11 Early Career Tips You Need To Know

Looking back, it’s easy to see places where you’ve taken a wrong step, or approaches that didn’t work as well as you thought they might. Maybe you didn’t have enough information to make the correct decision, or maybe it was simply a learning moment, one of many people have to suffer through.

To help you avoid early career mistakes, members from Forbes Coaches Council have compiled a list of things they wished they’d known when they were starting out. This advice is something they often share with new clients or colleagues, in hopes of steering them away from accidentally hampering their professional lives or business. Here’s what they learned:

1. Focus On Listening

Listen first and listen well. Don’t bring answers into a meeting — you have not even asked the questions to identify the specific problems yet. Capitalism is a simple concept: You build trust and win business by listening well, identifying the problem and making yourself an asset by delivering solutions, whether or not it gets you a sale. – Josh Luke, Health-Wealth

2. Be Comfortable Saying ‘I Don’t Know’

As a leader, it’s critical to feel comfortable saying “I don’t know.” I was an executive director at 23, and felt constant pressure to demonstrate my capabilities. I had to learn the harsh lesson that leadership doesn’t have all the answers. Self-confidence and team trust are built from exposing your vulnerability. – Karin Naslund, Naslund Consulting Group Inc

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

3. Ask If You’re Offering The Right Information

As a recruiting leader, I’ve noticed that during successful interviews, candidates often “checked in.” This means they would share information, but pause and ask questions like “is this what you’re looking for?” or “does that help?” When being interviewed, it’s really common to provide as much information as possible. Checking in makes sure you’re delivering the right information. – Mike Manoske, Mike Manoske Coaching

4. Invest In Your Business

When I started my business, I did not think I would have to invest very much money. Now I tell my clients that the sooner you are willing to invest in your business tools, continued education, and good mentors, the sooner you will be able to earn real money. If you treat your business like a hobby, it will pay you like a hobby: nothing. – Hanna Hermanson, Dream Life is Real Life

5. Hire Outside Experts

One thing I should have done is to build a team of employees, freelancers or consultants who are more skilled in areas that are not in my wheelhouse. It is often considerably cheaper in the long run to hire a professional than to learn from your own mistakes. – Kimberly Guiry, Alchemy Leadership Coaching

6. Don’t Settle For Small Game

One thing I wish I had embraced earlier in my career is to “hunt elephants, not rabbits.” I’m really not talking about tracking down Thumper. I’m talking about going after the big projects, ones that may seem impossible to capture, rather than chasing after a scattered assortment of little projects that seem like they should be easier to catch. – Steven Maranville, Maranville Enterprises.

7. Treat Your Career Like An Experiment

The biggest piece of advice I offer to my coaching students is to treat their career like an experiment. It’s OK to fail earlier on, if it means you’re getting closer to identifying your career aspirations. It’s also extremely advantageous to build strategic networks earlier on in your career and nurture that network. “The people you know” is half the battle. – Gaurav Valani, CareerSprout

8. Embrace Redirection

There’s value in leaving things “broken” for awhile. Not everything needs to be fixed right now, or fixed by you — and, sometimes, not fixed ever. Take a moment to take stock on what went wrong, how it fell apart and if it can be improved, not just repaired. If it can’t be improved, then it probably shouldn’t be repaired. Mistakes happen to correct, teach and redirect us. Embrace redirection. – Lynita Mitchell-Blackwell, Leading Through Living Community

9. Make Sure You’re Moving To Where You Want To Go

When starting your career, carefully consider what type of services and clients will lead to creating the lifestyle you desire most. It’s very possible to make great money and not enjoy your day-to-day schedule. As business people, we must look at long-term goals and make sure what we are doing today will lead us where we want to go. – Monique Alvarez, Monique Alvarez Enterprises

10. Don’t Compare Yourself To Others

Early in my career, I often compared myself and my performance to others around me. I always felt as though I was searching for something, which in turn meant that I pushed myself at breakneck pace. What I now understand is that “I” was what I was looking for. Staying in my unique lane and being authentically who I am is enough. – India Martin, Leadership For Life

11. You Can Only Control Three Things

The most powerful advice I’ve ever heard is that you can only control three things: Everything you say, everything you do and everything you think. And that’s enough. What might have changed for me in my career had I learned this earlier? That’s why I always share this insight with my clients, helping them focus only on what’s in their control — and letting go of the rest. – Darcy Eikenberg, Red Cape Revolution

Source: https://www.forbes.com/sites/forbescoachescouncil/2017/12/13/11-early-career-tips-you-need-to-know/#65894358756e

The real impact of emerging technology on the future world of work

There is no doubt that rapid technological advances are changing the nature of work – not just in terms of the jobs that we do, but the way we do them, who we work with, the systems that manage us, and how we plan for the future. Opinions on the future of work and the impact of emerging technologies like artificial intelligence are many and varied, and have generated much debate around whether they will proliferate in work at the expense of humans.

