Workforce Development Quotes

After years in the Chinese workforce, I had developed an emotional attachment to money. My earnings were my hard work and long hours; my savings were comforts deferred.

By the time these students enter the workforce, many of the jobs they will apply for ill be in industries that don't even exist yet. That's a hard future to prepare someone for. Teachers have their sights set on the real goal: not to produce Ivy League graduates, but to encourage the development of naturally curious, confident, flexible, and happy learners who are ready for whatever the future has in store.

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?

The conventional public opposition of 'liberal' and 'conservative' is, here as elsewhere, perfectly useless. The 'conservatives' promote the family as a sort of public icon, but they will not promote the economic integrity of the household or the community, which are the mainstays of family life. Under the sponsorship of 'conservative' presidencies, the economy of the modern household, which once required the father to work away from home - a development that was bad enough - now requires the mother to work away from home, as well. And this development has the wholehearted endorsement of 'liberals,' who see the mother thus forced to spend her days away from her home and children as 'liberated' - though nobody has yet seen the fathers thus forced away as 'liberated.' Some feminists are thus in the curious position of opposing the mistreatment of women and yet advocating their participation in an economy in which everything is mistreated.

Throughout history, the life of a businessperson always involves some risk; the higher the risk, the greater the reward. On the other hand, the life of an employee in any workforce involves minimal to no risk at all, resulting in a lifetime full of steadiness with little to no accomplishments during this lifetime. However, there is a crucial factor which can also be considered as a trait or characteristic that made many remarkable men and women throughout history reach high levels of their career paths, which is considered to be “success” in our modern world: Audacity.

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

the employer's control of the political content of the professional's creative work is assured by the ideological discipline developed during professional training. And the employer's control of the workforce is maintained in part through the professional's elitism and support for hierarchy in the workplace.

Animals in pens have lots of time to develop theories", said the Cow, "I've heard more than one clever creature draw a connection between the rise of tiktokism and the erosion of traditional Animal labour. We weren't beasts of burden, but we were good reliable labourers. If we were made redundant in the workforce, it was only a matter of time before we'd be socially redundant too.

Men who make a lot of money in this society and who are not independently wealthy usually work long hours, spending much of their time away from the company of loved ones. This is one circumstance shared with men who do not make much money but who also work long hours. Work stands in the way of love for most men then because the long hours they work often drain their energies; there is little or no time left for emotional labor for doing the work of love. The conflict between finding time for work and finding time for love and loved ones is rarely talked about in our nation. It is simply assumed in patriarchal culture that men should be willing to sacrifice meaningful emotional connections to get the job done. No one has really tried to examine what men feel about the loss of time with children, partners, loved ones, and the loss of time for self development... Most women who work long hours come home and work a second shift taking care of household chores. They feel, like their male counterparts, that there is no time to do emotional work, to share feelings and nurture others…Sexist men and women believe that the way to solve this dilemma is not to encourage men to share the work of emotional caretaking but rather to return to more sexist gender roles... Of course they do not critique the economy that makes it necessary for all adults to work outside the home; instead they pretend that feminism keeps women in the workforce.

Continuous growth and the consequent ever-increasing acceleration of the pace of life have profound consequences for the entire planet and, in particular, for cities, socioeconomic life, and the process of global urbanization. Until recent times, the time between major innovations far exceeded the productive life span of a human being. Even in my own lifetime it was unconsciously assumed that one would continue working in the same occupation using the same expertise throughout one’s life. This is no longer true; a typical human being now lives significantly longer than the time between major innovations, especially in developing and developed countries. Nowadays young people entering the workforce can expect to see several major changes during their lifetime that will very likely disrupt the continuity of their careers. This increasingly rapid rate of change induces serious stress on all facets of urban life. This is surely not sustainable, and, if nothing changes, we are heading for a major crash and a potential collapse of the entire socioeconomic fabric. The challenges are clear: Can we return to an analog of a more “ecological” phase from which we evolved and be satisfied with some version of sublinear scaling and its attendant natural limiting, or no-growth, stable configuration? Is this even possible?

