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Maria Gurova

Reinventing the company | The Economist - 2 views

  • Across industries, disrupters are reinventing how the business works. Less obvious, and just as important, they are also reinventing what it is to be a company.
  • The rise of big financial institutions (that hold about 70% of the value of America’s stockmarkets) has further weakened the link between the people who nominally own companies and the companies themselves.
  • The number of companies listed on America’s stock exchanges has fallen by half since 1996, partly because of consolidation, but also because talented managers would sooner stay private.
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  • Astute investors like Jorge Paulo Lemann, of 3G Capital, specialise in buying public companies and running them like private ones, with lean staffing and a focus on the long term.
  • But the most interesting alternative to public companies is a new breed of high-potential startups
  • The central difference lies in ownership: whereas nobody is sure who owns public companies, startups go to great lengths to define who owns what.
  • New companies also exploit new technology, which enables them to go global without being big themselves.
  • They can incorporate online for a few hundred dollars, raise money from crowdsourcing sites such as Kickstarter, hire programmers from Upwork, rent computer-processing power from Amazon, find manufacturers on Alibaba, arrange payments systems at Square, and immediately set about conquering the world.
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    The hot and innovative private startups challenge the existing corporate structures used in the public companies. in order to attract and hold the young talent public companies must adapt new organization structures and people management approaches. can private business change the notion of what is a corporation or are they simply not influential enough?
Oleg Batluk

Managing the Soft Skills Gap in Younger Workers - 0 views

  • If you read the latest headlines, it seems like more and more of young new hires are not working out.
  • They spend half the workday on their devices
  • they often don’t seem to appreciate that they are entering a pre-existing scene
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  • They forget that they are joining an organization with its own mission, history, structure, rules, and culture
  • research at RainmakerThinking, there is an ever-widening “soft skills” gap in the workforce, especially among the newest new young workforce
  • soft skills gap has gotten much worse in recent years
  • Smart managers must not only acknowledge a lack of critical soft skills in their younger workers, they need to work with talent development leaders to find ways to bridge the soft skills gap
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    Many young workers don't fit due to the lack of soft skills
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

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

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
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