Group items matching

in title, tags, annotations or url

The cruel and back-stabbing environment described by The New York Timesin a report this weekend on the workplace culture at Amazon.com has struck a nerve with Jeff Bezos. In a memo to employees this weekend, obtained by GeekWire, Bezos says he doesn't recognize the company described in the article. In the memo, Bezos encourages Amazon employees to read the report, and requests that anyone seeing the type of abusive culture described in the piece should report it immediately to human resources or directly to him.

"I've seen people pass out, hit the floor like a pancake, and smash their face open," a worker at Tesla's "factory of the future" told the Guardian in a report published this week. "They just send us to work around him while he's still lying on the floor." The Guardian report described long hours and intense pressure to meet CEO Elon Musk's production goals-even if that means enduring or ignoring injuries. Since 2014, according to the report, hundreds of ambulances have been called to the factory to treat workers. This portrayal doesn't quite jive with Musk's world-changing vision. And Tesla isn't only Silicon Valley company facing this type of irony. Technology companies' reputations as employers often stem from how they treat highly paid engineers, but many also employ thousands of blue collar workers. Tech workers at these companies receive high pay, elaborate perks, and progressive workplace policies, but blue collar workers for the same companies often work in circumstances that look much less...

"Des chaînes de production aux salles de classes, des plateformes téléphoniques aux hôpitaux, le management par les chiffres, les « entretiens d'évaluation » et le reporting, ont envahi le monde du travail. Une tendance qui s'appuie sur la quête d'une traduction financière rapide et qui frappe le secteur public comme le secteur privé. Cette évaluation du travail uniquement quantitative demeure « partiale et partielle », explique la chercheuse Marie-Anne Dujarier. Et nuit à l'activité, quand elle ne dégrade pas la santé des salariés. Entretien."

la mesure quantitative a progressivement gagné du terrain dans les pratiques managériales, au point de devenir omniprésentes et banalisées. le salariat saisit l'activité humaine comme produit, échangé sur le marché du travail La sélection des travailleurs sur des critères physiques, sociaux et maintenant psychologiques a été progressivement étendue et rationalisée avec la mise en place de tests et d'épreuves visant à mesurer les qualités des hommes au regard des compétences attendues pour les postes.  mesurée, tracée, commentée lors « d'entretiens d'évaluation » et finalement comparée Ces quatre formes de quantification ont ouvert la voie à la comparaison, et finalement à la compétition, qu'il s'agisse des produits, du salaire, de l'accès à l'emploi, ou enfin, de la légitimité des équipes et organisations. « pour mesurer la performance, il faut commencer par la dégrader ». Car pour fabriquer un bon « reporting », il faut tordre le réel Ce qui pose problème, c'est la réduction qu'opère la quantification.  L' incommensurable : la compétence collective, la confiance, les routines discrètes, la qualité de l'écoute, la justesse d'un sourire…. Ils sont pourtant décisifs pour la performance, la santé des travailleurs et le sens du travail.

Higher level vocational education and training (VET) programmes are facing rapid change and intensifying challenges. What type of training is needed to meet the needs of changing economies? How should the programmes be funded? How should they be linked to academic and university programmes? How can employers and unions be engaged? This report synthesises the findings of the series of  country reports done on skills beyond school.   Chapter 1. The hidden world of professional education and training Chapter 2. Enhancing the profile of professional education and training Chapter 3. Three key elements of high-quality post-secondary programmes Chapter 4. Transparency in learning outcomes Chapter 5. Clearer pathways for learners Chapter 6. Key characteristics of effective vocational systems