It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss. At the same time, workers are encouraged to channel more of their lives through work - not just their time and energy during working hours, but their social life and their volunteering and fundraising. Work is taking on the roles once played by other institutions in our lives, and the potential for abuse is clear. A company designs ever more exacting performance targets, with the tantalising carrot of accolades and pay increases to manipulate ever more feverish commitment. The core workforce finds itself hooked into a self-reinforcing cycle of emotional dependency: the increasing demands of their jobs deprive them of the possibility of developing the relationships and interests which would enable them to break their dependency. The greater the dependency, the greater the fear of going cold turkey - through losing the job or even changing the lifestyle. 'Of all the institutions in society, why let one of the more precarious ones supply our social, spiritual and psychological needs? It doesn't make sense to put such a large portion of our lives into the unsteady hands of employers,' concludes Ciulla. Life is work, work is life for the willing slaves who hand over such large chunks of themselves to their employer in return for the paycheque. The price is heavy in the loss of privacy, the loss of autonomy over the innermost workings of one's emotions, and the compromising of authenticity. The logical conclusion, unless challenged, is capitalism at its most inhuman - the commodification of human beings.

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

The reformers define the purpose of education as preparation for global competitiveness, higher education, or the workforce. They view students as “human capital” or “assets.” One seldom sees any reference in their literature or public declarations to the importance of developing full persons to assume the responsibilities of citizenship.

Corporate Social Responsibility is the continuing commitment by Business to contribute to economic development while improving the quality of life of the workforce and their families as well as of the community and society at large.

Correlations made by big data are likely to reinforce negative bias. Because big data often relies on historical data or at least the status quo, it can easily reproduce discrimination against disadvantaged racial and ethnic minorities. The propensity models used in many algorithms can bake in a bias against someone who lived in the zip code of a low-income neighborhood at any point in his or her life. If an algorithm used by human resources companies queries your social graph and positively weighs candidates with the most existing connections to a workforce, it makes it more difficult to break in in the first place. In effect, these algorithms can hide bias behind a curtain of code. Big data is, by its nature, soulless and uncreative. It nudges us this way and that for reasons we are not meant to understand. It strips us of our privacy and puts our mistakes, secrets, and scandals on public display. It reinforces stereotypes and historical bias. And it is largely unregulated because we need it for economic growth and because efforts to try to regulate it have tended not to work; the technologies are too far-reaching and are not built to recognize the national boundaries of our world’s 196 sovereign nation-states. Yet would it be best to try to shut down these technologies entirely if we could? No. Big data simultaneously helps solve global challenges while creating an entirely new set of challenges. It’s our best chance at feeding 9 billion people, and it will help solve the problem of linguistic division that is so old its explanation dates back to the Old Testament and the Tower of Babel. Big data technologies will enable us to discover cancerous cells at 1 percent the size of what can be detected using today’s technologies, saving tens of millions of lives. The best approach to big data might be one put forward by the Obama campaign’s chief technology officer, Michael Slaby, who said, “There’s going to be a constant mix between your qualitative experience and your quantitative experience. And at times, they’re going to be at odds with each other, and at times they’re going to be in line. And I think it’s all about the blend. It’s kind of like you have a mixing board, and you have to turn one up sometimes, and turn down the other. And you never want to be just one or the other, because if it’s just one, then you lose some of the soul.” Slaby has made an impressive career out of developing big data tools, but even he recognizes that these tools work best when governed by human judgment. The choices we make about how we manage data will be as important as the decisions about managing land during the agricultural age and managing industry during the industrial age. We have a short window of time—just a few years, I think—before a set of norms set in that will be nearly impossible to reverse. Let’s hope humans accept the responsibility for making these decisions and don’t leave it to the machines.

The lean distribution of knowledge means a more collaborative relationship between management and the workforce. Managers trust that the workers know best about their responsibilities. Workers trust that managers have the right goal and see the true relationships between the production processes.

The worst place an employee can be, is stuck in an organization with a micromanager who doesn't care about his/her development and where there are no opportunities for growth and advancement.

the notion that to enhance workforce development, legislators must strip away academic programs deemed not immediately applicable reflects a simplistic view of the role of higher education in the economy.

