From the HR Barometer presentation in Bangkok, August 23rd, 2012

Posted in Uncategorized on August 30th, 2012 by admin


For more information about the result and how you can do your own internal HR Barometer, please drop me an email at: johan.mathson@arc-ec.se

Leading Change

Posted in Aktuellt, Leadership / Ledarskap on August 30th, 2012 by admin

Change. Adjustments. Course corrections. Innovation. This is what entrepreneurship is supposed to be all about. If your start-up isn’t working, change it. Even if your startup is working, entrepreneurs are assumed to be at the vanguard of change. Shaking things up. Bucking the status quo.

Motivating others to buck the status quo is a powerful but difficult aspect of leadership. Generally, there are two outcomes: You either succeed and get rewarded, or you create too many enemies along the way and end up getting crushed by your adversaries.

Affecting change without ruffling the wrong feathers requires careful management.
•Don’t bash what is in place today. Remember, many people support your company’s current incarnation, usually because they worked really hard to create it. Instead of concentrating on everything that doesn’t work, show how your change builds on the progress that’s already been made.
•Consistently communicate to others how they can be part of making things function better.
•Show others how to make things function better for the whole organization, as well as for themselves.
•Don’t expect people to jump on the bandwagon until it’s clear that the bandwagon is rolling. That’s why they call it a bandwagon. Otherwise, it’s just a wagon stuck in the mud.

These tasks involve both convincing and compromise. Remember, people are not typically courageous in their work. That’s okay. Just get them up to speed and ready to join in once you’re showing some momentum. Don’t expect others to figure out which changes are required, or even to help you lead change. You can rely on them to help you refine your changes, or to help swing public support in your favor once it’s clear you’re on the right path.

When you sense resistance, look for ways to bring naysayers closer to the process. Listen carefully to their points of view and work to co-opt them. This is the time to keep your friends close and potential enemies even closer.

When you present your proposed changes to your board or other advisors, the first questions you’ll get will be “Who has bought in?” followed by “Who is leading this?” Bring a few others along with you and present the ideas as a cohesive team, with you clearly leading the charge. When your investors start asking around, people should be linking the change to your name and speaking well of both it and you.

Source: Inc.com, Don Rainey, May 23, 2012
Link

30 procent …

Posted in Aktuellt, Allmänt on August 30th, 2012 by admin

.. av alla chefer säger att de arbetar mer än 16 timmars övertid i veckan.

Källa: Civilekonomeras löneenkät 2011

Varför är personelen så viktig i varumärkesbyggandet?

Posted in Uncategorized on August 29th, 2012 by admin

“De står för en stor del av varumärkesupplevelsen. Människor av kött och blod talar till många av kundernas sinnen – och om de gör fel är de en stor källa till missnöje. Att satsa på att personalen ska gilla sitt företag är ofta en av de viktigaste varumärkesbyggande aktiviteterna”.

Tomas Conradi, Tio sanningar en marknadsavdelning mörkar, Libers förlag, 2012

81 procent …

Posted in Aktuellt, Allmänt on August 29th, 2012 by admin

… av alla tillfrågade svenska tjänstemän uppger att lön och stimulerande arbetsuppgifter är de absolut viktigaste faktorerna när de rankar en arbetsgivare som attraktiv.

Källa: Novus, 2012

Leadership and change: Should You Be Cruel to Be Kind?

Posted in Aktuellt, Leadership / Ledarskap on August 29th, 2012 by admin

There’s a powerful link between productivity and what has been identified as “compassionate leadership” in organisations, observes Christina Boedker, a lecturer in accounting at the Australian School of Business and leader of a major business research study that looks at the links between leadership and organisational performance.

The single greatest influence on profitability and productivity within an organisation, according to the research project – which to date has taken in data from more than 5600 people in 77 organisations – is the ability of leaders to spend more time and effort developing and recognising their people, welcoming feedback, including criticism, and fostering co-operation among staff.

