer aantrekt. Zestig procent van uw personeel denkt er namelijk over om binnen een jaar voet buiten de deur te zetten. Zo blijkt uit onderzoek van arbeidsbemiddelaar Robert Half. Aan het onderzoek werkten 1000 Nederlandse kantoormedewerkers mee. Generatie Y vol vertrouwen Een mooi gegeven voor het personeel: het vertrouwen dat het lukt een nieuwe baan te vinden groeit bij de ondervraagden. 60 procent zegt meer vertrouwen te hebben in het vinden van een nieuwe uitdaging in vergelijking met een jaar geleden. Onder de werkzoekenden zijn wel grote verschillen te zien tussen generaties. Werknemers van generatie Y lijken in veel grotere mate (79 procent) uit te kijken naar een nieuwe baan in vergelijking met professionals van generatie X (57 procent) en de babyboomgeneratie (48 procent). Generatie Y schijnt sectoren als de zorg, overheid en techniek overigens vaak over te slaan in deze zoektocht, omdat ze deze organisaties vaak niet aantrekkelijk genoeg vinden.
If you had to guess, how many women out of a thousand would you think have a robust career plan that is working for them? What percentage feels right to you? 60 percent? 80 percent? Surprisingly, it's much, much lower. For the U.S. release of my book, Getting Real About Having it All, I researched 1,000 professional women, looking at everything from work life balance, to career ambition, wellbeing, and yes, career planning. I was a little staggered at the results. More than 70 percent of women said that they didn't have a career plan that was working for them and 48 percent of women said that they were just winging it when it came to their career. Winging it, meaning that they had absolutely no plan, no vision, and no foresight into what they were actually doing. They were just making it up as they went along. When I was growing up through my management career, I never had a plan. I would constantly get into heated discussions with women who were older and further through their career than I was who would argue intensely that you absolutely needed a plan. You needed a five-year plan. You needed to know every single step of what that plan looked like. I never agreed with that, but whilst I didn't have a formal plan, what I did have was a vision for what I wanted my career to look like.
I think about resumes a lot. I look at resumes on Pinterest and Instagram all the time. I want to know what’s new and what’s fresh with resumes. I want to stay away from anything old school and outdated. I want to make sure that I use anything that is professional and different. Resumes are fascinating yet complex and frustrating, all at the same time. Why do employers judge you based on this document? Why is it fair to make an evaluation of someone’s previous experience and future potential, within 15 seconds? How can something so simple be so darn hard to create? You have to have more respect for the resume because a good one can get you in front of the right hiring manager and from there you should be able to get the job. If you have a good resume then you can be referred by your friends (remember the referral is still the best way to get job) so don’t think a crappy resume will work. Your resume is the best marketing tool for the job world. It can open many, many doors.
Simon Townsend wants to build the future. His problem? The world of talent management isn’t moving fast enough. Like many ‘futurists’ and ‘innovators’ before him (the term ‘innovation’ is actually in his job title) he sees a world without the structures, frameworks and barriers that hinder so many organisations and institutions today. A world where work is task based and varied, you drive an Uber on the side, and we look to Africa for our management lessons. So, how do we prepare for these challenges? What role does HR play in the changing world of work? This week we talked to Simon about why the workforce has fundamentally changed, industries who need to prepare for significant disruption and how the answers to our challenges may lie beyond our boarders.
From Rosie, the Jetsons' robot maid, to Arnold Schwarzenegger's cyborg in The Terminator, popular culture has frequently conceived of robots as having a humanlike form, complete with "eyes" and mechanical limbs. But tech reporter John Markoff says that robots don't always have a physical presence. "I have a very broad definition of what a robot is," he tells Fresh Air's Terry Gross. "A robot can be ... a machine that can walk around, or it can be software that is a personal assistant, something like Siri or Cortana or Google Now." Markoff, the author of the new book Machines of Loving Grace, points out that artificial intelligence plays a role in many of our lives — sometimes without our even realizing it. "I have a car that I bought this year ... that is able to recognize both pedestrians and bicyclists, and if I don't stop, it will," he says. "That's a very inexpensive add-on that you can get for almost any car on the market now."
The prospect of machines stealing our jobs has perturbed and enraged humans for at least 200 years. The Luddites hit the alarm bell, and not without reason: The automation of weaving and spinning technology displaced an entire class of skilled artisans. But ever since, economists and historians have dismissed the Luddites as jokes, because the forces of industrialization they decried ended up making the world a far richer and more comfortable place. Technological progress has created far more jobs than it has destroyed.
