Dissatisfaction with jobs was observed to have climbed year-over-year with 29.6% of those surveyed saying they were either ‘dissatisfied’ or ‘very dissatisfied’ with their current or most recent jobs.
Only 18.8% admit to being ‘‘very satisfied’ with their jobs, while 31.9% feel ‘somewhat satisfied’ and 19.8% were lukewarm towards their jobs.
Employees still do value traditional benefits and perks in the workplace. Among these include a raise or bonus (50%), a healthier work/life balance (25.7%), clear growth or advancement opportunities (25.4%), and a better benefits package (22.0%).
Interest in changing careers is also on the rise with 61.8% of those surveyed are considering making a major change in the coming year. Among those, 28.9% say that a change is very likely.
A further 35.3% pondering career changers say they are reluctant to make a change due to financial risks, while 22.8% are simply unsure what type of career to pursue.
How Small Business Owners Can Retain Employees
Keeping employees forthe long-termis important to the success of a business. Having staff remain in the workplace translates into the business saving time and resources needed for training new staff.
Businesses will need to ease the concerns of employees by working on a strongemployee engagement strategy. Especially more so during times of uncertainty and instability, employers should prioritize providing traditional, basic perks such as fair pay, flexible scheduling, medical insurance and workplace safety. They will also need to clearly provide a road map for their employees’ professional growth.
In this book, the author navigates in simple concepts to define Politics and its Actors, presented in Social Media Format to reach new and old generations, nowadays accustomed to learn from this disinformation outlets.
This book shows, in few pages and easy to digest words, how Power, Politics, Interests and Capital, are three concepts that levitates around the control of one actor: The Workforce, you and me, and then how these three concepts combined, lead to the so called Left and Right in Politics and how Power, Left and Right Politics, Interests, Capital become into Political Parties, Religion, Military, NGOs and different forms of Government such as Democracy, Autocracy, Theocracy, Kleptocracy again to control The Workforce and gain access to Power under the name of Capitalism or Socialism.
To understand politics, we must first identify the source of it, and this is POWER.
POWER defined, we can move through POLITICS, Dictionary.com defines POLITICS as:
1. the science or art of political government.
2. the practice or profession of conducting political affairs.
3. political methods or maneuvers:
4. political principles or opinions:
5. use of intrigue or strategy in obtaining any position of power or control, as in business, university, etc.
We defined Power, then Politics, now we move to Interest, Workforce and Capital.
Learning what is Workforce and Capital, allow us to easily understand what Left and Right in Politics are.
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Bitcoin es una criptomoneda inventada en 2008 por una persona o grupo que usa el nombre Satoshi Nakamoto. Visita: https://bitcoinsimple.club.
Su empleo comenzó en 2009, cuando se lanzó su implementación como software de código abierto.
Según CoinMarketCap, actualmente hay 8.528 Criptomonedas. En un sistema de criptomonedas, una comunidad conocida como mineros mantiene la integridad, la seguridad y el equilibrio de las cuentas. Esta comunidad utiliza sus computadoras u otro hardware especializado para validar y fechar transacciones, agregándolas a una base de datos colectiva.
Muchas criptomonedas están diseñadas para disminuir gradualmente la producción de unidades, imponiendo un límite al número total de unidades que pueden estar en circulación. Por ejemplo, Bitcoin en la fecha de producción de este programa tiene una cantidad corriente de 18,633,931 monedas y un suministro máximo de 21,000,000 monedas.
Según NBC News en un comunicado de prensa publicado el 18 de febrero de 2021, hace un par de días, la capitalización total del mercado de Bitcoin y criptomonedas alcanzó un récord histórico de $ 1 billón.
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Before you can solve a problem, you need to know what exactly you’re trying to solve. Unfortunately, too many of us want to rush to conclusions before clearly understanding the problem. The author describes a four-step process that helps you define the problem. First, don’t just rely on the data. Take facts, especially observable ones, into account. Second, consider how you’re framing the problem statement. It should present the problem in a way that allows for multiple solutions, and make sure it’s focused on observable facts, not opinions, judgments, or interpretations. Third, think backwards from the problem to analyze the potential factors that lead to it. Lastly, ask “why” repeatedly before you settle on a conclusion to make sure you investigate root causes. These four steps don’t guarantee a solution, of course. But they will provide a more clearly defined problem, and while that’s less immediately gratifying, it’s a necessary step to finding something that really works.
