A study from the U.S. company Cisco and which surveyed 1,441 students between 18 and 24 years, and 1,412 employees between 21 and 29 years, we extracted the main results that impact in the field of HR
It is not enough for a high salary that professionals are satisfied, but now they want to stay connected to social networks. So much so, that even many companies prefer to let them join Facebook to receive a better salary. Did you feel identified? If the answer is no, do not worry, because it is the younger generation.
For some time this part called generations Y and M, that is, just the two that have grown in constant interaction with digital technologies of communication and information, in particular the Internet, have entered the labor market, to interact with representatives of the older generation, but bringing new needs and requirements.
So I found the study "The Cisco Connected World Technology Report" prepared in September 2011 by the U.S. company Cisco, which reveals what many suspected: internet is affecting the behavior of younger executives entering the market.
The reason is linked to the younger reflect symptoms of change are summarized in consistent transformation of their values, worldview, priorities, ways of behaving, learning and working. For them, the Internet is almost as important as water, food, air, and in some cases, more necessary than sex.
The report describes the findings from surveys conducted between May and June of 2011-1441 students between 18 and 24 years, and 1,412 employees between 21 and 29 years. Respondents came from 14 countries-the United States, Canada, Mexico, Brazil, UK, France, Spain, Germany, Italy, India, China, Japan and Australia.
Just ages of respondents placed as part of these two generations Y and M. While Generation Y began to interact with new digital media relatively early in their lives, the boys of Generation M are the first real native cyberworld.
No wonder then that the members of both generations have agreed in their responses regarding the importance they place on internet. Most confesses that access to the network is not only the main source of information, but an integral part of their lives. In fact, almost half of the students and 47% of employees stated that "internet is almost as important as water, food and air." More symptomatic is that a third of all subgroups of the total sample identified "internet as as essential as the other vital needs."
It is also curious to see how professional employees use social media as tools to connect not only with their colleagues, but with their managers. Most of them go to your Facebook and Twitter at least once every day, and 44% of Brazilians said wage offers more substantial decline if it meant banning access these virtual communities. However, the Spanish seem to be most addicts, judging by the responses of most of them who referred to simply leave the pages open all the time.
Profiting from the connected
Several studies, including one from Manpower Professional and one of OCO Global, a leading global consulting on Foreign Direct Investment, point to the benefits and complications that can bring these new professionals and companies must adapt and implement measures. This is due to several believe that the use of internet and social networking firms can lead to lost productivity, security and reputation issues. An example of this is that in 2008 Virgin Atlantic fired 13 flight attendants who had gone their views on the company in a Facebook page.
CEO Mark O'Connell of OCO Global, said that indeed, "the emergence of these new generations, human talent and transnational digital mindset, for organizations involves both benefits and challenges." For example, "the controversy over WikiLeaks revelations show that in this era of binary communications entities need more than ever to generate strategies that integrate employees and make them feel like participants and 'stakeholders'. Access to these communities, these young people have been given the power to organize to protest decisions or report abusive or wrongdoing, disseminating classified documents and sensitive, and communicate directly with leaders, politicians and government officials. "
However, some companies in Latin America, fear of information leakage problems or downtime, choose not to allow entry to site employees. "This is like leaving them out of the world. Studies have proven that the use of social networks not affect productivity, because workers can quickly resolve personal issues. For older mental models social network is seen as a distraction, but young people can be doing several things at the same time, including 'surf the web' "says Paula Molinari, Director HR Program Executive Education University Torcuato Di Tella.
What about Latino executives?
Ignacio Hernandez, Executive Manager Page Personnel at Michael Page consultant, indicates that at least in Latin America professionals in executive positions, but attach great importance to internet access, are not as dependent or addicted to social networking. Even remarks Hernandez, "idle connections such as Twitter or Facebook, from the labor standpoint not make much sense because, in all cases, would be a drop in worker performance."
The trend even suggests that MONTERIAS bonuses are not always the most desired by executives. In the consultancy Michael Page know, Hernandez has observed that "even higher value good health insurance or pay bonuses," as well say that in his opinion, "prefer access to virtual communities before these other benefits only reflect their low maturity ".
