Skilled Workforce Quotes

The most common theory points to the fact that men are stronger than women and that they have used their greater physical power to force women into submission. A more subtle version of this claim argues that their strength allows men to monopolize tasks that demand hard manual labor, such as plowing and harvesting. This gives them control of food production, which in turn translates into political clout. There are two problems with this emphasis on muscle power. First, the statement that men are stronger is true only on average and only with regard to certain types of strength. Women are generally more resistant to hunger, disease, and fatigue than men. There are also many women who can run faster and lift heavier weights than many men. Furthermore, and most problematically for this theory, women have, throughout history, mainly been excluded from jobs that required little physical effort, such as the priesthood, law, and politics, while engaging in hard manual labor in the fields....and in the household. If social power were divided in direct relation to physical strength or stamina, women should have got far more of it. Even more importantly, there simply is no direct relation between physical strength and social power among humans. People in their sixties usually exercise power over people in their twenties, even though twenty-somethings are much stronger than their elders. ...Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In fact, human history shows that there is often an inverse relation between physical prowess and social power. In most societies, it’s the lower classes who do the manual labor. Another theory explains that masculine dominance results not from strength but from aggression. Millions of years of evolution have made men far more violent than women. Women can match men as far as hatred, greed, and abuse are concern, but when push comes to shove…men are more willing to engage in raw physical violence. This is why, throughout history, warfare has been a masculine prerogative. In times of war, men’s control of the armed forces has made them the masters of civilian society too. They then use their control of civilian society to fight more and more wars. …Recent studies of the hormonal and cognitive systems of men and women strengthen the assumption that men indeed have more aggressive and violent tendencies and are…on average, better suited to serve as common soldiers. Yet, granted that the common soldiers are all men, does it follow that the ones managing the war and enjoying its fruits must also be men? That makes no sense. It’s like assuming that because all the slaves cultivating cotton fields are all Black, plantation owners will be Black as well. Just as an all-Black workforce might be controlled by an all-White management, why couldn’t an all-male soldiery be controlled by an all-female government?

It is in their interests to have a stable, skilled labour force, a permanently well-adjusted complex, because the human complex (the collective worker) of an enterprise is also a machine which cannot, without considerable loss, be taken to pieces too often and renewed with single new parts.

Or to put it another way, our children and our grandchildren are less literate and less numerate than we are. They are less able to navigate the world, to understand it to solve problems. They can be more easily lied to and misled, will be less able to change the world in which they find themselves, be less employable. All of these things. And as a country, England will fall behind other developed nations because it will lack a skilled workforce. And while politicians blame the other party for these results, the truth is, we need to teach our children to read and to enjoy reading. We

she realized then that what she’d hitherto thought personal to her was, in fact, applicable to many women, masses of them, women whose husbands forced them to stay at home when they were more than willing to put their intellect to good use in the skilled workforce, women, such as herself, who were going bonkers with boredom and banality Penelope embarked on a campaign to lobby Giles for her return to work, who still insisted she remain at home as it was the natural order of things going back to time immemorial: me hunter – you homemaker me breadwinner – you bread-maker me child maker – you child raiser

Singapore's economy is considered one of the freest, most innovative, most competitive, dynamic and business-friendly in the world. There is no minimum wage and so the unemployment rate is also one of the lowest in the world. Singapore also has low tax rates, no corruption, good infrastructure and a skilled workforce, making it very attractive to foreign companies.

To achieve such intense strategic focus the organizations had instituted comprehensive, transformational change. They redefined their relationships with the customer, reengineered fundamental business processes, taught their workforces new skills, and deployed a new technology infrastructure.

