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Maria Gurova

Give Me a Break: Why Businesses Should Consider Workplace Sabbaticals | IRIS - 0 views

  • With technology keeping us connected around-the-clock, the divide between our professional and personal lives continue to be blurred.
  • A workplace sabbatical would provide eligible full-time employees with a pre-determined schedule for taking extended time off to pursue personal interests or to be with family.
  • Not only would your employees be recharged by virtue of a sabbatical, but they would be very clear that their company cares about their well-being and not just the bottom-line.
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    we all deserve a break... with Millennials entering the workplace corporate HR policies might consider radical perks or benefit packages fro the new workforce, that is looking for a more fulfilling life experiences 
Maria Gurova

Leaders Need To Bridge The Generation Gap - Forbes - 0 views

  • Now, it is the Millennials’ turn to be the whipping boys, and girls. Their attitudes are in sharp contrast with those of the Boomers who are increasingly running the organizations where they work. While Boomers believe strongly in the value of experience and working your way up, Millennials are seen as feeling entitled and over-pampered by parents only too well aware of how challenging the workplace has become for those who are not sufficiently prepared
  • Millennials are significantly more likely to ask for a pay rise and a promotion than their counterparts in either of the preceding generations
  • they are also rather more likely than their elders to complain of long hours.
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  • challenging as Millennials can be to manage – managers cannot shrink from embracing them and their attitudes. After all, as he points out, they and the generation following on from them will account for more than half the workforce within 10 years.
  • Among the Millennials’ attributes are a willingness to collaborate, a tendency to do extensive research before making a decision and an eagerness to network.
  • The research by Accenture referred to above mentions the need for organizations to adapt to the increasing numbers of women in management positions.
  • businesses need to ensure they are adapting their strategies to recruit, reward and retain these talented and valued leaders.” Then there is the matter of businesses becoming genuinely ethnically diverse
Maria Gurova

How to Approach the Generation Gap in the Workplace - The New York Times - 0 views

  • A generation gap is widening in the workplace. As baby boomers (ages 51 to 69 or so) express reluctance about retiring, so-called millennials (roughly ages 18 to 34) have become the single largest demographic in the American labor force. Because of this, more older workers have found themselves being hired and managed by people much younger than they are
  • Robert Goldfarb, 85, a working management consultant. “The moment I enter the office of a prospective client, there’s an elephant in the room,” he wrote. “My age.”
  • I doubt anyone will be surprised to hear that many readers emphasized staying current with technology. Many also pointed out that this is easier to do than ever: From instructional YouTube videos to courses at your local library, the resources are endless.
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  • And if they don’t want to work with you because you’re ‘too old,’ perhaps you don’t want to work with them either,” she said.
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    The article explores the opposite side of the generation conflict - when older people are hired or happen to work for bosses twice younger then themselves. The set of good advices on how to apply your experience and wisdom in the organizations ruled by 30-somethings 
Maria Gurova

How to Bridge the Workplace Generation Gap - 0 views

  • The workplace has traditionally consisted of “old-timers” with 20 to 30 years of experience under their belts and the young “hot-shots” who know-it-all. The younger workers have historically viewed older workers as stuck in their ways.
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    an article focusses on how to benefit from the multiple generations in one organization and lead them to work together for the success of the organization 
Maria Gurova

How Flexible Hours Can Harm Employees As Much As It Helps Them | Fast Company | Busines... - 0 views

  • Employees love workplace flexibility, and employers should, too, since it's linked with increased productivity and higher job satisfaction.
  • Some new behavioral evidence suggests that some bosses will harbor biases against employees with flexible work schedules without even realizing it.
  • So in the eyes of a boss, a late-arriving worker may be no different from a bad worker
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  • All else being equal, supervisors gave employees with late start times lower performance ratings, as well as lower "conscientiousness" ratings, than workers who arrived early
Maria Gurova

The Benefits of Workplace Sabbaticals - Experteer Magazine - 0 views

  • Many firms, including 25 percent of Fortune’s 100 Best Companies to Work For, now offer sabbaticals. These typically four- to 10-week pauses allow employees time out to focus on their needs instead of the organization’s. 
  • Most organizations offer sabbaticals to employees who have been there for a certain period of time (at least five to seven years is common), and employees may take multiple sabbaticals so long as they work a minimum number of years in between. This provides an incentive for workers to remain at a company longer.
  • Adobe Systems encourages its employees to use their breaks to do volunteer work. Then they promote the good deeds in the Adobe Life magazine, a website directed at attracting new talent. Companies that have formal career pauses advertise them as part of the benefits package, like Boston Consulting Group’s Time For You/Flexleave program, which allows workers with just 12-months of time onboard to take an eight-week unpaid break to recharge.
Maria Gurova

Motivating Millennials Takes More than Flexible Work Policies - 0 views

  • A 2015 Gallup Poll found that Millennials are the least engaged cohort in the workplace, with only 28.9% saying that they are engaged at work. This, combined with high turnover rates and greater freelance and entrepreneurial opportunities, means that if companies want to retain these valued workers, they will have to double their efforts to meet Millennials where they are
  • A 2015 report on Millennials from the U.S. Chamber of Commerce emphasized flex-time as one way to do this — it found that three out of four Millennials reported that work-life balance drives their career choice
  • Multiple studies have revealed that Millennials are keen to see their work as addressing larger societal concerns
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  • the number one reason this cohort leaves a job is directly related to a boss. Other research has found that Millennials want communication from the boss more frequently than any other generation in the workforce.
  • Millennials are strongly drawn to the “anything is possible” spirit of entrepreneurship. Rather than chase these workers away, companies that embrace a risk-tolerant culture and promote learning and experimentation will benefit from the heightened energy around innovation
  • “[Millennials] expect to work in communities of mutual interest and passion – not structured hierarchies,”
  • Shifts in organizational design—including fewer management layers, matrix structures, shared services, and outsourcing
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    Key factors that influences Millennials' workplace choices and keep them loyal
Maria Gurova

What Happens When Millennials Run the Workplace? - The New York Times - 0 views

  • Maybe this is because I’m young, but, like, I don’t think that there is a lot about my personal life that I wouldn’t want to incorporate into what I’m doing professionally,”
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