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Albert Einstein reportedly said that if he had an hour to solve a problem, he’d spend 55 minutes thinking about the problem and five minutes thinking about solutions. But Einstein wasn’t trying to run a company in the midst of a pandemic, when most of us are working longer hours and making new decisions each day on issues from childcare to employee safety. Between our cognitive biases and our finite capacity for decision making, when our mental gas tank runs low on fuel, we tend to conserve energy by either avoiding decisions or rushing to solutions before we have a chance to fully understand the problem we’re grappling with.
It’s understandable that we leap to solutions. Crossing items of one’s to-do list and fixing problems provides a dopamine surge that is comforting, especially when the world around us feels more volatile and threatening. Nevertheless, an ineffective Band-Aid solution can make things worse, and can be just as damaging in the long run as the problem it’s trying to solve. In my work as a leadership consultant, I’ve devised a simple, four-step process that can help you get past the urge to rush to solutions.
1. Go and See
It’s easy to jump to lousy solutions when you don’t have a strong grasp of the facts — and you can’t get that if you don’t leave your desk, your office, or your conference room. Gathering facts comes from close observation.
Spreadsheets and reports, which we often rely on are just data, two-dimensional representations of reality. Data tells you how often a machine breaks down on an assembly line. Facts — meaning direct observations — show you that the machine is dirty, covered in oil, and hasn’t been cleaned or maintained in a long time.
Data tells you that workers are not on time for their Zoom meetings. Facts — garnered from interviews with your employees — reveal that 9:00am meetings are tough because parents are getting their kids settled for online school; 12:30pm meetings are challenging because they’re making lunch for their kids; and that the headlong rush to videoconferencing has all but eliminated the necessary downtime between meetings, and people just need some time for rest.
Data without facts gives you a two-dimensional, black-and-white view of the world. Facts without data give you color and texture, but not the detailed insight you’ll need to solve the thorniest problems. Therefore, to arrive at useful conclusions, take both into consideration.
2. Frame Your Problem Properly
Problem statements are deceptively difficult to get right for several reasons. For one, it’s easy to mistake the symptoms for the underlying problem. For example, you might assume that to help a child in Flint, Michigan who has behavioral issues in school and struggle with reading comprehension, you need to focus on those problems. But those are only symptoms. The real problem is lead in the municipal water system.
A well-framed problem statement opens up avenues of discussion and options. A bad problem statement closes down alternatives and quickly sends you into a cul-de-sac of facile thinking.
Consider these two problem statements:
Our hospital needs more ventilators.
Our hospital needs more ventilator availability.
Notice that the first statement isn’t really a problem at all. It’s a solution. The only possible response to needing more ventilators is … to buy more ventilators. What’s the solution to the second problem statement? It’s unclear — which is a good thing, because it pushes us to think more deeply. Avoiding the implicit judgment (we need more machines) raises questions that help us develop better solutions: How many machines are currently being repaired? Are we doing enough preventative maintenance to keep all of them operable? Do we know where all of the ventilators are, or do nurses keep some of them in “hidden stashes” (a real problem at most hospitals). What’s the turnaround time to move a ventilator from one patient to the next? Do other local hospitals have excess capacity, and is it possible to share with them?
If you see that your problem statement has only one solution, rethink it. Begin with observable facts, not opinions, judgments, or interpretations.
3. Think Backwards
When facing a problem, instead of leaping forward toward a solution, go backwards to map out how you got here in the first place.
This fishbone diagram, also known as the Ishikawa diagram, provides a model for identifying potential factors causing your problem:
The classic fishbone diagram has six categories of factors, but this isn’t a rule; you might have four categories or seven, and your categories might be different. Think of them as prompts to help you organize your thoughts. A law firm, for example, probably won’t need the equipment category, while a software company might want to include a branch for programming language.
