You know the drill. You’re unhappy in your current job — or unhappy with no job — and are desperately updating your LinkedIn profile that hasn’t been touched since the last time you were in this situation Well, you’re not alone; this sums up the...
Via Vicente Montiel
Summary How do you change an organisation’s culture on social media? I had a job interview not so long ago. During the interview I felt that the job was not for me so when I found out that I had not got it, I wasn’t surprised. What did surprise and sadden me was the organisation’s attitude towards digital and social media – one that reflected my final six months in the civil service during the first half of 2011. Essentially social media was something dealt with by communications teams. As far as everyone else was concerned, you didn’t do social media in your work time.
Off the top of my head, two of the main things that should drive corporate culture changes are:
An external shockA significant piece of management information about the organisation that it was not previously aware of.
the families and work institute released their 2012 national study of employers. this study examines trends related to workplace flexibility, health care and economic security benefits, caregiving leave and elder care assistance.
Here are some of their findings:
employers are offering more flexible work options, such as flexible hours, telecommuting and daily time off to take care of issues as they arise.
Employers are reducing the opportunities for anything less than full-time work, including change in status (full-time to part-time) and career breaks/sabbaticals.more employers are offering dependent and elder care assistance plans (flexible spending accounts), but fewer are offering backup or emergency care options. (this syncs with the findings from the best practices in workplace eldercare.)
More employers are also offering, and relying on, employee assistance programs and wellness programs to help employees deal with life’s pressures and problems.
The majority of companies expect supervisors to provide a supportive environment and to reward for accomplishment, not face time, but few reward supervisors for either.
Management Tip of the Day: Mentees should listen firstReutersThe Management Tip of the Day offers quick, practical management tips and ideas from Harvard Business Review and HBR.org (www.hbr.org). Any opinions expressed are not endorsed by Reuters.
Marketers miss digital advertising opportunities ITWeb Marketers are missing a powerful opportunity to engage with consumers and deliver personalised experiences that drive brand affinity through digital advertising.
Talented people are as diverse as the clothes they wear. You may be stifling your employees with your dress policy.
When I got out of college, in 1989, I worked double duty: My primary job was for a local TV station called WCBS-TV during the day, and my second job was at Express, a hip retail company, in the evening. (New York City is expensive out of college, no?) Both places required that their people dress pretty sharp (even if we were never in front of clients), and Express even made us wear pantyhose if our legs were showing. Archaic? Today, maybe. But each business wanted its image to be "put together" and its people to be the same.
Fast-forward more than a few years to my email marketing company, VerticalResponse, and you'll often see myself and my team in jeans and T-shirts. Why? I think it's important that people are comfortable in their clothes each and every day. Even when we go to trade shows, we oftentimes wear pretty casual clothes. When I speak in front of large audiences, I'll dress up in a pair of dark jeans with a jacket. (How conservative!) In general, I want our customers to know that they're doing business with real and generally casual people.
But it's not the same for every company. Tech companies are different from law offices, which are different from car detailing shops, which are different from construction sites, and so on. You need to have the proper dress code for each.
I do believe that if more "cubicle"-type companies offered a more casual work environment, they might just attract more talent. Talented people are as diverse as the clothes they wear.
Some benefits that might be considered if a corporate dress code goes casual:
1. People get creative. At VerticalResponse, we had "great shoes Friday," which made dressing up to work fun. We even had people vote for their faves!
2. People love to wear their logo'd hoodies wherever they go; a great culture driver.
3. Our employees are comfortable doing their work in what they want to wear, not what we require them to.
4. No one judges colleagues for what they're wearing.
5. There is less stress on "picking the right outfit" each and every morning.
The worst dress-code experience I've had: a lovely engineer who showed up to work in a bathrobe and Birks. Not a good look if you have people coming into the office; your jeans, all of a sudden, look like a tuxedo!
You might suspect that your best young managers are looking for a better gig—and you’re probably right. Research shows that today’s most-sought-after early-career professionals are constantly networking and thinking about the next step, even if they seem fully engaged. And employee-development programs aren’t making them happy enough to stay.
We reached these conclusions after conducting face-to-face interviews and analyzing two large international databases created from online surveys of more than 1,200 employees. We found that young high achievers—30 years old, on average, and with strong academic records, degrees from elite institutions, and international internship experience—are antsy. Three-quarters sent out résumés, contacted search firms, and interviewed for jobs at least once a year during their first employment stint. Nearly 95% regularly engaged in related activities such as updating résumés and seeking information on prospective employers. They left their companies, on average, after 28 months.
And who can blame them? Comparing the peripatetic managers’ salary histories with those of peers who stayed put, we found that each change of employer created a measurable advantage in pay; in fact, a job change was the biggest single determinant of a pay increase. This represents a significant difference from the past. Job hopping has long been viewed as a shortcut to the top, but research showed that was a myth for earlier generations, who paid a price in terms of promotions and often saw their salaries suffer as well.
There is a long and tired debate about how HR and people leaders need a “seat at the table.” Yet the real seat comes not from a title, level or the “repositioning of HR,” but from knowing the business … (RT @TLNT_com: Want a Seat at the Table?
It’s about confidence, influence, and insight
There is an undeniable need for someone at the table who knows how to line up the business strategy with a talented workforce. Success in an ever-changing, complex business environment depends upon it. HR can’t do this alone, of course, but we can be the ones who know the questions to be answered and the steps to progress.
Those who have a seat with their name on it usually have confidence (they expect to be there), influence (they’re trusted by the others), and valuable insights (a point of view on the business). But to keep the seat, it all comes back to the work – the contribution and topics you choose to bring to the table.
Regardless of your business, industry or location, if you’re asking your leaders and yourself these questions, and acting upon the conclusions, your impact will be noticeable:
What’s our business strategy? Where is the business going? How long do we have to get there? What parts of the business will grow or go? Where do we need more profit? What does our organization need to be like tomorrow to realize the strategy? What workforce trends will affect us? How must the organization function? What capability and roles will be needed? What are the gaps between today and tomorrow? What capability do we need tomorrow that we don’t have today? What are the biggest gaps? How much time do we have to close it? What skills won’t be needed or phased out? How will we close the gap? What can we build ourselves, phase out, buy or engage for a period of time? How will we manage and measure it? What processes do we need to realize it? What’s success and how will we measure it – next quarter? This year? Next year?
Every year, students at Michigan's Lake Superior State University release a list of overused words and phrases that they deem worthy of banishment from the.
It takes a stand and presents a clear point of view
Leaders shouldn’t sit on the fence, so make sure that your content offers a definitive point of view. Putting a stake in the ground can mean taking risks, but if all your content does is toe the line, it doesn’t qualify as thought leadership. This is often a particular challenge for big corporations. Concerned that they might alienate a part of their customer base, some corporations shy away from taking a stand. Unfortunately, doing so turns their content into factual reporting, rather than providing insightful thought leadership.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.