"Gartner Says That by 2017, 25 Percent of Enterprises Will Have an Enterprise App Store Growing Number of Enterprise Mobile Devices and Enterprise Adoption of MDM Will Drive Demand and Adoption of Enterprise App Stores Analysts Examine the State of the Industry at Gartner Application Architecture, Development By 2017, 25 percent of enterprises will have an enterprise app store for managing corporate-sanctioned apps on PCs and mobile devices, according to Gartner, Inc. Enterprise app stores promise greater control over the apps used by employees, greater control over software expenditures and greater negotiating leverage with app vendors, but this greater control is only possible if the enterprise app store is widely adopted.  "Apps downloaded from public app stores for mobile devices disrupt IT security, application and procurement strategies," said Ian Finley, research vice president at Gartner. "Bring your own application (BYOA) has become as important as bring your own device (BYOD) in the development of a comprehensive mobile strategy, and the trend toward BYOA has begun to affect desktop and Web applications as well. Enterprise app stores promise at least a partial solution but only if IT security, application, procurement and sourcing professionals can work together to successfully apply the app store concept to their enterprises. When successful, they can increase the value delivered by the application portfolio and reduce the associated risks, license fees and administration expenses."  Gartner has identified three key enterprise app store trends and recommendations of how organizations can benefit from them:  The increasing number of enterprise mobile devices and the adoption of mobile device management (MDM) by enterprises will drive demand and adoption of enterprise app stores. Enterprises already have numerous choices for downloading software onto PCs, but most of them don't include support for smartphones and tablets. Enterprises are beginning to f

"Mobile robots and "smart" computers are threatening to replace up to half the U.S. workforce within the next decade or two, according to a Bloomberg report.  The report cites an Oxford University study that identified more than 700 occupations at risk of computer automation. " Loan officers à 98% Receptionnistes et Information clerks à 96% (Para)legals assistants à 94% Vendeurs à 92% Conducteurs de taxi et chauffeurs à 89% Gardiens de sécurité à 84% Cuisiniers, fast food à 81% Bartenders à 77% Conseillers financiers à 58%

What you will learn in this episode - About Toni Cusumano and her role at PwCAn overview of the PwC report, - "The Future of Work: A Journey Through 2022," and the three scenarios: The Orange World, The Blue World, The Green World - Observations on organizations' approach to talent - Five megatrends identified in the PwC report - The future of job security - Cusumano's perspective on work/life balance - Four dimensions of the connected employee experience - Cusumano's advice to organizations and employees and more!

The Bureau of Labor Statistics released a widely celebrated jobs report this week, showing 288,000 jobs were added in June, bringing unemployment closer to pre-recession levels. It's overwhelmingly great news for much of the economy, but lurking in the shadows is a force displacing more people into part-time work or out of the labor market altogether.

Bring your own service: Employees want social tools at work, despite company restrictions and hesitation, reports new Microsoft survey

The first phase of the SEA-SoNS ("Assessing the Benefits of Social Networks on Organizations") project aimed to analyse the current market situation for a limited number of social media stakeholders, to identify and analyse best practices for these selected stakeholders, and to define and prioritise relevant policy options. While social media technologies present several potential benefits to organisations, there are considerable challenges and bottlenecks affecting their adoption that may warrant policy intervention. To accomplish the objective of developing suitable policy options, the project undertook a range of research and data collection activities, including a review of the literature, a scoping workshop, semi-structured interviews, an on-line 'animation' of stakeholders, and a brainstorming workshop. The main results were presented at the Digital Agenda Assembly (DAA) 2012.

"As a result of the internet, new technologies, the huge increase in mobile or home working, part-time jobs and today's 'always on', 24/7 culture, we found that most people now spend more time working than sleeping. In fact by 2015 around 40% of the total workforce will be mobile. The reason for this is that work is no longer where the office is but for mobile workers it is wherever they are - be that their car, home, coffee shop, the airport, customer site or even on holiday. This is just one area our report identifies as having a massive impact on the way we work;" explains Richard Watson. Other factors covered in the paper include: Ageing workforces: By 2050 over 65's will represent around 50% of the working population in Europe Millennials and Gen Y: More tech-savvy than any other generation The generation gap: Millennials think senior management do not relate to them and use autocratic command and control structures Gender: The huge economic impact of getting more women in the workforce especially at senior levels. Eliminating the gap between male and female employment would boost GDP by 9% in US, 13% in Eurozone and 16% in Japan (Goldman Sachs). Mobile working: By 2015 new technologies mean 1.3 billion (or 40%) of the total working population will be mobile Security of Information: Workers will have their own devices (BYOD) and potentially work remotely creating huge security and data storage/retrieval challenges. Where will new talent for workforce come from? Talent scarcities worldwide mean that by 2030 the USA will need to add over 25 million workers to its talent base to sustain economic growth and Western Europe more than 45 million.