Overall, the American Millennial demographic group falls into two categories. The first match the stereotype of entitlement and laziness and taking an extended adolescence between college and entering the workforce. The second . . . got screwed: they attempted to be adults, but got sideswiped by the combination of Boomers squeezing them out of the workforce, and the mass unemployment triggered by the 2007–09 financial crisis. Regardless of bucket, the Millennials lost years of meaningful work experience, and today are the least skilled of any equivalent age cohort in modern American history

Our current long-term vision at LinkedIn is to extend this professional graph into an economic graph by digitally manifesting every economic opportunity [i.e., job] in the world (full-time and temporary); the skills required to obtain those opportunities; the profiles for every company in the world offering those opportunities; the professional profiles for every one of the roughly 3.3 billion people in the global workforce; and subsequently overlay the professional knowledge of those individuals and companies onto the “graph” [so that individual professionals could share their expertise and experience with anyone]. Anyone

It is more important to look holistically at the root of why anyone would want to avoid work so badly that they’d game the system and leave the workforce altogether. When work is fulfilling, dignifying, respects our skills and nourishes our talents and souls, it becomes a pleasure not a burden; something we would look for not run away from. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

When employers designate certain jobs "professional" and insist that employees have professional training – not just the technical skills that seem sufficient to do the work – they must have more in mind than efficiency. Hierarchical organizations need professionals, because through professionals those at the top control the political content of what is produced, and because professionals contribute to the bosses' control of the workforce itself.

In the long run, the best way to reduce inequalities with respect to labor as well as to increase the average productivity of the labor force and the overall growth of the economy is surely to invest in education. If the purchasing power of wages increased fivefold in a century, it was because the improved skills of the workforce, coupled with technological progress, increased output per head fivefold. Over the long run, education and technology are the decisive determinants of wage levels.

In 2004, fifty years after Brown, “not a single African American earned a Ph.D. in astronomy or astrophysics,” according to the Journal of Blacks in Higher Education. In fact, of the 2,100 Ph.Ds. awarded in forty-three different fields in the natural sciences, not one of these doctoral degrees went to an African American.132 The refusal to implement Brown throughout the South even in the face of Sputnik—not only as the law or as simple humanity might have dictated but also as demanded by national interest and patriotism—compromised and undermined American strength. Now, in the twenty-first century, the sector of the U.S. economy that accounts for more than 50 percent of our sustained economic expansion, science and engineering, is relying on an ever-dwindling skilled and educated workforce.

Actually, if you looked closely, even N.A.F.T.A.'s advocates conceded that it was probably going to harm the majority of the populations of the three countries. For instance, its advocates in the United States were saying, "It's really good, it'll only harm semi-skilled workers"―footnote: 70 percent of the workforce. As a matter of fact, after N.A.F.T.A. was safely passed, the New York Times did their first analysis of its predicted effects in the New York region: it was a very upbeat article talking about how terrific it was going to be for corporate lawyers and P.R. firms and so on. And then there was a footnote there as well. It said, well, everyone can't gain, there'll also be some losers: "women, blacks, Hispanics, and semi-skilled labor"―in other words, most of the people of New York. But you can't have everything. And those were the advocates.

The Islamic Republic remained altogether indifferent to this massive brain drain. Propelled by the growth in the numbers of university graduates and professional classes who were unable to find gainful employment at home or unwilling to bow to unwelcome social pressures, the by-products of Iran's demographic revolution were to the regime more of a potential liability than a precious workforce necessary to build Iran's future. It was as if the boundary lines between the self and the other in the Islamic Republic were drawn in such a fashion as to protect an elite minority, loyal to the regime but inferior in education and skills, at the expense of repelling a far larger segment of the population who was educated and skilled but ideologically uncommitted to the emerging Islamic order. 'Commitment over expertise' was a favorite slogan that cost the Iranian economy dearly.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Now, in the twenty-first century, the sector of the U.S. economy that accounts for more than 50 percent of our sustained economic expansion, science and engineering, is relying on an ever-dwindling skilled and educated workforce. Whereas at one point, “about 40% of the world’s scientists and engineers resided in the U.S.,” according to Rodney C. Adkins, senior vice president of IBM, “that number [had] shrunk to about 15%” by 2012.133