Out of all of the various elements in a business, the ability of a leader to be compassionate – that is, “to understand people’s motivators, hopes and difficulties and to create the right support mechanism to allow people to be as good as they can be” – has the greatest correlation with profitability and productivity, Boedker observes. “It’s about valuing people and being receptive and responsive to criticism.”

The findings correlate with the theory recently advanced by Geoff Aigner, director of Social Leadership Australia and adjunct faculty member in AGSM Executive Programs at the Australian School of Business. Aigner’s thought-provoking book, Leadership Beyond Good Intentions: What It Takes To Really Make A Difference asserts that good management is ultimately an act of “compassion”. While not a word typically associated with organisational leadership, Aigner suggests, compassion in this context means taking responsibility for the growth and development of others, “something that should be every leader’s goal”.

“Without this motivation we are on our own with the power we have rather than using it to benefit our world and work. Without this motivation we’re not really leading,” Aigner points out.

Compassion vs. Kindness
In everyday life, people typically confuse compassion with kindness, argues Aigner, who consults to organisations including the Australian Human Rights Commission, National Australia Bank, NSW Health and the NSW Department of Family & Community Services.

“There is a point that all managers face, wanting to be nice to people, but also having an organisational purpose,” Aigner says. “I have often seen leaders getting stuck trying to balance the two, either being too hard or too soft in their approaches.” He acknowledges that “taking responsibility for organisational systems and the people in them can be overwhelming, tiring or frightening” for managers.

One example is the common dilemma when a manager is reluctant to tell a subordinate that they are not performing because that person is perceived to be fragile – “they may come from a minority group or be difficult to deal with”, suggests Aigner. But for a manager faced with this situation, to stick his or her head in the sand is counter-productive, he says. “Whether the reluctance to address the performance issue is due to kindness (or fear), failure to address the real issue actually blocks the under-performing person’s growth and the system is damaged.”

Boedker agrees. “Sometimes you have to be cruel to be kind,” she says. “Getting people where they want to go will sometimes involve hard conversations. Many managers don’t like having these conversations but to be compassionate – effective as a manager and leader – they must have them.”

A surprising outcome of Boedker’s research is the finding that, out of four levels of leadership from the executive level through middle management to frontline managers, it’s the lowest level of leaders that drives a company’s profitability. Perhaps, Boedker surmises, this is because frontline managers are more customer-facing than others and therefore have a lot more impact.

“Sometimes the assumption is that leadership is only at the elite level and that leadership development should concentrate on the executive team,” Boedker says. “But leadership exists at all levels and in reality frontline managers tend to supervise more people and therefore can have a far greater impact. And compassion is a two-way thing. It flows from the top down but also, importantly, from the bottom up. In other words, hard conversations must be initiated by all staff, including subordinates who can give their bosses valuable feedback because all leaders need compassion to achieve personal growth and be the best they can be.”

Facts About Leadership
The research results produced by Boedker and her team make clear the value of managers who show compassion. In high-performing workplaces, as opposed to the organisations in which productivity and profitability are below average, the following statistics were revealed:
• leaders spend more time and effort managing their people (29.3% higher)
• managers have clear values and practice what they preach (25.7% higher)
• senior people give employees opportunities to lead work assignments and activities (22.9% higher)
• management encourages employee development and learning (21.1% higher)
• leaders welcome criticism and feedback as learning opportunities (20.4% higher)
• managers give increased recognition and acknowledgement to employees (19% higher)
• leaders foster involvement and co-operation amongst employees (18% higher)
• management communicates a clear vision and goals for the future (17.9% higher)
• managers are innovative and encourage staff to think about problems in new ways (16.5% higher)

Applying Power Positively
For an organisation to perform well, all managers or leaders must show great compassion. But how do they activate compassion, asks Aigner, when many management issues stem from the underuse – or misuse – of the power that the position offers them?

Rather than focusing on a certain style of leadership, Aigner believes the real issue for managers is in how they use their power and how power manifests; both are useful to think about in terms of becoming a compassionate leader. “Maybe we need to reclaim the word ‘leadership’, which is unashamedly about making progress for the systems we are operating. We need to ask how to use our power as individuals responsibly. Using power responsibly makes us compassionate,” he says.