MY DEMOGRAPHIC RESEARCH makes it crystal clear that emerging countries, outside of China and a few others like Thailand, will dominate demographic growth in the next global boom. But the even more powerful factor is the urbanization process, with the typical emerging country only 50 percent urbanized, as compared with 85 percent in the typical developed country. In emerging countries, urbanization increases household income as much as three times from its level in rural areas. As people move into the cities, they also climb the social and economic ladder into the middle class. With the cycles swirling around us for the next several years and the force of revolution reshaping our world, emerging markets are in the best position to come booming out the other side. That’s why investors and businesses should be investing more in emerging countries when this crash likely sees its worst, by early 2020. My research is unique when it comes to projecting urbanization, GDP per capita gains from it, and demographic workforce growth trends and peaks in emerging countries. It’s not what I’m most known for, but it’s the most strategic factor in the next global boom, which emerging countries will dominate. As a general guideline, those in South and Southeast Asia, from the Philippines to India and Pakistan, have strong demographic growth, urbanization trends, and productivity gains ahead. This is not the case for China, though. Latin America has mostly strong demographic growth, but limited continued urbanization and productivity gains. Much of the Middle East and Africa have not joined the democratic-capitalism party, but those regions otherwise have the most extreme urbanization and demographic potential. One day they’ll be the best places to invest, but not yet.

Yet there is a logical flaw at the heart of Establishment thinking. It may abhor the state – but it is completely dependent on the state to flourish. Bailed-out banks; state-funded infrastructure; the state’s protection of property; research and development; a workforce educated at great public expense; the topping up of wages too low to live on; numerous subsidies – all are examples of what could be described as a ‘socialism for the rich’ that marks today’s Establishment.

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.

An influential current considers fascism a developmental dictatorship, established for the purpose of hastening industrial growth through forced savings and a regimented workforce. Proponents of this interpretation have looked primarily at the Italian case. It could well be argued that Germany, too, although already an industrial giant, needed urgently to discipline its people for the immense task of rebuilding after the defeat of 1918. This interpretation goes seriously wrong, however, in supposing that fascism pursued any rational economic goal whatever. Hitler meant to bend the economy to serve political ends. Even in Mussolini’s case, prestige counted far more than economic rationality when he overvalued the lira in 1926, and when, after 1935, he chose the risks of expansionist war over sustained economic development. If Italian Fascism was meant to be a developmental dictatorship, it failed at it. Though the Italian economy grew in the 1920s under Mussolini, it grew substantially faster before 1914 and after 1945. In one genuinely aberrant form, the developmental dictatorship theory of fascism serves to label as “fascist” all sorts of Third World autocracies without an iota of popular mobilization and without the prior existence of a democracy in trouble.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

This idea goes back to one of the classical theories of political sociology, the theory of modernization, formulated by Seymour Martin Lipset. Modernization theory maintains that all societies, as they grow, are headed toward a more modern, developed, and civilized existence, and in particular toward democracy. Many followers of modernization theory also claim that, like democracy, inclusive institutions will emerge as a by-product of the growth process. Moreover, even though democracy is not the same as inclusive political institutions, regular elections and relatively unencumbered political competition are likely to bring forth the development of inclusive political institutions. Different versions of modernization theory also claim that an educated workforce will naturally lead to democracy and better institutions. In a somewhat postmodern version of modernization theory, New York Times columnist Thomas Friedman went so far as to suggest that once a country got enough McDonald’s restaurants, democracy and institutions were bound to follow. All this paints an optimistic picture. Over the past sixty years, most countries, even many of those with extractive institutions, have experienced some growth, and most have witnessed notable increases in the educational attainment of their workforces. So, as their incomes and educational levels continue to rise, one way or another, all other good things, such as democracy, human rights, civil liberties, and secure property rights, should follow. Modernization

The power these kids wield right now as programmers is individually unprecedented, perhaps even in human history, and they’re getting shoved into the workforce before they’ve had the opportunity to develop into thoughtful, whole citizens,

Quirky, Airbnb, and Uber are great examples of entrepreneurs taking advantage of the expanding scale of exponential impact. They have created billion-dollar companies in record time. They are the absolute inverse of everything we believed was true about scaling up a capital-intensive businesses. For most of the twentieth century, scaling up such businesses required massive investments and time. Adding workforce, constructing buildings, developing vastly new product suites—no wonder implementation strategies stretched years into decades. It wasn’t unusual for a board of directors to “bet the company” on a new and extremely expensive direction whose outcome would remain unknown until long after most of those board members retired. That was then.