A dramatic ageing of the population. Its effects will start being felt in 2005 (from the retirement of numerous groups). Since the government did not foresee and reform the retirement system paid out of each year’s taxes, we know it is already too late. There will not be sufficient funds to furnish allocations and healthcare to seniors and ever higher taxes will be levied on those who are working. The result will necessarily be a generalised lowering of purchasing power and therefore of economic growth based on consumption. The ageing of the population will also rapidly lead — it is already happening — to another frightening effect: a loss of technological skills. There are not enough young minds. 2)  The massive immigration of new battalions from the Third World to palliate these gaps, so desired by the UN, is an imposture. These migrants are unskilled and need social services themselves. They are mouths to feed, not the brains needed in a post-industrial society. Germany wanted to import more than 30,000 engineers that it needs (already), but got only 9,000 Indians. The immigration-colonisation (of which the entire cost is already more than 122 billion euros a year), which will not stop growing, added to the steadily increasing birth rate of the foreigners — most of them, as everyone knows, are not able to earn a good education — will be one more brake on economic prosperity. The current masses of ‘youths’ from Africa and North Africa will for the most part have a choice only between unemployment supported by welfare payments or participation in the parallel and criminal economy. The professional value of the workforce is going to experience a dramatic decline as soon as 2010.

While the populist nationalists raise important questions, the world can ill afford their shortsighted solutions. Populist nationalism will undermine the liberal market democratic system that has brought developed countries the prosperity they enjoy. Within countries, it will anoint some as full citizens and true inheritors of the nation’s patrimony while the rest are relegated to an unequal, second-class status. It risks closing global markets down just when these countries are aging and need both international demand for their products and young skilled immigrants to fill out their declining workforces. It is dangerous because it offers blame and no real solutions, it needs a constant stream of villains to keep its base energized, and it moves the world closer to conflict rather than cooperation on global problems.

For example, regressions support workforce planning to ensure adequate staffing, or the identification of the talents that an organization should retain based on relevant traits, practices, and skills. Other applications include predicting the level of liquidity required for a finance department based on trends in disbursement.

I worry about our shrinking industrial base and the loss of a highly skilled workforce that has kept America the unchallenged aerospace leader since World War II. By layoffs and attrition we are losing skilled toolmakers and welders, machinists and designers, wind tunnel model makers and die makers too. And we are also losing the so-called second tier—the mom-and-pop shops of subcontractors who supplied the nuts and bolts of the industry, from flight controls to landing gears. The old guard is retiring or being let go, while the younger generation of new workers lucky enough to hold aerospace jobs has too little to do to overcome a steep learning curve any time soon.

I believe in a holistic approach to learning, where emotional intelligence, technology, and strategy converge to create impactful learning experiences.

In the ever-evolving business landscape, continuous learning is the key to resilience and success. As leaders, we must champion this mindset at all levels.

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Challenge: How do you match the right people with the right skills at the right time? Solution: Corporations, education institutions, and public policy makers must aggregate the demand for labor and collaborate on curricula.

The digital revolution is not a spectator sport. It demands a proactive approach from all stakeholders, especially governments. By fostering a culture of continuous learning through a National Initiative for Education, we can unlock a future brimming with possibilities. Upskilling, reskilling, and cross-skilling will equip our workforce with the tools they need to not only adapt to the ever-evolving landscape but also leverage advanced technologies to become more productive, innovative, and competitive. A skilled and adaptable workforce is the cornerstone of a thriving digital economy. By empowering our citizens to embrace lifelong learning, we pave the way for a future where humans and machines work together, not just towards a brighter tomorrow, but a more prosperous and innovative one for all.

