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: ..........................
Psychometric testing attempts to assess mental abilities and qualities in a scientific manner. Psychological testing for recruitment brings objectivity and standardization to the recruitment process, but experts disagree on whether such tests show the complexities of human nature. Application Psychometric Tests in Recruitment Psychometric testing is a new method of psychological measurement, and its application in recruitment helps reveal the candidate's personality, aptitude, and orientation. Psychological testing for recruitment attempts to measure different traits of candidates. The common types of psychometric tests used in recruitment include:
Here are the signs: 1. The interviewer acts interested (sits up straight), polite, listens carefully, asks good questions and the discussion goes smoothly. 2. The job interview lasts more than the scheduled time. Say – more than 30 minutes. 3. You are introduced to the other team members. 4. The interviewer spends time answering your questions. He or she tells you many details about the job duties, responsibilities, company culture, workplace environment etc. – he “sells” the position to you… 5. The interviewer asks for your references. 6. ..............
Human identity, the idea that defines each and every one of us, could be facing an unprecedented crisis.
It is a crisis that would threaten long-held notions of who we are, what we do and how we behave. It goes right to the heart - or the head - of us all. This crisis could reshape how we interact with each other, alter what makes us happy, and modify our capacity for reaching our full potential as individuals. And it's caused by one simple fact: the human brain, that most sensitive of organs, is under threat from the modern world.
We’re not big on setting resolutions only in January at Pluralsight. We believe it’s important to strive for excellence year-round, rather than just once a year. That said, there’s value in using the year’s starter months to reassess your current skill sets and identify areas for improvement, growth, and learning. Technology is one area that no one in any industry can afford to grow complacent about—tech is changing so quickly that skills you mastered last year may already be outdated. In such a quickly evolving industry, information decays at a rate of 30% a year, according to Research in Labor Economics, rendering nearly a third of last year’s tech-related knowledge irrelevant. But don’t panic—there’s a solution. Staying up-to-date with emergent technologies and trends—as well as the skills needed to master them—will help you offset the lightning-fast pace of skills disruption and keep you ahead of the curve. Continuous learning is the key to maintaining an ongoing competitive advantage, both for individuals and organizations. On that note, here are the top six tech skills that Pluralsight has identified as not just “nice-to-know,” but “need to know,” in 2015:
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?
Psychometric testing refers to the process of measuring a candidate's relevant strengths and weaknesses. This form of measurement is primarily employed to assess employment suitability, including company-candidate fit. The aim of psychometric tests is to gain an accurate bearing of the candidate's cognitive abilities and personality/behavioural style.
The process of testing candidates is a bimodal process. In order to increase the validity of the psychometric testing process, Psych Press endeavours to assess candidates using both cognitive tests and personality assessments. It has been found that implementing both forms of testing subsequently complements and increases the validity of the assessment process. Detailed below are the main areas of concentration for both cognitive aptitude and personality assessments.
Humans have a remarkable capacity to understand what other people are doing. This plays an important role in our ability to strategize about what the other side is likely to do in a negotiation and to make sense of why the people we work with act as they do. The most common way we do this is by imagining ourselves in someone else’s position. But the problem with simulating other people’s behavior by imagining what we would do is that there are systematic ways that other people differ from us. These differences lead to errors in our predictions about how other people will act. One of the most obvious ways that people differ is in their core personality characteristics. Personality reflects relatively stable differences in the goals that people are motivated to pursue. If you understand the core dimensions of personality, then you can use that information to assess the characteristics of the people you work with. When you know their personality profile, you can make better predictions about what they will do. A great place to start is with what personality psychologists call the Big Five personality characteristics. These traits reflect the most prominent ways that people differ from each other.
Why do we even care about being authentic? That’s a very good question and it deserves a very good answer. Authenticity sees inside your hard shell exterior and opens your eyes to what you really want from your life. Authenticity means you aren’t exhausted trying to be the person you think you must be instead of who you were meant to be. If we are true to ourselves we are not limited, we are fulfilled, we are healthier, happier and here’s a newsflash for you; when we are authentic we trust – trust ourselves and others trust us too. Authenticity paints a wide stroke affecting individuals, team morale, employee engagement, innovation, customer service, and the cultures in our workplaces. The effects of authenticity are real. Before you even finish reading this book you can start to practice authenticity.
Unfortunately, there are many job interviews that one attends that went badly for him or her. You were too anxious, nervous and generally feel bad about your performance. It can happen - after the job interview, one should learn from job interview mistakes for his next interviews. However, there were many cases that the body language of the interviewer is unclear. This article provides 10 signs of a bad job interview.
Wie de vele berichten over verantwoord beleggen leest, krijgt de indruk dat het onbegonnen werk is. Alleen over controversiële wapens lijkt overeenstemming te zijn. Maar onderwerpen als klimaat, bezette Palestijnse gebieden, werknemersrechten en conflictgrondstoffen zijn omgeven door dilemma's. Ook is er onenigheid wat nou het meeste effect heeft. Praten met bedrijven over hun slechte prestaties op het gebied van bijvoorbeeld mensenrechten? Of juist niet in bedrijven met slechte prestaties beleggen? Hoe bereik je echt iets: door niet te investeren in wat niet goed, is of door alleen te investeren in wat wel goed is? Al die vragen en overwegingen kunnen je de indruk geven dat je maar beter niet aan verantwoord beleggen kunt beginnen. Toch willen steeds meer pensioenfondsen, verzekeraars en banken die kant op. Gaat dat wel goed?
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