However, Page Personnel manager notes that it is also true that while younger the age of aspiring executive office is perceived that his interest in interacting in social networks is greater. Thus, he defines the age groups so that "those between 25 and 30 years, yes access Refes as Facebook or Twitter. Decreased interest when they are between 31 and 35 and usually from 40 average interest is already very low. "
Adapting to these new labor requiements is vital for companies. Specialists advise take the interconnection and professionals who are experts in these technologies. According to the study by Manpower Professional, this would help address issues such as productivity, collaboration, knowledge management, innovation, reputation management, recruitment and alignment and employee engagement.
In addition, Molinari recommends "above all measurements should be performed aspects that are affected or benefited from the connections. This helps to demystify prejudices on the subject. 20 years ago was on the phone longer and was more expensive than communicate through social networks. "
Finally, social networks led by a company can help forge vital connections between distant office equipment, getting ensure that employees feel connected. "It has to assume that soon disappears email and everything is done through networks. Internal and external networks will be interconnected: will interact with customers, suppliers and employees. One example is the company selling Zappos online shoe where he writes a client sees an employee and vice versa. We can also see the account executive who sells like a network, which is very transparent, "he says Molinari.
Saturday, July 13, 2013
10 Deadly Sins of boss that irritate your colleagues
The boss is an endangered species, a species that refuses to disappear, the reason LIABILITY which is given to one person and that 86% of the time condemn their teams, companies and organizations to go at your pace and as a funnel with a wide head upward and others downward widthwise generating bottlenecks or plugs.
Juan Carlos Cubero, claimed that, in terms of management quality (measured in terms of talent heads) Spain ranked 26th in the world and not 8 as would correspond to its size as a world power. A situation that, in his opinion, is due to that 36% of managers in Spain are toxic and only 16% are good managers or leaders who create a climate of satisfaction, performance and development.
A toxic leader is someone considered unbearable by his collaborators, one person actually harmful to mental and physical health of all sufferers who work with and for him.
The 70% of people who leave their companies do a poor relationship with his boss. people do not leave companies, they leave their bosses.
The 10 Deadly Sins of head, which according to RAE excesses or defects are voluntarily committing superiors or heads of teams, companies or organizations
Chief. (From fr. Chef).
-Top or head of a corporation, party or trade.
Sin. (From lat. Peccatum).
- Transgression voluntary religious precepts.
-Thing that deviates from what is right and just, or missing what is due.
-Excess or defect in any line.
-Default someone ponders mild or exaggerates a lot.
-Act with that man sins willfully.
Capital: Of or pertaining to the head
Spanish workers explain what are the most irritating behaviors of their leaders:
In 2007 The Center for Financial Studies (CEF) conducted a survey to know which are the 10 behaviors irritate bosses most Spanish workers.
The survey that gives rise to this study was sent via e-learning platform of the Center for Financial Studies to all members of the Alumni Association (ACEF), to subscribers of the journals of CEF (Taxation, Accounting, Security Social, Employment Law, Human Resources and CEFGestión CEFLegal and subscribers of electronic books (free) from the same center.
The Center for Financial Studies offered respondents a list of 34 possible behaviors of heads that can irritate your employees. And they were asked to point to 10.
These behaviors were presented in random order to avoid bias. Throughout the study, these behaviors have been selected after considering similar studies from various sources.
The questionnaire was available from December 4, 2006 until February 2, 2007.
There is no universal recipe on leadership
The study was led by Angel Fernández Muñoz, a psychologist and professor of Masters in Human Resources CEF. This study appears to give managers know what the most irritating behaviors to their employees, make them aware of these errors and eradicate them.
According to the director of the study, there is no single universally valid leadership style for any type of organization and time. Moreover, for different organizations and partners are different styles of management. That is, that style is a function of the field (business) and people (subordinates). That, therefore, it is useless to seek a panacea about leadership, because quite simply there is no universal recipe adds.
Also, if the leadership is a function of the organization and its employees, it seems logical loaded the need to know the opinion of these to adapt their own behavior to the situation and individual contributors, explains study leader.
Thus, the ten most irritating behavior for all respondents are:
1st. It clearly communicates the objectives (46%).
2nd. No motivation (44%).
3rd. Not communicate well (32%).
4th. Not listening (32%).
5th. No leads, but demand (32%).
6th. Does not teach, no form (31%).
7th. It frequently contradicts (31%).
8th. Incompetence policy (29%).
9th. Not well managed your time and that of their colleagues (28%).
10 °. It is often stressed (27%).
Reflections
Three of these behaviors (1st, 3rd and 4th) are related to internal communication in organizations. Which means, according to Angel Fernández Muñoz, that this policy is still an unresolved issue that requires more skill than any other policy. And it is a skill that is learned and developed.