e live in a day and age where manners have been all but forgotten. We can remedy that with our children and grandchildren. When teaching the "M" word, show your children manners can be fun. One way is to have interesting pretend conversations that teach saying "hello," "goodbye," "I'm happy to meet you," and "thank you very much." Make a game of teaching kids how to set a table. Knife here. Fork there. Napkin fluffed in a napkin ring-and a pretty bowl of flowers or other decoration in the middle. Make a date with your grandchildren and take them out to lunch so they can practice their skills. Yes, manners can be used even if they're just ordering grilled cheese sandwiches! Manners will help children have kinder hearts, think of others, and stand them in good stead when they grow up and join the workforce. Love has manners, and emphasize how much they're showing they care when they use their good manners. hat's the greatest gift we can give to our often impersonal and violent society? Our feminine selves! Does that surprise you? Let me share a few simple truths about being a woman of God. Women have always had the ability to transform their surroundings, to make them more comfortable and inviting so friends can find comfort and joy. Let's rejoice in this gift and make the most of it. The beautiful woman is disciplined, modest, discreet, gracious, self-controlled, and organized. Scripture says that as women our worth is far above jewels. Strength and dignity are our clothing. When we open our mouths, wisdom and the teaching of kindness are on our tongues. We are women who fear the Lord. Let's live up to that description and celebrate who we are in Christ.

Too often we're told that advocates of new policies are putting values of fairness above practical concerns, while supporters of laissez-faire are the ones who are serious about the economy. This isn't correct. For today's economy, the question is not whether we should help families with handouts; it's how to help families so they can thrive as workers and consumers. To boost long-term economic growth, businesses need a highly skilled workforce, ready and able to work. In today's economy, where most workers also have care responsibilities, this means we must find ways to address conflicts between work and life. These conflicts aren't trivial private travails; they're serious economic problems.

• Launched Real Time Talent, one of the most innovative workforce development initiatives in the country. It links the curriculum and training for more than four hundred thousand postsecondary students with the skill requirements of employers in the state (RealTimeTalentMN.org). • Created the Business Bridge, which facilitates connections between the procurement functions of large corporations and smaller potential suppliers located in the region. As a result of this effort, participating businesses added more than $1 billion to their spending with local businesses in two years—a year ahead of their goal. • Helped to build the case for investing more aggressively in higher education. By strengthening relationships between business and higher education leaders, and using a fact-based set of findings to justify investing more than an incremental amount, a coalition organized by Itasca helped increase spending in the state by more than $250 million annually. That’s not bad for a group of people with no budget, no office, no charter, virtually no Internet presence, virtually no staff—but a huge abundance of trust.

Women had been considered not as smart and not as capable as men, but at least their mothering and homemaking skills had been appreciated. For most of her life, women had accepted these beliefs as immutable truths, treating the few that had tried to rise above them as bad mothers, misguided individuals, and an undesirable influence on their daughters. Thank heavens this was changing. There was still discrimination in the workforce, with men getting better pay and faster promotions, but at least the West was on the right track.

Employee Engagement “Employee Engagement” has become a very hot topic in recent years. The escalating statistics for disengagement are alarming. In 2015, the Gallup Polls’ “The State of the American Workforce” survey found that only 32.5 percent of the U.S. Workforce is engaged and committed where they work, and 54 percent say they would consider leaving their companies if they could receive a 20 percent raise elsewhere. Disengagement not only lowers performance, morale, and productivity, but it’s costing employers billions of dollars a year. It's a growing problem, which has many companies baffled.

