Qualité de vie au travail et qualité du travail : quel lien ? HAS (CLOT) The One Thing Your Employees Need Most | BNET Last Updated Aug 31, 2011 7:45 AM EDT What is the difference between what an average employer provides and what a great employer provides? The answer is not higher pay, better benefits, more extensive training, or greater opportunities. The answer is dignity. At well over 40%, our city school system in Harrisonburg, Va., has the highest percentage of English as Second Language (ESL) students in the state. Initially immigrants sought jobs in agriculture, mainly at local poultry plants. Two Kurdish men rent a house from us. For example, in halting English one asked where they would clean up before their lunch breaks. As I drove away I thought, "I would never treat anyone that way." Then, with a sinking feeling, I realized I have treated employees and peers that way. I'm guessing you have, too. Employees aren't equal. If you talk to me about a mistake I made I may be embarrassed but I will quickly forget, especially if I learn from that mistake. It's also the easiest. Related:
Ask the right questions by Polly LaBarre | 2:27 PM November 10, 2011 Some fifteen years ago, in the early days of starting up Fast Company magazine, co-founder Alan Webber shared one of his rules of thumb with me: “A good question beats a good answer.” That pithy wisdom sunk in and took hold immediately. The first thing you notice when you have your ears pricked for questions is that most people (especially businesspeople) are more interested in presenting solutions, making assertions, and sharing their vision. That’s why it’s so refreshing (and instructive) to spend time with people who lead with questions rather than answers. 1. As Vineet Nayar, CEO of the $3.5 billion global IT services firm, HCL Technologies, puts it: “The CEO should be the Chief Question Asker, not the final provider of answers.” Should people who create value be governed by people who control it? 2. 3. The inevitable corollary to that question is: “Are you really who you say you are?” What’s your question?
5 Rules You Should Eliminate Now | BNET The dirty little secret of business today: there really are no agreed-upon ways of doing business anymore. Every company does everything differently, and you can't really compare them because there are no controlled experiments. So it isn't a science. But here are five very old rules that I see successful companies breaking all the time. I thought they'd give you some food for thought - unless you're already breaking all of these-- which I very much doubt. 1. 2. 3. By the way, individuals may choose whether or not to have kids but they can't choose whether or not to have parents. 4. 5. Are there any old rules that you're breaking? Further Reading:
Xavier FONTANET (BLOG) Essilor Pay for Performance: Show Me the Money - i4cp Michael Vick, quarterback with the Philadelphia Eagles, recently signed what is being referred to as a "$100 million, six-year contract." Not bad for a guy just two years out of prison. If that dollar figure seems astronomical and too good to be true, that's probably because it is. Vick will most likely earn far less than the headlines suggest. So where does the $100 million figure come from? Pay for performance. You see, Mr. Sports are full of examples of pay for performance. How about your organization? i4cp's Tying Pay to Performance study found that 91% of respondent organizations do, in fact, tie pay to performance. Pay for performance in high-performance organizations As outlined in i4cp's newest study - now available exclusively to members - high-performance organizations maintain a stronger link between pay and performance, and they approach that link more strategically and effectively. A balancing act Pay for performance is a precarious balancing act.
6 Habits of True Strategic Thinkers In the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic." Whatever that means. If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. This is a tough job, make no mistake. After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Anticipate Most of the focus at most companies is on what’s directly ahead. Look for game-changing information at the periphery of your industrySearch beyond the current boundaries of your businessBuild wide external networks to help you scan the horizon better Think Critically “Conventional wisdom” opens you to fewer raised eyebrows and second guessing. Interpret Ambiguity is unsettling. Decide
10 Things Managers Should Never Do | BNET Last Updated Oct 25, 2011 11:29 AM EDT We've all had bosses do things we didn't like, appreciate, or respect. And every manager has done things they later regret. The business world is, by necessity, one of real-time decisions and judgment calls that sometimes turn out to be bad choices, in retrospect. After all, nobody's perfect. But sometimes a mistake can become a slippery slope. In 10 Things Great Managers Do, I went back in time to the best characteristics of the best CEOs I've worked for and with over the past 30 years. Keep in mind, this isn't meant to be a whine-fest to get employees riled up and pissed off at their bosses. 10 Things Managers Should Never Do Order people around like dictators. Forget about customers. Behave like arrogant jerks that are better than others. Let their egos write checks that reality can't cash. Publicly eviscerate employees. Wall off their feelings. Surround themselves with bureaucrats, BSers, and yes-men. Threaten. Act out like little children.
