Tag Archives: Use of Technology
Technology is ubiquitous, but it should enhance, not supplant workplace development efforts. Is your workplace future-ready to create the experiences necessary to spark learning?
Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it. ~ George Orwell
Education psychologist Dr. Robert Mayer once said, “Learning is a relatively permanent change in a person’s knowledge or behaviour due to experience.” For instance, do you remember how to ride a bicycle? If you learned, probably so. But experience not only fuels and fortifies knowledge and behaviour change; it also impacts how long those things last.
Research has found that humans begin learning even before birth, and this process naturally continues throughout life. The media spin on how people learn fluctuates. However, the classic learning theories — behaviourism, cognitivism and constructivism — these endure and remain relevant even in an era where computing power is de jour.
While people may process information differently, the truth is the brain is wired and neurons fire the same now as 50 years ago. The laws of learning and memory are still germane today irrespective of the generational cohort. This begs the question: Is the workplace future-ready to create the experiences necessary to spark learning?
According to the Bureau of Labour Statistics, by 2024 the U.S. labour force is projected to reach 163.8 million. The internet and media are brimming with information on generational cohorts. Today there are largely three generational cohorts that make up the workforce: baby boomers, Generation X and millennials. (more…)
Ferrari's consortium approach to solving its digital challenges has benefitted multiple companies
Ferrari was established 70 years ago in 1947 and is one of the world’s most iconic luxury car brands. Throughout its history, it has been heavily involved in motor racing, especially in Formula One where it is the most successful racing team.
Enzo Ferrari, the business’s founder, once said: “Ferrari does not sell cars, Ferrari sells dreams.” The firm’s big challenge has been to keep this dream alive in the digital era, managing its employer as well as customer brand.
Approaching its 70th anniversary there were a number of business challenges looming large. In particular, how could Ferrari prepare employees for a future where the only certainty seemed to be uncertainty and disruption? And how could it turn the digital environment to its advantage? As Dennis De Munck, HR director at Ferrari, puts it: “Ferrari is a very curious organisation. We want to learn from the best people and the best practice to receive their recommendations and insights into what is happening in the rest of the world.” To satisfy this curiosity the ‘Digital Futures: Winning amidst Disruption’ programme was born.
Today, business is inherently more complex than it has ever been.
Yves Morieux, senior partner at strategy consultancy Boston Consulting Group, has developed an index to show how business complexity has increased sixfold during the past 60 years alone. Organisational complexity — number of procedures, structures, processes, systems, vertical layers and decision approvals — increased by a factor of 35.
To learn fast, you must be interested in people and ideas, not just yourself. “Be savvy, flexible, learn from mistakes and collaborate with well-connected people,” wrote Shane Snow, the author of “Smartcuts: How Hackers, Innovators, and Icons Accelerate Success.” Those who learn fast build diverse knowledge pools and tap into the wisdom of mentors to raise their game. They are fast learners for whom questioning, thinking and growing is the norm.
Here are five ways to learn more, faster.
- Leaders are Readers. If you can learn to read, you can read to learn. What’s on your reading list? Bill Gates, Warren Buffett and Richard Branson are all prolific readers. Reading builds cognitive skills, problem-solving and even creativity — all of which are essential in a fast-changing world. It can also provide new insights and fresh perspectives that help fuel your talent’s growth. Try the getAbstract app. It provides five-page executive summaries of books and is a favoured learning tool among senior learning executives.
Job interviews and other business meetings taking place over Skype are becoming increasingly common.
You might be able to see one another, but a virtual interview or meeting over the internet is not the same as one face to face and you need to prepare accordingly.
Here are some considerations to help you embrace technology and master a Skype interview.
Q. Should you still dress as if you are in a face-to-face interview?
A. Yes – general interview etiquette still applies. The dynamics are different, with body language being the main barrier, so it is vital to make a good impression based on your dress and surroundings.
Don’t be tempted just to dress smartly from the waist-up, assuming that’s all the interviewer will see. As you use Skype more and more you will come across plenty of interview situations where the candidate or the interviewer has had to stand up – that unexpected knock on the door – a mobile phone ringing – situations that can only be dealt with by standing up! Being in formal dress will also help you to feel like it is a formal interview and put you in the right frame of mind.
Pick Your Backdrop Wisely
Q. How much attention will be paid to where you are sitting for the interview?
Email is integral to the way that many of us work. Yet there is no universally accepted standard for its use, which leaves many of us struggling to find strategies that will help us work effectively without also overstressing or causing email fatigue.
This article, originally published in The Conversation explores how people feel about email and gives hints and tips on how to manage the ever-increasing number of emails we received while at work.
There is no shortage of self-help books and time management gurus who argue that email zen is possible. But with so much research being conducted in different fields there is a risk that populist volumes and consultants simply cherry-pick the data and findings to fit their point of view – that is, if their recommendations are even evidence-based at all.
We were commissioned by UK workplace experts ACAS to produce a systematic literature review across the fields of psychology, human-computer interaction and management of the strategies people use to try and deal with the torrent of work email. This approach examines published data in a rigorous way, and after excluding many papers that didn’t fit our sifting criteria, we settled on assessing 42 papers.
From these, we identified a number of themes relating to how email is used today, which were then matched against markers of productivity and well-being. Finally, these themes were sense-checked in a qualitative study with 12 representative participants.
What did we find? It became apparent that there is no one-size-fits-all set of strategies that improve both people’s productivity and well-being across job roles and industries. For example, a strategy such as catching up with email outside of work hours might help people feel more in control of their work, but it does not tangibly reduce work overload – and can create conflict in families where work is brought home.
But we were able to identify a number of strategies that research indicates are generally beneficial, and these can be used to dispel many of the popular myths about work email and how we “should” be using it. Here are the top five work email myths – busted by science. (more…)
Free Acas Learning OnLine modules provide a useful e-learning resource for anyone wanting to refresh their knowledge and improve their approach to employment relations issues.
Through a series of online courses, you will have the opportunity to work through the theory, explore practical case studies, and test your knowledge through interactive questions and a test.
Acas Learning OnLine packages are particularly useful for managers, supervisors and anyone responsible for improving business or operational performance.
Learning OnLine topics include: (more…)
A shift in attitude from having a job for life to continuous learning in work can keep the UK workforce relevant and as agile as the changing marketplace
According to an article by Martin Martindale of Raconteur, the UK is in the middle of a skills crisis, with sectors ranging from engineering to hospitality and accounting to customer services, all reporting difficulty in attracting suitable staff, according to a recent survey by the Recruitment and Employment Confederation.
Against this backdrop, training and development has become more important than ever, both in developing the skills organisations require now or in the future, and in attracting and retaining talent. Research by recruitment firm Hays found 39 per cent of employees would be willing to sacrifice a job offer if there was no prospect of receiving further training, while 78 per cent described themselves as “ambitious”.
With the skills businesses require also changing – the World Economic Forum estimates 65 per cent of children today will end up in careers that don’t even exist yet – it’s also clear organisations need to update their approach to learning and development.
“Individuals and companies that succeed in the future will be those who adopt the philosophy of lifelong learning,” says Nigel Heap, managing director of Hays UK and Ireland. “Businesses that facilitate the resources, tools and time to support learning will not only have employees who are more engaged, but their business will be better placed to face challenges and remain innovative.”
Having senior leaders and managers back the concept is essential, says John Yates, group director at ILM, a City & Guilds Group business, and director of New Ventures. “At a very basic level, leaders are instrumental to rewarding and recognising efforts made to upskill, and they also need to develop their own skills and be seen to be doing so,” he says. “As a strategic priority, it must also be led from the very top and resourced accordingly.”