and Medicaid, which would help expand coverage and bring down costs. The other thing we should be honest about is how hard it’s going to be, no matter what we do, to create significant economic opportunity in every remote area of our vast nation. In some places, the old jobs aren’t coming back, and the infrastructure and workforce needed to support big new industries aren’t there. As hard as it is, people may have to leave their hometowns and look for work elsewhere in America. We know this can have a transformative effect. In the 1990s, the Clinton administration experimented with a program called Moving to Opportunity for Fair Housing, which gave poor families in public housing vouchers to move to safer, middle-income neighborhoods where their children were surrounded every day by evidence that life can be better. Twenty years later, the children of those families have grown up to earn higher incomes and attend college at higher rates than their peers who stayed behind. And the younger the kids were when they moved, the bigger boost they received. Previous generations of Americans actually moved around the country much more than we do today. Millions of black families migrated from the rural South to the urban North. Large numbers of poor whites left Appalachia to take jobs in Midwestern factories. My own father hopped a freight train from Scranton, Pennsylvania, to Chicago in 1935, looking for work. Yet today, despite all our advances, fewer Americans are moving than ever before. One of the laid-off steelworkers I met in Kentucky told me he found a good job in Columbus, Ohio, but he was doing the 120-mile commute every week because he didn’t want to move. “People from Kentucky, they want to be in Kentucky,” another said to me. “That’s something that’s just in our DNA.” I understand that feeling. People’s identities and their support systems—extended family, friends, church congregations, and so on—are rooted in where they come from. This is painful, gut-wrenching stuff. And no politician wants to be the one to say it. I believe that after we do everything we can to help create new jobs in distressed small towns and rural areas, we also have to give people the skills and tools they need to seek opportunities beyond their hometowns—and provide a strong safety net both for those who leave and those who stay. Whether it’s updating policies to meet the changing conditions of America’s workers, or encouraging greater mobility, the bottom line is the same: we can’t spend all our time staving off decline. We need to create new opportunities, not just slow down the loss of old ones. Rather than keep trying to re-create the economy of the past, we should focus on making the jobs people actually have better and figure out how to create the good jobs of the future in fields such as clean energy, health care, construction, computer coding, and advanced manufacturing. Republicans will always be better at defending yesterday. Democrats have to be in the future business. The good news is we have

The most productive firms reinvented and reorganized decision rights, incentives systems, information flows, hiring systems, and other aspects of organizational capital to get the most from the technology. This, in turn, required radically different and, generally, higher skill levels in the workforce.

A particular focus of the business-education dialogue should be to more effectively leverage the value of the nation’s 1,200 community colleges. Whether serving as an educational “on-ramp” for first generation college-goers or low-wage/low-skill adults, offering cutting-edge occupational training, or working with businesses to provide continuing education and training for their employees, community colleges are the natural backbone of the nation’s workforce development efforts.24

The continuous transformation of a school into an elite Science, Technology, Engineering and Mathematics (STEM) institution prepares students to become 21st century-ready. STEM embeds college-, career-, and citizen-ready skills into the curriculum. For our nation, we must succeed. Yet we cannot step into this new world without inspiration and commitment. So we cobble together ideas and actions to create our own recipe for success.

I have gone through Let’s Talk, Mukta Mahajani’s book on negotiations and communications at the workplace, with curiosity. Although the book essentially aims at equipping young executives with techniques and skills to deal with difficult workplace situations, it is an interesting and useful read for public servants like me, who have been groomed in an era when negotiation and communication skills were considered an art and one either had the skills or did not have them. We never believed that these skills could be acquired and then honed with right training. Of course, I firmly believe that negotiations have to be built on the foundation of trust and ethics. They should not lead to lose–lose or win– lose situations but should culminate in win–win situations. The modern-day workplace is a highly complex, multidimensional and multi-layered system manned by a diverse workforce. Human behaviour is the most important factor that makes the workplace complex and dynamic. Hundreds of Ankitas, Ketans, Rams and Vidyas struggle to achieve their desired goals at the workplace. I am certain that Mukta’s book will be of great value to them. Congratulations Mukta! Mr Sharad Pawar

Which is where the next ambitious ALG project comes in: African Leadership Unleashed, or ALU. Led by Fred Swaniker, ALU is a plan to establish a network of 25 universities across the continent by the end of the decade—Africa’s Ivy League—each of which will have 10,000 students. The first ALU has already opened in Mauritius. The idea is to apply the exact same boutique model of the African Leadership Academy to tertiary education. Once the 25 colleges are built and running, it will mean that every four years 250,000 young Africans trained in business, government, ethics, social policy, medicine and the arts will be entering the workforce. Among them will be the new generation of Africa’s leaders. Says Swaniker, “Hundreds of thousands of university graduates on the continent today are not equipped with the skills to lead change. About 45 percent of university graduates in Africa today are unemployed. This is a tragedy. I want to change this by applying ALA’s model in a tertiary space to provide the critical skills and leadership experience necessary for success.” Swaniker announced the project in a powerful talk at TEDGlobal 2014 in Rio de Janeiro titled “The Leaders Who Ruined Africa, and the Generation Who Can Fix It.” The talk has been downloaded over 1 million times and is a powerful and inspiring manifesto for this, the African Century.