But what is the real story? Will the future of work be dominated by robots? Can people and robots coexist and collaborate? The CIPD and Loughborough University’s new report gathers the evidence and insights, and explores the ethical implications of how we’re currently adopting new technology, to create a basis for delving deeper into how we can ensure that people remain at the heart of work.

Are robots taking over our jobs?
While some have predicted large scale job losses, others have challenged this view by suggesting that when we look at jobs as a series of tasks, it is the tasks that are being automated and the number of actual job losses is minimal. But the majority of commentary has so far fixated on job concerns and the negative impact of technology on people and workplaces. What is crucially missing from these debates is how technology is extending human capabilities and actually augmenting work.

For example, research conducted in the healthcare and transport sectors shows this precise situation. Adoption of technology supported and enhanced human contribution, and allowed people to have some degree of role expansion, rather than removing them from the process completely. The implementation of an automated dispensing system (ADS) in a single UK hospital, for instance, showed a broadly positive impact on in-house pharmacists — reducing the amount of time they had to stay in the dispensary and allowing them to become more active on patient wards. However, on the negative side, when the system malfunctioned, the pharmacists’ inability to fix it became a source of stress. What this highlights is the importance of keeping in mind that some forms of technology are still in their relative infancy and their abilities may look very different over the next few years.

An ethical consideration
Another topic that deserves our attention is the ethics of technology implementation and usage which is becoming a concern to many, particularly as research in this area is embryonic. We’ve found that both scientists and practitioners can see the need for a robust, ethical strategy that will ensure safe use of advanced technologies, with calls for those who develop them to be responsible for the impact they have on people. Indeed, the EU has recently proposed legislation to allow it to ‘fully exploit the economic potential of robotics and artificial intelligence’ while simultaneously guaranteeing a ‘standard of safety and security’. When the UK makes its exit the EU, it’s crucial that we follow the EU’s lead and legislate to maximise the value that AI can bring to our society whilst also protecting ourselves. Any legal and policy approaches should focus on the human values we are trying to protect, rather than on the range of possibilities technological development represents.

A further area of focus is the organisational decision-making process behind technological implementation. How is the choice between human capital and technology being made? What people factors are considered in the introduction of technology in the workplace? These questions warrant further examination.

Our review found that workers’ attitudes and behaviours were a key factor in the extent and manner in which emerging technologies were used. For example, how much workers trust a new system influences how effectively it is used. It is therefore important that employers involve their people in making technological changes and ensure that they are fully aware of the implications, both positive and negative.

What’s HR’s role?
HR professionals have a critical role in ensuring that technology implementation delivers positive outcomes for their people. To do this, they need to have the knowledge and insights to enable their organisations make informed decisions. The challenge will be to recognise the changing expectations of businesses and employees, and ensure that the utilisation of technologies is for the benefit of both.

There is also a wider issue around skills. As the presence of new technologies within organisations increases, there will be a corresponding need for individuals who can engage with them. Currently, this need for skilled individuals is outstripping supply. HR and L&D professionals therefore have an important role in identifying and addressing the skills gaps within their organisations and ensuring they have access to an ‘in-house’ talent pool that can work with emerging technologies.

Source: https://www.cipd.co.uk/news-views/news-articles/impact-emerging-technology

A little appreciation goes a long way with employees

Kelly & Alyce Lee: We recently wrote a column about leadership and motivating employees. A reader responded at length and we asked if he would like to turn it into a guest column.

Michael Johnson: Most employees don’t feel appreciated for their work. This can lead them to feel like their work doesn’t matter, disengage from work, and reduce your impact. The good news is it’s easy to address, and anyone can do something about it.

This is written with my friends at nonprofits in mind, in hopes it might help one or two of them. I have a strong commitment towards making stronger organizations which in turn means making an impact.

I’ve spent years managing at a corporation with exceptional employee engagement, read top management literature on the subject, and interviewed a few nonprofit professionals.