By developing a habit of telling ourselves stories about what’s going on around us, we learn to sharpen where our attention goes. These storytelling moments can be as small as trying to envision a coming meeting while driving to work—forcing yourself to imagine how the meeting will start, what points you will raise if the boss asks for comments, what objections your coworkers are likely to bring up—or they can be as big as a nurse telling herself stories about what infants ought to look like as she walks through a NICU. If you want to make yourself more sensitive to the small details in your work, cultivate a habit of imagining, as specifically as possible, what you expect to see and do when you get to your desk. Then you’ll be prone to notice the tiny ways in which real life deviates from the narrative inside your head. If you want to become better at listening to your children, tell yourself stories about what they said to you at dinnertime last night. Narrate your life, as you are living it, and you’ll encode those experiences deeper in your brain. If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head.

• 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.

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

After years in the Chinese workforce, I had developed an emotional attachment to money. My earnings were my hard work and long hours; my savings were comforts deferred. North Koreans have no way to relate to this. In the outside world, they believe, money is plentifully available to all.

Getting to fifty-fifty is incredibly complex and nuanced, requiring many detailed solutions that will take decades to fully play out. To accelerate the process, change needs to start at the top. Like Stewart Butterfield, CEOs need to make hiring and retaining women an explicit priority. In addition, here is the bare minimum of what we can do at an individual and a systemic level: First of all, people, be nice to each other. Treat one another with respect and dignity, including those of the opposite sex.That should be pretty simple. Don’t enable assholes. Stop making excuses for bad behavior, or ignoring it. CEOs must embrace and champion the need to reach a fair representation of gender within their companies, and develop a comprehensive plan to get there. Be long-term focused, not short-term. It may take three weeks to find a white man for the job, but three months to find a woman. Those three months could save three years of playing catch-up in the future. Invest in not just diversity but inclusion. Even if your company is small, everything counts. And take the time to educate your employees about why this is important. Companies need to appoint more women to their boards. And boards need to hold company leadership to account to get to fifty-fifty in their employee ranks, starting with company executives. Venture capital firms need to hire more women partners, and limited partners should pressure them to do so and, at the very least, ask them what their plans around diversity are. Investors, both men and women, need to start funding more women and diverse teams, period. LPs need to fund more women VCs, who can establish new firms with new cultural norms. Stop funding partnerships that look and act the same. Most important, stop blaming everybody else for the problem or pretending that it is too hard for us to solve. It’s time to look in the mirror. This is an industry, after all, that prides itself on disruption and revolutionary new ways of thinking. Let’s put that spirit of innovation and embrace of radical change to good use. Seeing a more inclusive workforce in Silicon Valley will encourage more girls and women studying computer science now.

The confused reaction to the arrival of refugees failed to take into account the basic difference between immigrants and refugees: immigrants come to Europe in search for work, to meet demand for a workforce in developed European countries, while refugees don't primarily come to work but simply to look for a safe place to survive - they often don't even like the new country in which they find themselves.

When Deutsche Bahn, the German railway company, offered its workforce the choice of a 2.6 percent pay increase, a one-hour reduction in weekly hours, or six additional days of vacation annually, 58 percent chose the extra week off.4 The opportunity to exchange money for time is increasingly popular, particularly in developed economies and among younger employees.*5

Internal procedural justice begins with the clear articulation of organizational core values and the transparent creation and fair application of an organization’s policies, protocols, and decision-making processes. If the workforce is actively involved in policy development, workers are more likely to use these same principles of external procedural justice in their interactions with the community.