While Kodak hired men with advanced science degrees, Land sought a more diverse workforce, employing women with artistic backgrounds and men straight out of the navy. Just like the Silicon Valley founders with commitment blueprints, he didn’t worry about the specific skills or star qualities of the people he took on; his focus was rather on whether they would value generating novel ideas and dedicate themselves to the mission.

Second, consider the timing and your other priorities. Are you just starting out or have you been in the workforce for a long time? Are you single or married; do you have children? All of these factors go into determining whether taking the risk is worth it. Third

Confidence spark If you’re feeling shaky about taking an action that could prove risky, use this exercise to determine if the action is what I call a best bet, a smart risk worth taking. First, analyze the pros and cons. Say you’re offered a job working for a start-up company. How many pluses and minuses can you list? Which do you have more of? Second, consider the timing and your other priorities. Are you just starting out or have you been in the workforce for a long time? Are you single or married; do you have children? All of these factors go into determining whether taking the risk is worth it. Third and most importantly, listen to your inner voice. What is it advising? If everything points to go, then it’s time to make a move. Or maybe you find that the timing is not right. Don’t discard your plans—just put them aside for now. Reevaluate the opportunity, or another one just like it, at a later time. Letting

But unemployment statistics suggest instead that there isn’t much slack in the workforce,” Hiltzik smugly wrote. “At 4.4%, the unemployment rate is at about the point economists judge to be full employment.”83 Hiltzik was just as confident Trump would have no success turning productivity around. Thankfully, the naysayers lost. Under Trump, wages rose for the first time in two decades.84 In November 2018, unemployment dropped to its lowest rate in a half century. Black unemployment reached its lowest recorded level in May 2018, at 5.9 percent, and unemployment rates for Latino, young, and low-skilled workers are lower than they’ve been in years. Unemployment for Americans with disabilities also reached an all-time low.85 In the same year women’s unemployment reached its lowest rate in sixty-five years. By the close of 2018 there were more job openings in America than unemployed people for the first time in this nation’s history. More than five million jobs had been created since Trump took office.

Elites successfully used professional credentials to maintain their positions of power. This certainly reflected some degree of skill and expertise, or human capital, but not exclusively. Rather, sociologists have shown how the top of the educational hierarchy was a key arena for strategies of stratification that effectively perpetuated class distinctions.22 Rather than seeing education as an indicator of productive skills, Marxist scholars have stressed its role in socializing a compliant, capitalist workforce.

When low skilled immigrants flood a labor market, it makes high-skilled workers rarer as a share of the total workforce, increasing the ratio of low skill to high skill workers. This benefits high-skilled workers by improving their relative position in the marketplace, increasing their bargaining position and raising their incomes.

… The Johnson administration was quick to assure labor that the immigration bill [abandoning a requirement that immigrants be skilled workers, which threatened American labor, to family reunification] would have no appreciable impact on employment. Labor Secretary Willard Wirtz told Congress that once the act became fully operative, the total number of immigrants entering the workforce every year “will be equal to about one tenth of 1 percent of the workforce.” Reassured, union leaders generally joined the call for expanded family reunification preferences.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

respect: a desire to feel valued and vital to the organization; (2) competence: being perceived as knowledgeable and skilled; (3) connection: collaborating with colleagues and experiencing mutual trust; and (4) autonomy: having the freedom and independence to exercise judgment and make sound decisions.

If you want to contribute to developing your country, transform yourself into a skilled workforce" - Somen Kanungo, Founder of DEC - D Engineers' Club

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

One of the significant challenges facing traditional education in Africa is its continued dependence on outdated colonial-era curricula that were originally designed to produce clerks and administrators, rather than fostering independent thinkers or innovators. Many countries across the continent have retained these frameworks, placing a greater emphasis on exams and credentials than on nurturing creativity, leadership, or entrepreneurial skills. Students are often dissuaded from challenging authority, exploring new ideas, or pursuing unconventional career paths. The outcome is a workforce that struggles to keep up with shifting economic demands and a leadership pipeline that lacks innovative problem-solvers and forward-thinking individuals.