Here’s what the for-profit world says about how to motivate someone:

Ask: the simplest way to get someone to do what you want
Pay: if just asking doesn’t work, you can pay them more to do it (but that’s expensive)
Intrinsic motivation: help people find meaning in their work and they’ll do it for its own sake

I’ll discuss each as they apply to nonprofits.

Ask: In nonprofits, we often assume that mission-motivated employees will just do what we ask. I know a lot of people who are managed this way – the problem I’ve seen is you have to ask over and over and working relationships suffer.

Pay: Money matters a little but not much more than other factors. While people accept lower pay in nonprofits for the sake of the mission the lack of truly adequate pay can be a major de-motivator. Low pay is a real issue for many nonprofits but I understand there is no easy solution. It’s important to note that recognition may not engage employees who are inadequately paid or working in dysfunctional work environments.

Intrinsic motivation: Nonprofit professionals care about the mission. Still, as a manager, that alone is not enough to say they’re engaged in their job. Intrinsic motivation is about specific connections between the day-to-day work and the mission (and other parts of who we are).

Intrinsic motivation is the most important piece of the puzzle because that’s where we can do better. Recognition is a great way to build intrinsic motivation.

Motivating others by giving recognition
Giving recognition can help others see how their work makes a difference.

The key components are

Public: in front of the team, their boss, or others
Mission-tied: relates what they did to how it impacts the mission
Sincere, accurate and positive

For example, “for the last 5K run, Karen stayed late to make sure the sponsors had what they needed. That’s what makes the money so we can all run our programs! Great job.” This helps Karen see herself as a successful fundraiser on the team. It shows how specific work she did made a difference.

Try It!

Almost anyone can recognize others for their good work, and it’s almost always a good time to do it! Here are some ideas:

• Staff: Call out your peers’ contributions. You see the hard work and details more clearly than anyone. CC their manager for extra “umph.”
• Managers: Re-share credit. The best managers I’ve worked with almost always give the credit to their staff.
• Leaders: Help people overcome the fear that they’ll be perceived as selfish, by tying recognition to impact.

Nonprofit staff – keep up the good work – it does matter, whether people see that or not.

Source: http://www.tallahassee.com/story/money/2017/12/18/little-appreciation-goes-long-way-employees/958409001/

Nine pillars of effective talent management

Without them, it is difficult to build an edifice that will withstand hostile market forces

Here are reasons why the ability to effectively hire, retain, engage and deploy talent, at all levels, is extremely important for organisations. One, There is a demonstrated relationship between better talent and better business performance. According to a study by the Hackett Group, companies that excel at managing talent post earnings 15 percent higher than their competition. Two, talent is a rapidly increasing source of value creation. The financial value of a company often depends upon the quality of its talent.

Three, hyper-competition makes it more difficult than ever to sustain a competitive advantage over the long term.

With new products and new business models having shorter life cycles, there is a need for constant innovation. Four, boards and investors are putting senior leaders under a microscope, expecting them to create value.

This pressure drives a growing emphasis on the quality of talent — not just at the C-level, but at all levels

Five, employees today are increasingly interested in having challenging and meaningful work, more loyal to their profession than to the organisation, less accommodating of traditional structures, more concerned about work-life balance and are prepared to take ownership of their careers and development.

So, what best practices should an organisation adopt and ensure a strong foundation for a talent management system?

Align those strategies

Start with the end in mind — talent strategy must be tightly aligned with business strategy. Far too often, the connection between talent and business strategy is considered long after strategic plans are inked in.

Integrate talent plans

Talent management professionals need to move from a seat at the table to setting the table HR needs to own and put in place professional talent management processes and work with line managers to develop business plans that integrate talent plans, including advice on the ability to meet the business goal with the talent on board.

Design success profiles

You must know what you’re looking for — for that, success profiles are necessary. A success profile defines the knowledge, experience, competencies and personal attributes for exceptional performance in each role or job. Success profiles are designed to manage talent in relation to business objectives across the entire spectrum of talent management activities.

Develop all talent

The talent pipeline is only as strong as its weakest link. While succession planning is obviously important, talent management must encompass a far broader portion of the employee population. Value creation does not come from senior leadership alone. The ability of an organisation to compete depends upon the performance of all its key talent, and its ability to develop and promote that talent.