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.

Clock In Clock Out is a software company that can also offer custom development. Feel free to contact us if you need assistance with custom Electronic Visit Verification Workforce Systems or Software Development.

Healthy workplace cultures don't develop out of luck. A well-being culture in the workplace is the result of an intentional strategy, including the use of culture connection points.

When every team is on a well-being journey, the entire organization will see gains.

Whether you are the CEO or a frontline manager, you play the same leadership role in creating a well-being culture on your team.

Happiness, health, and work may exist together. In fact, when they do, it makes for a more resilient organization.

A well-being culture is nothing short of an essential element of a successful organization.

Any leader who is serious about supporting their team and any organization that is serious about supporting their workforce need to shape and support a well-being culture.

It’s hard to deliver high-quality results without adequate rest of both mind and body.

If there is an unhealthy subculture in your workplace, you don't have to accept it as permanent.

When a vision is inspirational, such as putting a man on the moon, it can unify a team toward a common goal.

Employee well-being needs to be held in high regard, like customer service and productivity.

Healthy cultures touch everyone—not just those who are already interested in improving their well-being.

To increase the likelihood of creating a well workplace culture, everyone needs to be rowing in the same direction.

Getting employee feedback on the well-being culture can be very helpful in assessing progress.

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

If you give employees more freedom instead of developing processes to prevent them from exercising their own judgment, they will make better decisions and it’s easier to hold them accountable. This also makes for a happier, more motivated workforce as well as a more nimble company. But to develop a foundation that enables this level of freedom you need to first increase two other elements: + Build up talent density. At most companies, policies and control processes are put in place to deal with employees who exhibit sloppy, unprofessional, or irresponsible behavior. But if you avoid or move out these people, you don’t need the rules. If you build an organization made up of high performers, you can eliminate most controls. The denser the talent, the greater the freedom you can offer. + Increase candor. Talented employees have an enormous amount to learn from one another. But the normal polite human protocols often prevent employees from providing the feedback necessary to take performance to another level. When talented staff members get into the feedback habit, they all get better at what they do while becoming implicitly accountable to one another, further reducing the need for traditional controls.

About one in six working-age men in America is now out of the workforce, one of the highest rates among developed countries.

...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.

The methods used by most companies to compensate employees are not ideal for a creative, high-talent-density workforce. Divide your workforce into creative and operational employees. Pay the creative workers top of market. This may mean hiring one exceptional individual instead of ten or more adequate people. Don’t pay performance-based bonuses. Put these resources into salary instead. Teach employees to develop their networks and to invest time in getting to know their own—and their teams’—market value on an ongoing basis. This might mean taking calls from recruiters or even going to interviews at other companies. Adjust salaries accordingly.

The size of the individual company is irrelevant when it comes to the conscious development of the desired corporate culture. For example, if a company has three employees and one person resigns because of poor company culture, the company still loses one-third of its workforce as a result.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?

Animals in pens have lots of time to develop theories," said the Cow. "I've heard more than one clever creature draw a connection between the rise of tictokism and the erosion of traditional Animal labor. We weren't beasts of burden, but we were good reliable laborers. If we were made redundant in the workforce, it was only a matter of time before we'd be socially redundant too. Anyway, that's one theory. My own feeling is that there is real evil abroad in the land. The Wizard sets the standard for it, and the society follows suit like a bunch of sheep. Forgive the slanderous reference," she said, nodding to her companions in the pen. "It was a slip.

One of the many things that makes modern computing and telephony and electronics possible is that the world is awash with workforces and economies at different stages of the development path while at the same time the macrostrategic environment enables all those various systems to interact peaceably and smoothly.