Layoffs are Happening → Re-skilling workforce, supporting startups, and increasing government spending on job-creating sectors can help.

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Just about the only serious argument anyone tries to make in favor of diversity echoes Jonathan Alger, a lawyer who has argued before the Supreme Court in favor of racial preferences: “Corporations have to compete internationally,” he says, and “cross-cultural competency is a key skill in the work force.” This argument assumes that people get along best with people like themselves, that Koreans, for example, can do business most effectively with other Koreans. Presumably, if the United States has a large population of Koreans they will be a bridge between Korea and the United States. For that to work, however, Korean-Americans should not fully assimilate because if they do, they will lose the qualities that make them an asset. America should give up the ideal of Americanization that, in a few generations, made Englishmen, Dutchmen, Germans, Swedes, the Irish, and all other Europeans essentially indistinguishable. Do we really want to give up the idea of assimilation? Or should only racial minorities give up on assimilation? More to the point, is a diverse population really an advantage in trade or international affairs? Japan is one of the most racially homogeneous nations. It would be hard to find a country that so clearly practices the opposite of American-style diversity, but it is one of the most successful trading nations on earth. If diversity were a key advantage, Brazil, Indonesia, Sudan, Malaysia, and Lebanon would be world leaders in trade. Other great trading nations—Taiwan, Korea and China—are, if anything, even more closed and exclusionist than Japan. Germany is likewise a successful trading nation, but its trade surpluses cannot be attributed to cultural or racial diversity. Only since the 1960s has it had a large non-German minority of Turks who came as guest workers, and there is no evidence that Turks have helped Germany become more of a world presence or even a better trade partner with Turkey. The world’s consumers care about price and quality, not the race or nationality of the factory worker. American corporations boast about workforces that “look like America,” but they are often beaten in their own market by companies whose workforces look like Yokohama or Shanghai. If we really took seriously the idea that “cross-cultural competence” was crucially important, we would adjust the mix of immigrants accordingly. We might question the wisdom of Haitian immigration, for example, since Haiti is a small, poor country that is never likely to be an important trade partner. And do 32 million Mexican-Americans help our trade relations with the world—or even with Mexico? Canada is our number-one trading partner. Should we therefore encourage immigration from Canada? No one ever talks about immigration in these terms because at some level everyone understands that diversity has nothing to do with trade or influence in the world. The “cross-cultural competence” argument is artificial.

The most successful senior leaders understand the ROI of engagement and recognize that it will be next to impossible to achieve their goals without a fully committed and engaged workforce. Employee engagement is a top business priority for them, particularly in today’s tough business climate. They know that having a high-performing workforce is essential for growth and survival. They treat employees as valuable people with skills rather than people with valuable skills.

In revamping our education systems, we can learn much from South Korea’s embrace of gifted and talented education. These programs seek to identify and realize the potential of the country’s top technical minds, an approach suited to creating the material prosperity that can then be broadly shared across society. Schools around the globe can also draw lessons from American experiments in social and emotional education, fostering skills that will prove invaluable to the human-centric workforce of the future.

If we want an educated population, a skilled workforce, an innovative society, then we will have to work just as hard as he did to persuade people that the pain of failure is like a blister in tennis—a sign that you are trying hard enough to improve.

...You can’t expect niceness to fix the issue. We must understand that the act of caring doesn’t actually solve issues as complex as discrimination and lack of inclusiveness, and that we must use metrics and actually push the envelope to create change. In order to create institutional changes that actually last, library leaders must facilitate the creation of organizational programs that ensure that diversity, inclusion and social justice goals are met. Library managers have to make sure social justice and diversity workshops and trainings are built into professional development budgets, and that our staff have the opportunity to work on not only their technical skills but on being a better, more compassionate workforce.