“In organisations where leaders do not own their power, there is little compassion. Paradoxically, managers who are bullying and heavy-handed tend to think they don’t have any power or rank. Early in my career as a younger manager, I think I was pretty heavy-handed. I was not the subordinate anymore and I needed to take responsibility for that,” recalls Aigner, who began his career in the transport industry before undertaking an MBA and becoming a consultant. “The successful CEOs I meet understand the power they have. They’re not shirking it. They understand power is a tool that can be useful for other people and for organisational development.”

Aigner also identifies a problem that seems endemic to the local culture. Australia generally has an adolescent relationship to power – “we are either attacking it or seducing it” – and this presents challenges for leaders, he observes.

Aigner believes greater leadership development is required at all levels of organisations. To bring on compassionate leadership, managers need to take the first often awkward step of understanding themselves and the power they exercise. Only then can change occur, because compassionate leaders invariably are aware of their own human failings, he says.

Beyond the hierarchical power that’s handed to managers through the organisational structure, Aigner suggests that power manifests in the workplace in a multitude of ways. “There’s informal power via reputation, connections and unearned rank that may be attributed to gender, race, education, class, culture, birthplace, sexuality … There’s also psychological rank from life experiences, confidence, overcoming hardships and experience of loving environments,” he notes.

In recent years, working across all sectors, Aigner insists he’s noticed that Australian managers and executives often are scared of engaging in a deeper conversation about how they exercise power and their own capacity for leadership. “But you only have to scratch the surface to see a real desire to do the job well and make organisations more responsible, more useful and more effective, and for people to reach their full potential,” he says. “I have seen a real desire to leave a legacy of more than just this year’s financial statement. And this is a great and admirable dream.”

Source: Leadership & Change, August 21, 2012
Link

Appen som sänker dina telefonkostnader

Posted in Aktuellt, Allmänt on August 29th, 2012 by admin

Post- och Telestyrelsen hade länge en tjänst som hette Telepriskollen. Där kunde man knappa in sina telefonivanor och så räknade webbplatsen fram vilket abonnemang som skulle ge den lägsta månadsräkningen.

Men att använda Telepriskollen var inte helt enkelt. Antingen fick uppgifterna om hur många, hur länge och till vilka operatörer man ringde bli rena gissningar. Eller så var det ett tidskrävande arbete framför datorn, där de faktiska uppgifterna från de senaste fakturorna matades in.

Nylanserade Android-appen Comparific automatiserar hela processen. All information om hur användaren ringer och skickar sms/mms hämtas direkt från telefonens statistik och ut kommer svaret på vilket abonnemang hos vilken operatör man bör välja för att betala så lite som möjligt.

Källa: DN.se, Anders Thoresson, 28 augusti 2012
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Seven tips about how you can seriously influence employee motivation

Posted in Aktuellt, Leadership / Ledarskap on August 27th, 2012 by admin

You can, daily, take actions that will increase employee satisfaction. Recommended are actions that employees say, in a recent Society for Human Resources Management (SHRM) survey, are important to their job satisfaction. Management actions in these areas will create a work environment conducive to employee motivation.

Additionally, in determining the areas in which to provide employee motivation tips, here are key ideas from readers about how to increase employee motivation and employee job satisfaction.

Four of the five most important considerations in employee motivation: job security, benefits (especially health care) with the importance of retirement benefits rising with age of the employee, compensation/pay, and safety in the work environment are discussed in an article that addresses issues that are company-wide and rarely in the hands of an individual manager or supervisor.

Specific Actions to Increase Employee Motivation
These are seven consequential ways in which a manager or supervisor can create a work environment that will foster and influence increases in employee motivation – quickly.

Communicate responsibly and effectively any information employees need to perform their jobs most effectively. Employees want to be members of the in-crowd, people who know what is happening at work as soon as other employees know. They want the information necessary to do their jobs. They need enough information so that they make good decisions about their work.
• Meet with employees following management staff meetings to update them about any company information that may impact their work. Changing due dates, customer feedback, product improvements, training opportunities, and updates on new departmental reporting or interaction structures are all important to employees. Communicate more than you think is necessary.