A new report by Gensler, the global workplace design and architecture firm, found that workers are spending more time in focus work but feel less effective at it than before.

Dossier de juillet 2012 "In July's business report Technology Review examines the cutting edge of automation-the jobs it is destroying and the prosperity it is creating. During the month, we'll explore the latest in commercial robotics and reveal how IT advances are bringing automation to jobs never before done by machines."

"On Thursday, the European Parliament voted overwhelmingly to back a report calling for better worker protections in the on-demand economy, also known as the sharing economy. The resolution isn't binding, but potentially, the issue presents a bigger threat to companies such as Uber than the resistance of their more traditionalist rivals. Europe is not afraid to appear retrograde when it comes to worker benefits, and though that may drag it down economically, it's also what makes it a nice place to live and work."

"INNOVATION, the elixir of progress, has always cost people their jobs. In the Industrial Revolution artisan weavers were swept aside by the mechanical loom. Over the past 30 years the digital revolution has displaced many of the mid-skill jobs that underpinned 20th-century middle-class life. Typists, ticket agents, bank tellers and many production-line jobs have been dispensed with, just as the weavers were."

The report Harnessing Collaborative Technologies has identified seven distinct collaborative needs. Each need has its own inherent challenges that can be aided through use of technology tools. But, with so many tools to choose from, it's hard to know where to start. Now, with help from GrantCraft, you can start here. Explore our finder below to see how you can facilitate better funder collaboration.

The jobs won't all necessarily be lost, as technology will also make many workers more productive, but as always there will be losers, according to McKinsey and Company in their report into the most disruptive technologies for the next decade.

Report| McKinsey Global Institute Disruptive technologies: Advances that will transform life, business, and the global economy http://www.mckinsey.com/insights/business_technology/disruptive_technologies

« NoManagers », « self-management », « holacracy », « déhiérarchisation », le vocable diffère, mais vise un même objectif : redonner du pouvoir aux salariés. Cette tendance, qui ne tient plus de l'épiphénomène, fait de plus en plus parler d'elle. Pas nécessairement à appliquer à la lettre, elle braque le projecteur sur un type d'innovation souvent négligé : l'innovation organisationnelle. L'incessante collecte de chiffres, indispensable au reporting, a participé à l'institution d'un management quantitatif, qui incite les salariés à passer plus de temps à se justifier qu'à innover. Résultat, tout pousse aujourd'hui à la remise en question de contrôles excessifs jugés dévastateurs Non satisfaisant in fine, ce type de management pousse nombre d'entreprises à sérieusement considérer la question de la « codétermination », nécessaire au développement d'une vision collective constructive. Aux États-Unis, Morningstar (800 salariés, qui a créé un institut de self-management), Zappos, Treehouse, Medium et, en Grande-Bretagne, Gamevy ont bousculé leur organisation et leur hiérarchie. Tout comme Gore Tex et Favi en France. Ces entreprises, qui allient « libération » et performance, savent gérer les fertilisations croisées et motiver les équipes, auxquelles elles accordent un plus grand degré de liberté pour tester des idées. Schéma sur le management selon les pays : UK, USA, France, Suède, Germany, ASIA, etc. :)

En France, comme dans les autres pays méditerranéens, la majorité des managers envisagent la direction de manière coercitive, c'est-à-dire dans le but d'obtenir un acquiescement immédiat des salariés. Alors que dans les pays d'Europe du Nord, le chef est là pour faire émerger la décision collectivement. Pourquoi en sommes-nous là ? Les écoles de management ne forment pas à l'humain, mais aussi parce que les managers ne sont pas choisis pour leurs qualités humaines mais pour leurs compétences métiers. L'évolution du management avec le développement du reporting (les indicateurs de résultats) remet en cause les métiers, mais pas l'autocratie.

"L'heure du travail flexible ? 91% des directeurs de ressources humaines britanniques interrogés estiment que les employés de demain seront recrutés avant tout sur leur capacité à s'adapter au changement."

"Dans une étude de Right Management (UK), leader mondial des solutions d'optimisation du capital humain en management des Talents et des Carrières, intitulée « The Flux report », les acteurs des ressources humaines britanniques identifient les changements liés au climat d'incertitudes et de volatilité de ces dix dernières années."