Faire confiance au hasard car il est juste ! Publié le 12/10/2011 à 09:16, mis à jour le 12/10/2011 à 09:30 Recourir à la Pythie revenait, en un sens, à se fier au hasard . Photo : DR. BLOGUE. Découvrez mes précédents posts Are You Suffering from Job Burnout? | BNET Last Updated Jun 29, 2011 11:52 AM EDT Whether it's due to the lingering recession, job insecurity, increased workload or other factors entirely, job burnout is on the rise around the world, according to the World Economic Forum. Job burnout isn't simply being bored or disenchanted with your work. Rather, it's the result of prolonged work stress and is characterized by exhaustion, cynicism, a lower sense of accomplishment and severely reduced productivity. In the latest study published in the journal BMC Psychiatry, researchers from the University of Zaragoza in Spain identify the factors can contribute to each type of burnout and suggest possible "cures." Frenetic burnout You work increasingly harder to the point of exhaustion and border on being a workaholic. Related:
The Real Leadership Lessons of Steve Jobs His saga is the entrepreneurial creation myth writ large: Steve Jobs cofounded Apple in his parents’ garage in 1976, was ousted in 1985, returned to rescue it from near bankruptcy in 1997, and by the time he died, in October 2011, had built it into the world’s most valuable company. Along the way he helped to transform seven industries: personal computing, animated movies, music, phones, tablet computing, retail stores, and digital publishing. He thus belongs in the pantheon of America’s great innovators, along with Thomas Edison, Henry Ford, and Walt Disney. “The people who are crazy enough to think they can change the world are the ones who do.” —Apple’s “Think Different” commercial, 1997 In the months since my biography of Jobs came out, countless commentators have tried to draw management lessons from it. One of the last times I saw him, after I had finished writing most of the book, I asked him again about his tendency to be rough on people. Focus
Le coaching c'est pour qui ? Qui, ici, n'a jamais eu l'occasion de demander à un ami, un proche, de l'aider à y voir clair afin de faire un choix, prendre une décision? Le principe du Coaching consiste à accompagner quelqu'un vers l'atteinte d'un objectif, à travers l'analyse concrète de celui-ci, et par la mise en œuvre d'un plan d'action(s) (je simplifie!)... Le cadre du Coaching, par l'Écoute, la BienVeillance, et le Non-Jugement, et une totale Confidentialité va permettre à la parole de se libérer. Par le fait, le Coach pourra accompagner son Client, sans a priori, sans parti pris, dans la voie la plus adéquate, la plus efficace, la plus directe, vers son But. Il s'adresse donc par nature à tout le monde, en tout cas, tous peuvent y recourir quand il s'agit de faire face à une situation dont on veut maximiser les chances d'en sortir "vite et bien". Les situations traitées sont extrêmement variées. Qui fait appel à un Coach? Les Particuliers sont également concernés... Essayez!
Pour être un bon dirigeant, acceptez l’incertitude - Joichi Ito (MIT) (2011 oct) Au sommet Think global d’IBM à New York, le directeur du MIT Media Lab Joichi Ito a invité les dirigeants à adopter la sérendipité. « Les dirigeants sont surévalués. » C’est sur ces mots que Joichi Ito, directeur du MIT Media Lab, a commencé sa présentation au sommet mondial des dirigeants Think d’IBM à New York, déclenchant les rires et peut-être le courroux de quelques détenteurs de MBA. Joichi Ito est monté seul sur scène pour s’interroger ouvertement sur la valeur du titre de « dirigeant » à une époque où bon nombre d’entreprises moins hiérarchiques ont prouvé leur valeur via une technologie connectée. Les exemples de Mozilla (Firefox) et Wikipédia « Nous pensons que ce qui gouverne le monde, c’est l’intérêt personnel éclairé. À Wikipédia, a-t-il indiqué, la communauté pousse ses membres vers des rôles de dirigeant. Accepter le chaos mais ne jamais être totalement satisfait Le monde est majoritairement incontrôlable et compliqué, constate Joichi Ito. À lire aussi
Survey: Half of Workers Just Don’t Care | BNET Last Updated Jun 22, 2011 9:13 AM EDT You know those people who sit on either side of you at the department meeting every week? Chances are one of the three of you is looking for another job, or at least seriously thinking about it. And another 21 percent of your co-workers probably show little interest in their jobs, even though they aren't planning to leave. At least part of the blame can be placed at the feet of stingy compensation packages, which aren't making employees as happy as they once did. That's the news from the latest installment of Mercer's What's Working survey, which shows that from an employee point of view, not much is. First, the folks who say they're 'seriously considering leaving' their jobs: Overall, 32 percent of workers say they're ready to go. Not caring, but not leaving, either It's hard enough to be committed to your job when you're ready to leave it. Retirement worries loom large. Do you have one eye on the door? Image courtesy of flickr user markhillary