Ensure differential focus

Organisations realise the best returns when promising individuals, those who create value for the organization, receive a differential focus when it comes to development investments.

See subtle differences

While organisations understand the idea of a high-potential pool, they fail to consider the differences between potential, performance and readiness. Potential: Those who demonstrate leadership promise, have a high personal development orientation, give importance to values while delivering results and demonstrate a mastery of complexity. Performance: How well the person is doing in the current role. Readiness: An individual’s ability to step into a new level of responsibility and meet demands of the role within a short period of time.

Make right choices

Talent management is all about putting the right people in the right jobs. For, not everything can be developed.

Lack of motivation for a specific role or a poor fit between employees’ values and those of the organisation leads to poor performance, and no classroom experience or learning activity will change this fundamental mismatch.

Use CASAM approach

Execute your talent management initiative using the CASAM approach. Follow the five realisation factors for sound execution: Communication, Accountability, Skills, Alignment and Measurement.

Create that blend

Talent management is about a potent blend of content, expertise, and technology. It takes best-in-class content to drive the assessment and development of people, and a system constructed by knowledgeable experts who have seen a range of implementations — they should know what works, and what doesn’t.


Three ways to keep from dreading your end-of-year performance review

Every year, American workers steel themselves for the dreaded performance review and sometimes sabotage themselves in the process. But it doesn’t have to be this way.

Many U.S. companies conduct annual performance reviews, giving workers and management a once-a-year chance to discuss how everyone might do their jobs a little bit better. As a management tool, this is not great. The truth is, for all its ubiquity in modern business culture, the long gaps between review periods make this a terrible model for professional feedback. Small issues get blown up out of proportion in the days before a review period, while bigger problems can fade.

Employees can stay in the dark about their bad habits for months at a time, which simultaneously hurts their careers and denies their employer valuable continuous feedback.

This is a bad model, made worse by the tendency of some companies to rely on it as a cost-cutting measure. During the 2008 recession law firms on Wall Street flooded the market with newly unemployed lawyers, all let go after their annual performance reviews suddenly turned sour. More recently, after missing sales goals on its Model 3 by nearly 84 percent in October, Tesla fired hundreds of employees for poor reviews despite, those employees argue, sterling reviews up until last fall.

With that hanging over their heads, many workers spend all year anxious about their annual performance review. At best it’s a chance for a pat on the head or maybe a bit of a raise. At worst, it’s when you get your pink slip.

Fortunately, whether you’re a manager or an employee, there are ways to improve this system.

Ask for regular feedback
There are few systems worse for reviewing or developing talent than allowing long gaps in communication.

“An annual review is not effective for modern employees, especially millennials,” said Andee Harris, Chief Engagement Officer at HighGround Performance Management. “You see things like a team, take a basketball team. The coach is always giving constant feedback and telling them what should be done. You don’t wait until the end of the game to give feedback. You allow for course correction.”

Waiting out an annual or quarterly cycle means that someone can spend months repeating the same mistakes without ever realizing it. Bad habits have time to bake in and, possibly even worse, attitudes harden. In the eyes of the company you might appear to lack basic skills, when in reality maybe you just needed a course correction.

But after months of unsatisfactory work, that narrative settles. By the time performance reviews come around and your employer tells you how to improve, it will be too late.

So get on top of that. Solicit feedback often. At the end of each project, touch base with your supervisor for comments and suggestions. Set up a check-in with management as a part of your Friday routine. You might reinforce a completely different narrative in the process, but it’s better than getting blindsided by mistakes you didn’t realize you were making.

Socialize and connect
“If you look at the research, [the review is] really not about the employee,” Harris said. “It’s about the person who’s rating that employee.”

Get to know your boss, Harris said. Find out what they value and how their minds work, and you’ll be able to better predict how your review will go.

“It’s called the idiosyncratic rater effect,” said Harris. “So if I’m rating you on strategic thinking, it’s about how I view strategy and what I think strategic thinking to be. … And performance reviews show that people get the same rating year after year. It’s a fixed mindset. I think you’re a five or a two, and I keep thinking that unless you do something dramatic to change that.”

There are few better ways to take the anxiety out of a meeting than by knowing the people in it. For many workers, performance review season is so nerve-wracking precisely because they don’t necessarily know what’s going to happen. They haven’t been checking in and they don’t know what their boss is thinking. So fix both of those problems.