If your firm is struggling with lower morale and employee engagement during the pandemic, you might group contributing factors into the following categories: Work Environment, Technology, Psychology, Communication, and Norms. These prompts will lead you to examine how challenging it is for people to work from home; how well your collaboration software (and people’s computer equipment) supports group work; how effectively the company creates opportunities for people to connect with coworkers; how well leadership’s messages reach employees; and what cultural norms and expectations are applicable to a work from home reality.
4. Ask Why
Asking “why” repeatedly before you settle on an answer is a powerful way to avoid jumping to conclusions or implementing weak solutions. Whether you ask five times, or three, or as many as 11, eventually you’ll get to the root cause, as each question pushes you to a deeper understanding of the real problem. Finding the root cause ensures that you have a durable solution, not a Band-Aid that treats the symptoms. For example, asking, “Why aren’t our employees wearing the mandated PPE all the time?” might reveal that you don’t have enough PPE in stock, because of a holdup in purchasing. The obvious — and ineffective — solution would be to send a stern memo to the purchasing department instructing them to expedite shipments. But a deeper inquiry with further “whys” would reveal that suppliers weren’t delivering on time because the accounting team was stretching out payments in order to conserve cash. . . at the direction of the CEO.
As H.L. Mencken said, “For every complex problem, there is a solution that is clear, simple, and wrong.” These four steps don’t actually guarantee a solution. But they will provide you with a more clearly defined problem. And although that’s less immediately gratifying, it’s a necessary step to finding something that really works.
The pandemic marks the first time in a century that the entire planet is going through the same disruption at the same time. For businesses, that means every employee is going through a life transition at the same time. Those transitions range from the loss of a loved one to the loss of income to the loss of child care.
These transitions are so widespread that executives and managers alike have no choice but to step in and try to help. The good news: There is evidence on how to help employees navigate these types of events.
I spent the last five years talking to people about the biggest transitions their lives. What I learned is that the average adult experiences around three dozen disruptors in the course of their lives, that’s one every 12 to 18 months. These disruptors can be involuntary (a downsizing or a cancer diagnosis) or voluntary (starting a new venture, having a child).
We get through most of these disruptors with relative ease. We adjust, draw on our support networks, and move on. But every now and then, one of these disruptors — or more commonly a pileup of two, three or four or them — rises to the level of truly disorienting and destabilizing us. I call these events “lifequakes” because they’re higher on the Richter Scale of consequence and have aftershocks that last for years.
The pandemic represents a massive, collective lifequake. But while this lifequake has been involuntary, the life transition that grows out of it must be voluntary. We must choose to take the steps. A life transition, at its heart, is the period of adjustment, creativity, and rebirth that helps one find meaning after a major life upheaval.
So what role do managers play in this process? A hallmark of the first century of management theory was that “personal issues” like lifequakes should be kept separate from “office issues”; “work” and “family” need not mix. When private matters did arise, the advice was often: Take a leave of absence; use your personal days; let us know when you’re back on the job.
That strict separation of church and state had already been eroding in recent years with the influx of more moms into the workplace, more dads into the parenting space, and 24/7 connective technology into every space. The once-airtight membrane that divided work life from family life had already become more porous.
The pandemic has blown that membrane to smithereens. Working remotely, supervising children doing remote learning, even something as relatively minor as finding a quiet space for an uninterrupted call have all forced changes. Issues that were once the sole domain of family are now the undeniable terrain of business.
The bottom line: At exactly the moment your employees most need you, you need a plan to address entire realms of their lives. Here, based on my research, are four pieces of advice you can give to help your team members manage their life transitions in a way that doesn’t upend their work lives.
Start with transition superpowers.
The most valuable thing a manager can provide someone going through a life transition is calm, empathic perspective: You will get through this. That posture begins with pointing out that transitions have a clear structure that may not always be apparent to someone just entering one.
Transitions involve three phases. I call them “the long goodbye,” in which you mourn the old you; “the messy middle,” in which you shed habits and create new ones; and “the new beginning,” in which you unveil your fresh self. Each person tends to gravitate to the phase they’re best at (their transition superpower) and bog down in the one they’re weakest at (their transition kryptonite). And most important of all, these phases need not happen in order.