Cover of the book "Rise of the Robots" by Martin Ford (Basic Books) So far. But this time might be different. This time, writes Martin Ford in "Rise of the Robots: Technology and the Threat of a Jobless Future," the robots are coming for (almost) all the jobs. They're getting too smart, too flexible and too convenient. And that's a problem, because if robots take all the jobs, our long march of progress may well go into reverse.
Thanks to the people we accomplish the development strategy of our Group. Their potential, knowledge, abilities and passion help us to achieve our aims and introduce new production, financial and commercial solutions. That is why during our recruitment process we pay attention first of all to: Creativity: for us it means looking at the problem from many points of view, using knowledge and imagination to find the most original and at the same time optimal solutions, going beyond schemes Elasticity: for us it is ability to find yourself in a new, continually changing milieu, trouble-free acceptance of changes that stimulate to action. Will to constant self-improvement: for us it means a will to constant personal improvement and investments in self-improvements Ability to cooperate: for us it is efficient communication with people from different milieus, attentive listening and skillful expression of one’s opinions.
In that deflating moment when the star employee you painstakingly mentored tells you that despite much admiration and gratitude she’s leaving for something better, it’s easy to react emotionally and to blame others—those disloyal millennials, can’t believe the competition poaches like that—but you can only reduce turnover in the future by accepting “blame” yourself. Loyalty is a two-way street. After the warm goodbyes and mental expletives, it is worth taking a hard look at whether the value your company offers employees still aligns what they (especially high potentials) are looking for. According to a new report from Right Management, Fulfilling Careers Instead of Filling Jobs: How Successful Companies Are Winning The Competition For Talent In The Human Age, two thirds of the factors that motivate performance at work are tied to career conversations and development opportunities.
It may not be evident; it might be just beneath the surface. You may have seen glimpses of it…throw in some baby boomers and millennials in an enclosed space and you’re looking at a combustible mix of personal and professional differences and (mis)perceptions. Close to twenty-five percent of HR professionals surveyed by the Society for Human Resource Management (SHRM) in 2011 reported some generational conflict in the workplace. The tensions seem all but inevitable, as millennials (those born between 1981 and 2000) and boomers have very different outlooks on work, life, and technology. Whether their perceptions of each other are accurate or not (many are actually not), forty-seven percent of younger workers complained that older managers were resistant to change and tended to micromanage. Meanwhile, roughly thirty-three percent of baby boomers polled complained that their millennial counterparts were too informal, entitled, entirely too dependent on technology, and lacked respect for authority.
Employee Engagement is the Wrong Question I never expected I’d write about employee engagement. Fundamentally, I dislike the discussion for one simple reason: I think it’s the wrong question to be asking the workforce. Gallup, with extensive research dating back to the late 1990’s, is regarded as the authority on the topic and created the Q12 survey. Annual statistics report employee engagement percentages across three spectrums: actively disengaged, not engaged, and engaged. The 2014 Gallup numbers came in at 17.5%, 51.0%, and 31.5% respectively. I find that the numbers fluctuate only a couple of percentage points from year to year. So for all the talk on the topic, not much changes. From my perspective, here’s the miss. “I” am the fundamental equation in the question, and yet no one is asking me about “me”. Engagement surveys don’t inquire about personal well-being or my individual level of happiness. Shouldn’t the individual be the primary conversation…? I think so.
What you ask for during a salary negotiation doesn’t just influence how much you earn -- it also tells your future employer whether you’re good at negotiating, which is a skill you can put to work for the employer once you’re hired. To win your best salary, continue talking until you get everything you want, whether that’s a higher base, an early salary review or company-paid childcare, DeLuca says. “There’s always a risk involved with any questions you raise when the offer is made, but it’s better to ask questions then, because if [the company is] uncompromising, that’s not a healthy situation,” he says. “If they have no tolerance for questions, you need to know that up front.” Think of a salary negotiation as your chance to shine. “The person on the other side of the desk is evaluating you,” DeLuca says. “This is going to show you’re astute in dealing with the outside world. When you get the offer, don’t let your guard down -- you’re still on the firing line. Feel confident, because they’ve come to you with an offer.” To make sure you get all you deserve, DeLuca recommends asking these 10 questions: ..........................
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