Source: https://www.cnbc.com/2017/12/18/3-ways-to-keep-from-dreading-your-end-of-year-performance-review.html

India to see 10% salary hike in 2018, highest in Asia Pacific: Report

Salaries are projected to increase by 10% in India in 2018, the highest in the Asia Pacific region, according to a report. The highest projected salary rise is seen in the energy, FMCG and retail sectors.

“Salaries in India are projected to rise 10% in 2018, same as the actual increase in 2017,” according to the ‘Q3 2017 Salary Budget Planning Report’ released by global advisory, broking and solutions company Willis Towers Watson.

The report covered a range of industries, including BPO, chemicals, construction & engineering, consumer products & retail, financial services, high tech, manufacturing, media, pharmaceutical & health sciences, business and technical consulting and transportation and logistics.

For this, a survey was conducted in July among 4,000 respondents in Asia Pacific, in which about 300 companies participated in the India market.

Although salaries in India are seeing a decreasing pattern in the year-on-year salary increases, the country’s projected salaries for 2018 is still the highest in the Asia Pacific region, the report said.

Among other countries, Indonesia is projected to record 8.5% growth, China 7%, The Philippines 6% and Hong Kong and Singapore both 4%, it added.

“India continues to show high salary increments compared to other countries in the Asia Pacific region. However, given the decreasing pattern in the year-on-year salary growth, Indian employees could see a single digit salary increase in 2018 for the first time since 2011,” Willis Towers Watson Data Services Practice Leader, Asia Pacific, Sambhav Rakyan said.

He said given this trend and the rapid evolution of jobs, skill and the future of work, especially for tech-savvy talent, companies are required to rethink their talent attraction and retention strategies and realise that simply increasing compensation is not a sustainable solution.

“We are also seeing that progressive employers are beginning to leverage employee benefits as a strong lever in differentiating their employee value proposition and ensuring greater transparency in compensation and benefits related communication,” he added.

Salary allocation for top performers in 2017 grew to 39%, up from last year’s 38%, Rakyan said. On the other hand, the budget set aside for average performance decreased by 1% to 27%, he added.

These changes are marginal, but as salary budgets get tighter, it still reflects the sentiment of employers to reward top performers, Willis Towers Watson India Director, Rewards, Arvind Usretay said.

“Therefore, now we see more companies relying on robust processes, governance and training at driving linkages between performance and pay. We expect this trend to gather greater momentum in the next couple of years as companies sharpen their pay for performance policies,” he added.

Among the industries covered in the report, the highest projected salary increase is seen in the energy, FMCG and retail sectors. At 10.5%, these sectors are expected to do better than the overall projected salary of 10%. While at 9.1%, the financial services is the only sector where the projected salary is less than the overall estimated rise, the report added.

“Given the labour arbitrage advantage, segments such as back office operations based out of India can be expected to offer above average increases. “Start-ups and smaller MNCs are also likely to offer above average salary increases to attract and retain critical skill employees,” Rakyan added.

Source : LiveMint

Five Workplace Issues We’ll Be Talking About In 2018

We thought 2016 was a year of turning points. But we had no idea how 2017 would shape up to hold far more moments that affected the workplace, from the current administration’s changing positions on labor policy issues, to whistleblowers sounding the alarm on sexism, racism, and other unfair practices, to the shifting demographics of the workforce itself with the first members of gen Z making their entry into full-time employment.

Here is a look at some of the more significant trends that will continue to dominate the conversation around work in 2018.


Even though transparency is a core value for many companies, the Trump administration is actively working against measures that would make salary data more open to ensure there is no wage discrimination.

The amendment that would have safeguarded federal funding to administrate the Equal Employment Opportunity Commission’s (EEOC) equal pay data collection initiative was voted down by the House of Representatives.  As the March 2018 deadline looms for the Obama-era mandate that requires companies with over 100 employees to report pay data by race, ethnicity, and gender, the acting chairperson of the U.S. Equal Employment Opportunity Commission, Victoria Lipnic, is also suggesting they might not have to do it at all if the commission appoints two Republican nominees. Of course, the wage gap varies by state, position, race, and other factors. For example, female financial advisers make an average of 55% what their male counterparts earn, according to an analysis of jobs by SmartAsset.

In an effort to make things more equitable, the cities of Philadelphia, New York City, and San Francisco, and the states of Massachusetts, Delaware, and Oregon have passed laws to make it illegal for employers to ask about salary history. Prior to these rulings, candidates could refuse to discuss their previous salaries with unintended consequences.