• Stop by the work area of employees who are particularly affected by a change to communicate more. Make sure the employee is clear about what the change means for their job, goals, time allocation, and decisions.

• Communicate daily with every employee who reports to you. Even a pleasant “good morning” enables the employee to engage with you.

• Hold a weekly one-on-one meeting with each employee who reports to you. They like to know that they will have this time every week. Encourage employees to come prepared with questions, requests for support, troubleshooting ideas for their work, and information that will keep you from being blindsided or disappointed by a failure to produce on schedule or as committed.

Employees find interaction and communication with and attention from senior and executive managers motivational. In a recent study by Towers Perrin (now Towers Watson), the Global Workforce Study which included nearly 90,000 workers from 18 countries, the role of senior managers in attracting employee discretionary effort exceeded that of immediate supervisors.
• Communicate openly, honestly and frequently. Hold whole staff meetings periodically, attend department meetings regularly, and communicate by wandering around work areas engaging staff and demonstrating interest in their work.

• Implement an open door policy for staff members to talk, share ideas, and discuss concerns. Make sure that managers understand the problems that they can and should solve will be directed back to them, but it is the executive’s job to listen.

• Congratulate staff on life events such as new babies, inquire about vacation trips, and ask about how both personal and company events turned out. Care enough to stay tuned into these kinds of employee life events and activities.

Provide the opportunity for employees to develop their skills and abilities. Employees want to continue to develop their knowledge and skills. Employees do not want jobs that they perceive as no-brain drudge work.
• Allow staff members to attend important meetings, meetings that cross functional areas, and that the supervisor normally attends.

• Bring staff to interesting, unusual events, activities, and meetings. It’s quite a learning experience for a staff person to attend an executive meeting with you or represent the department in your absence.

• Make sure the employee has several goals that he or she wants to pursue as part of every quarter’s performance development plan (PDP). Personal development goals belong in the same plan.

• Reassign responsibilities that the employee does not like or that are routine. Newer staff, interns, and contract employees may find the work challenging and rewarding. Or, at least, all employees have their turn.

• Provide the opportunity for the employee to cross-train in other roles and responsibilities. Assign backup responsibilities for tasks, functions, and projects.

Employees gain a lot of motivation from the nature of and the work itself. Employees seek autonomy and independence in decision making and in how they approach accomplishing their work and job.
• Provide more authority for the employee to self-manage and make decisions. Within the clear framework of the PDP and ongoing effective communication, delegate decision making after defining limits, boundaries, and critical points at which you want to receive feedback.

• Expand the job to include new, higher level responsibilities. Assign responsibilities to the employee that will help him or her grow their skills and knowledge. Stretching assignments develop staff capabilities and increase their ability to contribute at work. (Remove some of the time-consuming, less desirable job components at the same time, so the employee does not feel that what was delegated was “more” work.)

• Provide the employee a voice in higher level meetings; provide more access to important and desirable meetings and projects.

• Provide more information by including the employee on specific mailing lists, in company briefings, and in your confidence.

• Provide more opportunity for the employee to impact department or company goals, priorities, and measurements.

• Assign the employee to head up projects or teams. Assign reporting staff members to his or her leadership on projects or teams or under his or her direct supervision.

• Enable the employee to spend more time with his or her boss. Most employees find this attention rewarding.

Elicit and address employee concerns and complaints before they make an employee or workplace dysfunctional. Listening to employee complaints and keeping the employee informed about how you are addressing the complaint are critical to producing a motivating work environment. (These are employee complaints that readers identify as regularly occurring in their workplaces.)

Even if the complaint cannot be resolved to the employee’s satisfaction, the fact that you addressed the complaint and provided feedback about the consideration of and resolution of the complaint to the employee is appreciated. The importance of the feedback loop in addressing employee concerns cannot be overemphasized.
• Keep your door open and encourage employees to come to you with legitimate concerns and questions.

• Always address and provide feedback to the employee about the status of their expressed concern. The concern or complaint cannot disappear into a dark hole forever. Nothing causes more consternation for an employee than feeling that their legitimate concern went unaddressed.