Similarly, you can learn to motivate, to provide leadership, to teach, to manage time (own and collaborators) and manage stress. ? Countless managers who have acquired and developed these skills and many more will continue to do so. Still, it seems necessary to persevere in that way, because it seems some way to go, in view of the present results.
More difficult to address is the frequent contradiction in which managers fall, in the opinion of 31% of respondents. Is this a factor that reveals, rather, a personality trait, so its change is very difficult. That forces us to optimize the selection process of such personnel.
Moreover, policy incompetence is a synthesis of all those deficiencies which severely limit the work of directors. Therefore, the content is difficult to manage, explains study leader.
The differences between the sexes is over 3% in only three cases as:
It fosters creativity (24% men and 19% of women),
Is stressed frequently (25 and 30%, respectively) and
It clearly communicates the goals? (48 and 44%).
Therefore, we can conclude that men and women are the same behaviors irritate their heads.
The age of the respondents have produced the greatest differences (16%) in:
Incompetence policy (between 18-22 years and those> 42 years),
Not respect schedules (between 18-22 years and 28-32),
Not communicate well (18-22 and> 42) and
Unresolved problems (18-22 and> 42).
It follows that the extremes of age are the most significant differences occur.
Forming difference has no less than 10% in any of the items, indicating that the evaluation of respondents is similar, irrespective of its formation. That is, whatever the formation, most irritating behaviors are the same: the formation does not change the perception of those behaviors.
The same has happened with the fact that the respondents whether or not they charge workers.
Spanish respondents differ significantly from the others in the following assessments:
High performance is not recognized (14 and 28%, respectively),
Do not trust my ability (21 and 34%),
No leads but sends (30 and 42%) and
Is authoritarian (18 and 28%).
Participant sample map
According to the director of the study? Sample of 3178 people collection is unusually high for this type of study, in fact, know other similar dimension in our country?. As for the gender of the respondents, the response rate is quite similar, although more women have responded (52%) than men (48%).
The age has brought more responses has been to 28-32 years (27%), followed by 33-37 years (22%). Therefore, half of the respondents have between 28 and 37 years. They are, therefore, people with sufficient experience and professional staff to assess the behavior of their immediate superior.
Most respondents have a university education (81%) and this is not surprising, since the surveys have been conducted in the EFC, center dedicated to teaching courses at Masters level and Oppositions to the Corps in Group A.
Among the respondents, there are more people who have no office workers than those who have them (55% and 45%, respectively).
As to their country of origin, the majority of responses came from Spain (80%), while the rest comes from other 50 countries, approximately, highlighting the South American (in descending order: Mexico, Colombia, Argentina, Chile, Venezuela) .
behaviors can be modified, but for this, we must recognize the need for such prior modification. And even before that, knowing what behaviors are irritating for the employees themselves.
Juan Carlos Cubero, claimed that, in terms of management quality (measured in terms of talent heads) Spain ranked 26th in the world and not 8 as would correspond to its size as a world power. A situation that, in his opinion, is due to that 36% of managers in Spain are toxic and only 16% are good managers or leaders who create a climate of satisfaction, performance and development.
A toxic leader is someone considered unbearable by his collaborators, one person actually harmful to mental and physical health of all sufferers who work with and for him.
The 70% of people who leave their companies do a poor relationship with his boss. people do not leave companies, they leave their bosses.
The 10 Deadly Sins of head, which according to RAE excesses or defects are voluntarily committing superiors or heads of teams, companies or organizations
Chief. (From fr. Chef).
-Top or head of a corporation, party or trade.
Sin. (From lat. Peccatum).
- Transgression voluntary religious precepts.
-Thing that deviates from what is right and just, or missing what is due.
-Excess or defect in any line.
-Default someone ponders mild or exaggerates a lot.
-Act with that man sins willfully.
Capital: Of or pertaining to the head
Spanish workers explain what are the most irritating behaviors of their leaders:
In 2007 The Center for Financial Studies (CEF) conducted a survey to know which are the 10 behaviors irritate bosses most Spanish workers.
The survey that gives rise to this study was sent via e-learning platform of the Center for Financial Studies to all members of the Alumni Association (ACEF), to subscribers of the journals of CEF (Taxation, Accounting, Security Social, Employment Law, Human Resources and CEFGestión CEFLegal and subscribers of electronic books (free) from the same center.