The wage gap will likely have more far-reaching consequences in 2018. SmartAsset’s vice president of financial education A.J. Smith said that when it comes to things like housing, women may be even worse off than the pay gap suggests. “There are only seven cities, out of the 100 we analyzed, where the average woman’s earnings would allow her to be unburdened by housing costs,” Smith said, “Meanwhile there are 63 cities where men typically pay less than the recommended 30% of their income on rent.”

Closing the wage gap could add trillions to the economy, but it’s estimated that it will take 42 years to get there at the current rate of change, according to a report from the U.S. Congress Joint Economic Committee. Monique McCloud-Manley, CEB’s total rewards practice leader, observes that companies stand to benefit in the short term if they achieve pay equity. “Organizations that work to close gaps now will pay less than those that wait to take action,” she says. “The average cost to correct gaps increases by $439,000 each year.”


The year 2017 was punctuated by news of fed-up workers coming forward to tell their stories of discrimination and harassment at the hands of those in power. Allegations led to the resignation or firing of many prominent male executives, celebrities, and politicians.

Sexual harassment protections vary from state to state, not to mention by workplace, even as these high-profile cases appear to have emboldened women (and men) to speak out. The reality is that many U.S. employees still have no legal recourse if they are reporting harassment at work, particularly those employed at small businesses. And many continue to fear backlash and blacklisting. No wonder the (EEOC) reports that about 70% of those who experience sexual harassment at work don’t tell a superior about it.

In light of these developments and the tension between them and preserving the status quo, employees expect their leaders to restate their values and workplace policies.  “Until now, the question has been, “How could this have happened?” says Jim Barnett, the CEO of HR tech firm Glint. He believes that in 2018, the question will be: What can we do about it? “The way this will be accomplished is twofold: It starts taking with a more meaningful, conscious approach to leadership and continues with a concerted effort to change the way organizations monitor employee engagement, with participation throughout the company,” says Barnett. In the coming year, Barnett believes leaders “move beyond check-the-box engagement metrics to dig in and do deeper work developing cultures that emphasize and deliver on inclusion and belonging by using HR technology.”

“‘See something, say something,’ has taken people and companies by storm,” says Geri Johnson, the senior vice president of innovation at SSPR. She says that while companies have conducted training and implemented policies, this past year has opened up a new era of coming forward. But she believes that having more women as mentors may help in the long run. “Mentorship will not solve for the overarching harassment issues we see coming to a head in 2018,” she says, “but it will show you who is interested in change, becoming a well-rounded leader and someone who values diversity.”


This year marked the first for generation Z’s college graduates to enter the workforce full-time, creating a varied quilt of employees in the fabric of the U.S. workforce. Despite the debt load that many have from college, Andrew Heyes, managing director, South, of Harvey Nash Professional Recruitment, says that a survey conducted by the company found that 64% of 18-24-year-olds were taking free courses or reading in their own time to develop new skills, compared to only 56% of 30-35-year-olds.

“Gen Z came of age during the 2008 economic crisis, and many within the generation are more interested in job stability than their millennial peers, who have gained a job-hopper reputation,” says Pranam Lipinski, CEO and cofounder of Door of Clubs. “Employers should be thinking about fostering growth opportunities rather than simply looking to pay them more to keep them loyal.”

Mixed generational management will be at the top and throughout organizations, with gen X and millennials leading, while boomers and traditionalists migrate to project and consultative contractor roles, notes Elaine Varelas, managing partner, Keystone Partners. “Older millennials are entering the C-Suite, and they will be asking boomers to help them as advisers, coaches, or mentors,” she says. “They will look for advisers who have broad experience in a range of economic cycles to map strategies to each organizational goal,” says Varelas, “as long as the advisers work transparently, are open to change, consider the best way versus the traditional way, and move quickly.”

Heyes notes that employers that are more forthcoming with courses and training to enable young people to grow into the type of job roles–management or highly experienced roles–that can protect against ageism in later life.

But Darren Shimkus, vice president of Udemy for Business, says that those efforts don’t have to stop when people reach higher levels in their career. “More employers are recognizing that this shift puts pressure on them to support their workers’ continuous upskilling needs in order to maintain performance and productivity,” he says. Shimkus expects that learning and development teams will get more flexible and creative in order to accommodate diverse learning preferences now that all four generations are active in the workforce at once, such as by enabling mobile learning on demand.


