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“Creating workplaces that have a lot of flexibility, that allow for people to work in a way that fits best with them, boosts creativity and job satisfaction,” Metcalf says, and these are the settings where women stay and thrive.

No matter what type of organization women work for, large or small, public or private, their relationships with their immediate bosses are critical to whether they feel engaged and content. The ideal supervisor is committed to his or her subordinates’ advancement and development, assigns stretch projects, and provides necessary support and feedback to help them be successful, Bilimoria says. And workplaces that employ women in higher levels are more apt to retain women at the lower levels. “There need to be multilevel champions [of women] from the top as well as from the bottom and the middle, because women are more sensitive to dealing with gender bias,” she says. Workplace initiatives that offer leadership development, mentoring, and networking for women reap the benefits by retaining women, Bilimoria’s research shows.

specific project often work for a specific number of weeks or months

They may or may not work at your location, use your equipment, or work full time on your project

an independent contractor should not be given set hours, told exactly how to perform his job, or be told he can only work for you.

regimented education system with one that fosters skills like teamwork, communication and exploration.

Today, the average paper has four times as many authors as it did then and the work being done is far more interdisciplinary and done at greater distances than in the past.

but it's imperative to be able to ascribe meaning from data.

Skype to talk on a regular basis with my close Internet Time Alliance colleagues (Jay Cross, Charles Jennings, Harold Jarche and Clark Quinn) and I mainly use Twitter to connect with my extended set of colleagues around the world. This is the way I find out what they are up to, ask them questions, share ideas and brainstorm with them. (This is my equivalent of going to meetings and having coffee breaks or watercooler conversations, etc.)

t is true, that in some organizations it will require (organisational and individual) mindset changes to appreciate that workplace learning today is more than just training. In particular, managers will need to recognize the value of this form of continuous learning, and that they will need to provide time to do it, and indeed measure its success in other ways than through training attendance or online course completion.

Learners: The desire to understand and to improve performance based on experience. A desire to set aside time for reflection, seek out data and expertise, identify knowledge gaps, learn from experience, be curious, scan the environment for new information, disseminate what has been learned, and integrate learning so it is broadly available and can be generalized to new situations.

mechanism by which this shift in power from institutions to individuals would take place. We now know that mechanism is pull.

Pull allows each of us to find and access people and resources when we need them, while attracting to us the people and resources that are relevant and valuable

Employers that fail to provide sufficient professional development opportunities for their employees. These companies will lose their most talented workers to more magnetic organizations that provide better chances for learning and growth.

“learning agility”:

Flexibility, adaptability and resilience are qualities of leadership that any organization ought to value.

Learning agility, by contrast, has until recently been hard to measure and hard to define. It depends on related qualities such as emotional intelligence

In a world where bits of personal data are mined from customers and silently sold off and shuffled among corporations, Seay, 46, appears to be the victim of marketing gone horribly wrong.

World Privacy Forum, a nonprofit public interest research group based in San Diego, noting that this is just one example of the information such companies probably hold.

"This is the tip of the iceberg. This happens all the time," said Pam Dixon, executive director of World Privacy Forum, a nonprofit public interest research group based in San Diego, noting that this is just one example of the information such companies probably hold.

1. Weekly lunch and learns.

2. Training budgets.

3. Tuition reimbursement and recognition programs. 

The Wi-Fi-only tablet also arrives equipped with more than a dozen tutorial videos that walk users through tasks such as connecting to Wi-Fi, using email, setting up accounts at social networks and using video chat services like Skype for virtual visits with far-flung relatives and grandkids. In addition, RealPad owners get access to free 24/7 customer service via an 800 number that's accessible with the touch of an icon at the bottom of the screen. Remote help is also available.