The Center for Financial Studies offered respondents a list of 34 possible behaviors of heads that can irritate your employees. And they were asked to point to 10.
These behaviors were presented in random order to avoid bias. Throughout the study, these behaviors have been selected after considering similar studies from various sources.
The questionnaire was available from December 4, 2006 until February 2, 2007.
There is no universal recipe on leadership
The study was led by Angel Fernández Muñoz, a psychologist and professor of Masters in Human Resources CEF. This study appears to give managers know what the most irritating behaviors to their employees, make them aware of these errors and eradicate them.
According to the director of the study, there is no single universally valid leadership style for any type of organization and time. Moreover, for different organizations and partners are different styles of management. That is, that style is a function of the field (business) and people (subordinates). That, therefore, it is useless to seek a panacea about leadership, because quite simply there is no universal recipe adds.
Also, if the leadership is a function of the organization and its employees, it seems logical loaded the need to know the opinion of these to adapt their own behavior to the situation and individual contributors, explains study leader.
Thus, the ten most irritating behavior for all respondents are:
1st. It clearly communicates the objectives (46%).
2nd. No motivation (44%).
3rd. Not communicate well (32%).
4th. Not listening (32%).
5th. No leads, but demand (32%).
6th. Does not teach, no form (31%).
7th. It frequently contradicts (31%).
8th. Incompetence policy (29%).
9th. Not well managed your time and that of their colleagues (28%).
10 °. It is often stressed (27%).
Reflections
Three of these behaviors (1st, 3rd and 4th) are related to internal communication in organizations. Which means, according to Angel Fernández Muñoz, that this policy is still an unresolved issue that requires more skill than any other policy. And it is a skill that is learned and developed.
Similarly, you can learn to motivate, to provide leadership, to teach, to manage time (own and collaborators) and manage stress. ? Countless managers who have acquired and developed these skills and many more will continue to do so. Still, it seems necessary to persevere in that way, because it seems some way to go, in view of the present results.
More difficult to address is the frequent contradiction in which managers fall, in the opinion of 31% of respondents. Is this a factor that reveals, rather, a personality trait, so its change is very difficult. That forces us to optimize the selection process of such personnel.
Moreover, policy incompetence is a synthesis of all those deficiencies which severely limit the work of directors. Therefore, the content is difficult to manage, explains study leader.
The differences between the sexes is over 3% in only three cases as:
It fosters creativity (24% men and 19% of women),
Is stressed frequently (25 and 30%, respectively) and
It clearly communicates the goals? (48 and 44%).
Therefore, we can conclude that men and women are the same behaviors irritate their heads.
The age of the respondents have produced the greatest differences (16%) in:
Incompetence policy (between 18-22 years and those> 42 years),
Not respect schedules (between 18-22 years and 28-32),
Not communicate well (18-22 and> 42) and
Unresolved problems (18-22 and> 42).
It follows that the extremes of age are the most significant differences occur.
Forming difference has no less than 10% in any of the items, indicating that the evaluation of respondents is similar, irrespective of its formation. That is, whatever the formation, most irritating behaviors are the same: the formation does not change the perception of those behaviors.
The same has happened with the fact that the respondents whether or not they charge workers.
Spanish respondents differ significantly from the others in the following assessments:
High performance is not recognized (14 and 28%, respectively),
Do not trust my ability (21 and 34%),
No leads but sends (30 and 42%) and
Is authoritarian (18 and 28%).
Participant sample map
According to the director of the study? Sample of 3178 people collection is unusually high for this type of study, in fact, know other similar dimension in our country?. As for the gender of the respondents, the response rate is quite similar, although more women have responded (52%) than men (48%).
The age has brought more responses has been to 28-32 years (27%), followed by 33-37 years (22%). Therefore, half of the respondents have between 28 and 37 years. They are, therefore, people with sufficient experience and professional staff to assess the behavior of their immediate superior.
Most respondents have a university education (81%) and this is not surprising, since the surveys have been conducted in the EFC, center dedicated to teaching courses at Masters level and Oppositions to the Corps in Group A.
Among the respondents, there are more people who have no office workers than those who have them (55% and 45%, respectively).
As to their country of origin, the majority of responses came from Spain (80%), while the rest comes from other 50 countries, approximately, highlighting the South American (in descending order: Mexico, Colombia, Argentina, Chile, Venezuela) .
behaviors can be modified, but for this, we must recognize the need for such prior modification. And even before that, knowing what behaviors are irritating for the employees themselves.
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