Nearly every survey we’ve seen this year stresses the importance of flexible work for both the already-employed and for job seekers.

A recent study from Staples bears this out. This year, only 32% of employees spent all their time working in or at their office, and 43% of employees say remote work is a must-have.

Laura Handrick, HR analyst of online publication FitSmallBusiness.com, analyzed data from Global Workplace Analytics, Gallup, and others, and also found that telecommuting and working from home is on the rise. “We also found investors are putting more money into hybrid work-live spaces, with companies such as WeWork and WeLive spearheading this trend, and mixed-use (live-work) rentals have increased by 25% over the past seven years.”

Handrick predicts that not only will more companies invest in remote workers, but those who require workers on site will do everything possible to make work feel like home. “Builders will adapt with mixed-use developments that bring workers closer to the office.”

Alongside this is the rapid rise of the freelance workforce, which is growing more than three times faster than the U.S. workforce overall, according to the annual “Freelancing in America” (FIA) survey by Upwork and the Freelancers Union. The number of U.S. freelancers now stands at 57.3 million, representing an 8.1% jump over the last three years. Just don’t call them gig workers. Many freelancers balked at the term, according to the survey, because it suggests they aren’t calling the shots. Indeed, most are not driving for ride-hailing companies, and as many as 36% are earning over $75,000 per year.

Freelancers are also more proactively building skills than their counterparts who are employed by companies. As many 65% of independent workers claimed to be staying on top of career development as jobs and skills evolve, in contrast to 45% of non-freelance workers who are taking similar steps.


The most recent report on the future of work from McKinsey suggests that as many as 375 million workers around the world may need to switch occupational categories and learn new skills, because in about 60% of jobs, at least one-third of the work can be automated. Fear not, only 5% of jobs can be completely eliminated by automation, but it does mean that workers need to be prepared to make a change.

With AI infusing even more technologies from Amazon’s Alexa to smart home devices and cloud computing platforms, Chris Bolte, cofounder and CEO of Paysa, says that a recent company survey revealed that this will create more demand for workers skilled in artificial intelligence. “Just over the past six months alone, we’ve seen AI investment increase dramatically at $1.35 billion,” says Bolte. “These include big technology companies like Amazon and Apple, automotive like Uber and Ford Motor Company, and financial services companies like JPMorgan Chase and Wells Fargo.”

Indeed this year, there’s been no shortage of AI in apps and platforms designed to ease the way for workers to find great jobs. Crafting a resume has never been easier, nor has landing an interview. However, Arvind Raichur, CEO of MrOwl, an app that is using AI, cautions that certain applications that rely too heavily on AI to construct a psychological profile on an applicant before they’re onboarded could be problematic. “The danger is that you create exactly what’s happened in regard to the “Filter Bubble” on social media for your applicant pool,” he says.

Source : Fast Company

To face a changing business world, managers need better training

The role of managers in the American workplace has shifted dramatically. Gone are the days that managers watch over employees, assessing their every move and correcting every mistake. Today’s manager has to do more to meet the needs and expectations of a talented, independent workforce.

They must serve as coach and mentor, be accessible and remain communicative. Their responsibilities are larger than assuring the work is performed; they have to ensure that workers are content as well. The level of responsibility and accountability placed on managers is greater today than it has ever been.

What do employees think?

A survey by Ultimate Software and The Center for Generational Kinetics found the number one driver of satisfaction in the workforce is the employee-manager relationship, yet 80% of employees said they could do their job without their manager. The survey also highlights the differences between the perception and experience of managers and staff:


  • 80% of managers think they’re transparent with direct reports; but,
  • Only 55% of employees agree.


  • 75% of employees say approachability is the most important quality in an effective manager; and,
  • 50% of employees say they have an approachable manager.


  • 71% of managers say they know how to motivate their team; but,
  • Only 44% of employees agree.


  • 45% of managers report they have never received formal management training.

Many companies provide initial training to new managers, but as the scope of their work and relationships grow, so does their need.

“I think a lot of organizations invest in training for new hires, providing the basics — enough to get employees started in their roles — but then never really follow up from there,” Adam Rogers, Ultimate Software’s chief technology officer, said. “We’d all be better served by our employers if the focus was on continuous learning and development, rather than one-time training.”