Two things determined the mix between these two types of jobs and the extent of inequality the postindustrial transition produced. First, the greater the education and skill level of the workforce, the higher the level of wages in general. Second, the greater the institutionalization of labor markets in services (in addition to manufacturing), the higher the quality of service sector jobs in general.

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V信83113305：Swinburne University of Technology (SUT) is a renowned public research university located in Melbourne, Australia, with additional campuses in Sarawak, Malaysia. Established in 1908, SUT is celebrated for its strong emphasis on science, technology, engineering, and mathematics (STEM), alongside innovative programs in design, business, and social sciences. The university is globally recognized for its cutting-edge research, particularly in areas like astrophysics, advanced manufacturing, and digital innovation. Swinburne fosters a vibrant, inclusive learning environment with state-of-the-art facilities, including the Advanced Technologies Centre and the Factory of the Future. Its strong industry connections provide students with practical experience through internships and collaborative projects. Ranked among the world’s top young universities, SUT is committed to producing graduates equipped with skills for the future workforce. With a diverse student body and a focus on employability, Swinburne continues to be a leader in transformative education and research.，Swinburne University of Technology学位证书办理打开职业机遇之门, 如何获取斯威本科技大学--毕业证本科学位证书, 在线办理斯威本科技大学毕业证成绩单, 办理Swinburne University of Technology大学毕业证-斯威本科技大学, Swinburne毕业证定制, 想要真实感受Swinburne University of Technology斯威本科技大学版毕业证图片的品质点击查看详解, 哪里买Swinburne University of Technology斯威本科技大学毕业证|Swinburne University of Technology成绩单, 留学生买文凭毕业证-斯威本科技大学, 挂科办理斯威本科技大学学历学位证

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V信83113305：Singapore University of Social Sciences (SUSS) is a dynamic institution dedicated to lifelong learning and applied education. Established in 2017, it builds on decades of experience from its predecessor, SIM University, to offer industry-relevant programs for adult learners. SUSS focuses on social sciences, business, and technology, emphasizing practical skills and real-world impact. Its flexible learning models, including part-time and online options, cater to working professionals seeking career advancement. The university fosters a strong sense of social responsibility, encouraging students to contribute meaningfully to society. With a diverse student body and partnerships with industry leaders, SUSS bridges academia and the workforce. Its innovative approach and commitment to inclusivity make it a key player in Singapore's education landscape, shaping future-ready graduates for a rapidly evolving world.，挂科办理新跃社科大学 学历学位证, 【 新加坡 篇】新跃社科大学 毕业证成绩单, 原版复刻 新加坡 新跃社科大学 毕业证办理成绩单修改, 购买新跃社科大学 毕业证, 新加坡 SUSS毕业证仪式感|购买SUSS新跃社科大学 学位证, 购买新跃社科大学 毕业证, 办 新加坡 Singapore University of Social Sciences新跃社科大学 文凭学历证书, 新跃社科大学 毕业证制作

V信83113305：Singapore University of Technology and Design (SUTD) is a premier institution in Singapore, renowned for its innovative approach to education and research. Established in collaboration with MIT and Zhejiang University, SUTD focuses on integrating technology, design, and entrepreneurship to address global challenges. Its interdisciplinary curriculum emphasizes hands-on learning, fostering creativity and problem-solving skills. The university offers cutting-edge programs in architecture, engineering, and information systems, preparing students for the future workforce. With state-of-the-art facilities and a strong industry partnership network, SUTD drives advancements in smart cities, AI, and sustainable design. Located in the vibrant East Coast, the campus reflects modernity and sustainability. SUTD’s commitment to excellence makes it a hub for aspiring innovators and leaders in technology and design.， 新加坡 大学毕业证定制, Singapore University of Technology and Design新加坡科技设计大学 挂科了怎么办？, 办理新加坡科技设计大学 毕业证, Offer(Singapore University of Technology and Design成绩单)新加坡科技设计大学 如何办理?, 办新加坡科技设计大学 毕业证成绩单, 一比一原版新加坡科技设计大学 毕业证购买, 哪里买新加坡科技设计大学 毕业证|Singapore University of Technology and Design成绩单

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