The best advice: Start with your superpower. Since managers tend to know the strengths and weaknesses of their employees, helping them determine where to begin would be a simple and helpful step. Those who excel at navigating emotions might start with the long goodbye; those who excel at blocking out noise and plunging into challenging initiatives might begin with the new beginning; those who excel at spreadsheets or complex tasks might begin with the messy middle.
Rob Adams, for example, was a management consultant from Cincinnati who took over the Simon Pearce glassware company 10 days after the Great Recession hit in 2008. While it took him a year to accept defeat in that job, once he did, he quickly pivoted and moved his family to Africa to run a nonprofit. “Saying goodbye was hard for me,” he said. “But once I was done, I relished the messy middle. I’m a consultant; fixing problems is my expertise.”
Use rituals to say goodbye.
The long goodbye has proven to be particularly challenging during the pandemic. Early on, most of us expected we would absorb the impact of the virus, then return to normal. After a while, we realized we weren’t going back. The key to navigating a shift like this is to accept that it’s an emotional experience. I asked hundreds of people the biggest emotion they struggled with in their life transition. Fear was the most popular reaction, followed by sadness and shame. Some people cope with these emotions by writing down their feelings; others plunge into new tasks.
But eight in 10 say they turn to rituals. They held memorial services, got tattoos, visited sweat lodges, purged. Following a brutal year in which she lost her job in Hollywood, had a blowup with her mother, and went on 52 first dates, Lisa Rae Rosenberg jumped out of an airplane. “I had a terrible fear of heights, and I thought, If I can figure this out, I can figure anything out.” A year later she was married with a child.
Managers can play a helpful role in this process by encouraging colleagues to use collective, symbolic gestures or experiences, either with colleagues or not, as a way of making the statement that they’re going a change and are ready for what comes next.
Everyone profits from sharing.
Many of the tools for navigating transitions are connected to one of the three phases. But one tool has no temporal element at all: It floats, it reoccurs; it happens all the time. It’s sharing your story with others, and it’s one part of a life transition where managers can be most impactful, by welcoming, even encouraging, team members to open up about their challenges.
Human beings like to share. Personal revelation releases soothing chemicals in our brains and activates special systems in our bodies that help us relate better to others. When people relate their most traumatic experiences, their blood pressure, heart rate, and other physiological functions rise in the short term, but afterward fall to below where they were before their confessions — and remain there for weeks afterward.
When Dwayne Hayes, who working in publishing in Michigan, returned to work after his wife gave birth to stillborn twins, he hoped to avoid people and bunker down in his cubicle. A colleague whose wife had been pregnant at the same time, approached him in the hallway and offered a hug. “It was exactly what I needed,” he said.
My research shows that people respond to different kinds of advice. Around a third of people, like Dwayne Hayes, prefer what I call comforters (I love you; I trust you; you can do it); a quarter prefer nudgers (I love you, but maybe you should try this); while a sixth prefer slappers (I love you, but get over yourself). While encouraging team members to communicate about their transitions can be valuable, don’t make assumptions about the type of feedback they’d like to hear. Ask before you advise.
Priorities will change.
A life transition is fundamentally a meaning-making exercise. It is an autobiographical occasion, in which we are called on to revise and retell our life stories, adding a new chapter in which we find meaning in our lifequake. The lifequake itself may have been positive or negative, but the story we tell about it has an ending that’s upbeat and forward-looking.
This may be the most important role managers can play. Clearly communicate that everyone is dealing with the same kinds of adjustments; reassure them that minor accommodations in their work schedules are not an existential threat to their jobs; remind them that life is nonlinear and that modest career oscillations, even ones that oblige them to step away for a while, are not permanent and can altered once the pandemic passes.
Above all, stress to them a truth we all need to be reminded of these days: transitions work. Ninety percent of the people I spoke with got through their difficult time. By being an outlet as well as a source of both wisdom and comfort, you’re not just being a good colleague and friend, you’re also being a good leader.