Millennials and management

Many millennials in management roles are in a position most have never encountered before: managing workers older than them. Seasoned employees may believe younger managers lack real world experience. While the millennial manager may have more technological ability, older direct reports may hold more institutional information, leading to problems with credibility and trust. These roadblocks can make it even more challenging to excel in the management role.

The flip side is managing millennials, who have a different set of priorities in the workplace. In a survey of this large and diverse generation, 72% said they want to be their own boss. But if they do have to work for a boss, 79% want their boss to serve as a coach and mentor. Comprising 75% of the world’s workforce by 2025, meeting the needs of this generation will be necessary to keep businesses productive.

Source : hrdrive.com

Opinion: Five ways employers can address declining productivity

From defining and recalibrating your culture to being the voice of the employee experience, HR needs to play its part, says Joyce Maroney

Falling employee productivity is a source of serious concern in the UK, with GDP per hour worked continuing to decline, according to the latest Office for National Statistics data. In addition, the Office for Budget Responsibility recently lowered its forecast on how quickly productivity levels are likely to improve, leading to ongoing concerns about the prospects for the post-recession recovery of the UK economy.

So how can human resources professionals help to turn these negative trends around? Many argue that you can relate lowered productivity and employee engagement to workplace culture problems. HR leaders can’t solve cultural problems in a vacuum, but they can provide the strategy and coaching to help business leaders cultivate an environment that will lead to employee and organisational success. Here are some top tips that can help companies in any sector address their issues with productivity:

Take the time to understand the current culture  

Whether you use engagement surveys, focus groups or some other channel, you need to acquire clear and objective insights from employees about what it means and how it feels to work for your organisation. Are staff exhausted and disengaged because workloads are excessive? Are the tools and technology they use insufficient to improve productivity? Do inefficient and outdated processes get in the way? These are the kinds of questions you need to be asking.

Define the target culture

Decide what cultural attributes should be retained and identify those areas where new attributes need to be developed. Are your leaders sufficiently skilled and empowered to set clear objectives and coach your employees for better outcomes? If not, this needs to be addressed.

Choose the right levers for your transformation

Leadership, employee development, reward and recognition, communication quality and channels, process design, investment in tools and technology, work environment and company vision are all areas that can be leveraged to enhance employee engagement.

Plan the change

Don’t try to do everything at once. Assume that it takes one to two years to transform an organisation. Absorb the impact of one set of changes before implementing another. Communicate the transformation goals to your employees – over and over again – so that they understand what’s in it for the organisation and for them personally to make changes.

Revisit and recalibrate your culture on a regular basis

As the world moves on around your organisation, you’ll need to adjust your vision and culture to move with it. And what is most important of all for HR professionals is to be the voice of the employee experience to leadership. If you don’t help them make the connection between culture, engagement and productivity, that lacklustre productivity trend is unlikely to change.

Joyce Maroney is executive director of the Workforce Institute at Kronos

Source : cipd.co.uk

Are Bitcoin Salaries the Future? This Japanese Internet Company Thinks So

A Japanese internet company with the bitcoin bug will soon allow its employees to receive some of their salaries in the form of cryptocurrency.

Tokyo-based GMO Internet Group announced the new payment option will launch in February 2018, according to digital currency news site coindesk.com. GMO said the option will gradually be opened to all of its more than 4,000 full-time employees.

Those opting in to the new scheme will be able select what portion of their monthly salary to receive in bitcoin between a minimum of 10,000 yen (around $88) and a maximum of 100,000 yen ($882), according to coindesk.

GMO is even reportedly offering an incentive for those who join the new payroll system—a bonus of 10 percent of the selected bitcoin amount.

The tech company, which registers domain names and offers web hosting and other services, joined the bitcoin spree this past May with the opening of an exchange, GMO-Z.com Coin, which was later rebranded as GMO Coin. In September, GMO announced it would invest $3 million in mining bitcoin — the process of obtaining the coin through powerful computers — starting in the first half of 2018.

The firm says it believes cryptocurrencies like bitcoin will evolve into “universal currencies” available to anyone globally, leading to a “new borderless economic zone.”

Earlier this week, Nobel Prize-winning economist Robert Shiller compared bitcoin to a “contagion” with rapid price fluctuations reflecting the “intensity of the epidemic”.

According to Japanese bitcoin monitoring site Jpbitcoin.com, in November, yen-denominated bitcoin trades reached a record 4.51 million bitcoins, or nearly half of the world’s major exchanges of 9.29 million bitcoin.

Source : Fortune.com