A different type of endorsement of authoritarian growth recognizes its unattractive nature but claims that authoritarianism is just a passing stage. This idea goes back to one of the classical theories of political sociology, the theory of modernization, formulated by Seymour Martin Lipset. Modernization theory maintains that all societies, as they grow, are headed toward a more modern, developed, and civilized existence, and in particular toward democracy. Many followers of modernization theory also claim that, like democracy, inclusive institutions will emerge as a by-product of the growth process. Moreover, even though democracy is not the same as inclusive political institutions, regular elections and relatively unencumbered political competition are likely to bring forth the development of inclusive political institutions. Different versions of modernization theory also claim that an educated workforce will naturally lead to democracy and better institutions. In a somewhat postmodern version of modernization theory, New York Times columnist Thomas Friedman went so far as to suggest that once a country got enough McDonald’s restaurants, democracy and institutions were bound to follow.

As the panel elaborated on their 12 principles of Management 2.0, I realized that this new management model was powerfully grounded in social and collaborative principles that unleash the collective brainpower of an organization to drive innovation and success in an agile manner. This can be viewed as the new incarnation of the participatory style of management. Andrew Carusone's presentation, "Beyond the Water Cooler: Using Collaborative Technology to Drive Business" shared an implementation of this model at Lowe's. Carusone pointed out that workforce development today was all about developing awareness, creating engagement, and promoting commitment. In his model, management continues to have decision and approval authority, but all employees have the power to recommend, provide input, and perform their duties to the best of their abilities.

Low productivity meant that most people could afford only the means of subsistence, and the resulting conditions of mass poverty further limited the expansion of production through a failure of demand. Low productivity restricted the division of labour because a large majority of the workforce was needed to produce food for the minority of non-food producers. This restriction impeded social differentiation in general, and the development and transmission of society's 'stock of knowledge' was rarely the province of specialized institutions. Technical knowledge in particular was transmitted orally, through informal networks often based on kinship or affinity, and various institutionalized forms of 'learning by doing. These modes of transmission favoured a conservative particularism in technology, which often associated the perpetuation of existing practices with respect for tradition in general and even with the maintenance of ethnic or other forms of collective identity.

of the Deep Southern oligarchy has been consistent for over four centuries: to control and maintain a one-party state with a colonial-style economy based on large-scale agriculture and the extraction of primary resources by a compliant, poorly educated, low-wage workforce with as few labor, workplace safety, health care, and environmental regulations as possible. On being compelled by force of arms to give up their slave workforce, Deep Southerners developed caste and sharecropper systems to meet their labor needs, as well as a system of poll taxes and literacy tests to keep former slaves and white rabble out of the political process. When these systems were challenged by African Americans and the federal government, they rallied poor whites in their nation, in Tidewater, and in Appalachia to their cause through fearmongering: The races would mix. Daughters would be defiled. Yankees would take away their guns and Bibles and convert their children to secular humanism, environmentalism, communism, and homosexuality. Their political hirelings discussed criminalizing abortion, protecting the flag from flag burners, stopping illegal immigration, and scaling back government spending when on the campaign trail; once in office, they focused on cutting taxes for the wealthy, funneling massive subsidies to the oligarchs’ agribusinesses and oil companies, eliminating labor and environmental regulations, creating “guest worker” programs to secure cheap farm labor from the developing world, and poaching manufacturing jobs from higher-wage unionized industries in Yankeedom, New Netherland, or the Midlands. It’s a strategy financial analyst Stephen Cummings has likened to “a high-technology version of the plantation economy of the Old South,” with the working and middle classes playing the role of sharecroppers.[1] For the oligarchs the greatest challenge has been getting Greater Appalachia into their coalition and keeping it there. Appalachia has relatively few African

THE PRAISED GENERATION HITS THE WORKFORCE Are we going to have a problem finding leaders in the future? You can’t pick up a magazine or turn on the radio without hearing about the problem of praise in the workplace. We could have seen it coming. We’ve talked about all the well-meaning parents who’ve tried to boost their children’s self-esteem by telling them how smart and talented they are. And we’ve talked about all the negative effects of this kind of praise. Well, these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential. Why are businesses perpetuating the problem? Why are they continuing the same misguided practices of the overpraising parents, and paying money to consultants to show them how to do it? Maybe we need to step back from this problem and take another perspective. If the wrong kinds of praise lead kids down the path of entitlement, dependence, and fragility, maybe the right kinds of praise can lead them down the path of hard work and greater hardiness. We have shown in our research that with the right kinds of feedback even adults can be motivated to choose challenging tasks and confront their mistakes. What would this feedback look or sound like in the workplace? Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism. Maybe it could be praise for not needing constant praise! Through a skewed sense of how to love their children, many parents in the ’90s (and, unfortunately, many parents of the ’00s) abdicated their responsibility. Although corporations are not usually in the business of picking up where parents left off, they may need to this time. If businesses don’t play a role in developing a more mature and growth-minded workforce, where will the leaders of the future come from?

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

CHAPTER 4 SUMMARY: BEST WAYS 71–80 71. When it comes to ensuring your family’s financial well-being, and securing a meaningful and rewarding job, you need to create a written action plan or a MAP (Meticulous Action Plan). 72. When you create a MAP, you are actually programming your own “employment GPS” so you can go from where you are to where you want to be. 73. When you’re done developing your action plan, you’ll have a highly structured schedule of activities for each day of the week. This includes your job transition campaign as well as your personal, social, and fitness activities. 74. If you are unemployed, you should invest 50, 60, or 70 hours a week on your job campaign. If you have a full-time job, you need to set aside a defined number of hours every week as your investment in your future. 75. Whether you are employed and looking for a better job or out of work seeking a new one, you must hold yourself fully accountable for putting in as many hours as possible and getting the most out of every hour you put in. 76. The first question you will need to address is, how many hours a week will you commit to your job transition campaign? Then, based on the number of weekly hours you’ll invest in getting a new job, your next step is to break weekly hours down into daily hours. 77. There are 13 primary job transition strategies for landing a job in troubled economic times. Your job is to determine which 4 to 6 strategies will be most effective for you. a. Networking and contact development b. Target marketing (identifying companies you want to work for) c. Internet searches and postings d. Federal jobs e. Search firms and employment agencies f. Blogs with job listings g. Classified advertisements in newspapers and trade journals h. Job fairs i. College placement departments and alumni associations j. Workforce System and One-Stops k. Volunteer work l. Job transition strategists m. Creative self-marketing 78. Once you have identified which job transition strategies will work best for your campaign, determine when, during the week, you will work on each. You want to create a structured weekly schedule. When you create a structured weekly schedule, you will have a detailed plan with specific daily tasks both for your job campaign and for personal and social activities. 79. Once you have a structured weekly schedule, you must set goals that you want to achieve from your weekly activities. A MAP without specific goals is not an effective plan. You will want to set specific goals for each strategy so you can track your success or modify the MAP if you are not achieving your weekly goals. 80. Prepare for the worst-case scenario. It is vitally important to remain in a positive, optimistic, and enthusiastic state of mind. But sometimes your plan won’t come to fruition as quickly as you’d like. So expect the best, but plan for the worst. This would include looking at your long- and short-term finances and health and other issues that need to be addressed to free you up to concentrate on getting your next job.

An ethical, high quality, student centered, outcomes driven, affordable education for the benefit of our fellow citizens seeking a better life by means of gainful employment from career focused education and training.

Over the years there also has been a transitional shift of labour legislations being exclusively employee oriented to advanced socio-economic lex of harmonious construction, emphasizing on the overall development of the economy builders (work-force) of the nation.

Through all of these steps, communicating clearly serves to synchronize the workforce from top to bottom. So, whether you are setting the vision, building the strategy, developing the plan, or inspecting the factory, always ensure you are communicating your goals, your expectations, and most importantly, your appreciation. The employees may or may not like the direction you have set for the organization, but they will always be grateful for knowing what you are thinking and where you are headed as a leader.

Consider the possibility of a world wherein every government develops incentive programs that encourage citizens to set worthy goals, join the workforce, take pride in personal achievement, and break the chains of poverty and government assistance. William G. Alston

But perhaps the single most important factor in the improvement of the human condition over the past century has been the reproductive, political, and social empowerment of women, especially in developing countries. Now that women have increasing government over their own bodies—and more of a say in human affairs—humanity has doubled its workforce, improved its overall energetic efficiency, and cut its population growth.