Recognition of employee performance is high on the list of employee needs for motivation. Many supervisors equate reward and recognition with monetary gifts. While employees appreciate money, they also appreciate praise, a verbal or written thank you, out-of-the-ordinary job content opportunities, and attention from their supervisor.
• Write a thank you note that praises and thanks an employee for a specific contribution in as much detail as possible to reinforce and communicate to the employee the behaviors you want to continue to see.

• Verbally praise and recognize an employee for a contribution. Visit the employee in his or her work space.

• Give the employee a small token of your gratitude. A card, their favorite candy bar, a cutting from a plant in your office, fruit for the whole office, and more, based on the traditions and interaction in your office, will make an employee’s day.

Employees appreciate a responsive and involved relationship with their immediate supervisor.
• Avoid cancelling regular meetings, and if you must, stop by the employee’s work area to apologize, offer the reason, and immediately reschedule. Regularly missing an employee meeting send a powerful message of disrespect.

• Talk daily with each employee who reports to you. The daily interaction builds the relationship and will stand for a lot when times are troubled, disappointments occur, or you need to address employee performance improvement.

• The interaction of an employee with his or her immediate supervisor is the most significant factor in an employee’s satisfaction with work. Practice just listening. Encourage the employee who brings you an idea or improvement. Even if you think the idea won’t work, that the idea has been unsuccessfully tried in the past, or you believe your executive leadership won’t support it, this is not what the employee wants to hear from the supervisor.
And, it’s not in your best interests for employee motivation to put the kibosh on employee contributions and ideas. You’ll tick them off, deflate them, and make their thoughts insignificant.

Think creatively about how you can explore the idea, support the employee in his or her quest to try out the innovation, provide time for experimentation, and more. Encouragement brings payback in positive employee motivation.

• Remember that your nonverbal communication communicates more expressively than the words you use to convey your honest response to employee thoughts, concerns, and suggestions. Pay attention, ask questions to further elicit information, and focus on understanding the employee’s communication. Lose your reactions: shrugged shoulders, rolling eyes, or partial attention are insulting and degrading.

• The supervisor’s relationship to reporting staff is the single most important factor in employee retention. Stay on top of what your staff needs and wants to provide a work environment for employee motivation.

Employee motivation is a common interest from supervisors and managers who are responsible to oversee the work of other employees. You can increase your efforts to improve employee motivation. The big seven actions and behaviors that you can make happen every day for employee motivation are covered in this article. I’m willing to make a serious bet that, if you pay constant attention to these significant factors in employee motivation, you’ll win with motivated, excited, contributing employees. Can work get any better than that for a manager or supervisor?

Source: About.com, Susan M. Heatfield, August, 2012
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Iphone 5-rykten

Posted in Aktuellt, Allmänt, Digitalisering / Internet on August 25th, 2012 by admin

Tidigare uppgifter om när nya Iphone släpps har reviderats. De senaste ryktena gör gällande att de tidigaste spekulanterna kan få telefonen den 21 september.
Läs mer på DN.se här

Ryktena om nästa version av Apples smarttelefon Iphone blir allt fler. Många pekar åt samma håll – mot en tunnare variant, med en helt ny pekskärm.
Fortfarande är det mest rykten som omgärdar Iphone 5, som väntas komma i oktober. Men, som ABC News uttrycker det: ryktena ”börjar synkroniseras”.
Nyhetsbyrån Reuters uppger till exempel samma sak som det tidigare tasslats om: mindre dockningsanslutning.

Läs mer här

Apple tappar i Kina

Posted in Aktuellt, Allmänt, Digitalisering / Internet on August 25th, 2012 by admin

Apples marknadsandel på den kinesiska smartphone-marknaden snudd på halverades till 10 procent under årets andra kvartal.
Nedgången förklaras med att kunderna väntar på en ny version av iphone som väntas komma senare i år, skriver Reuters.

Även ettan Samsung fick se sin andel av marknaden sjunka, från 21 till 19 procent. Näst störst var Lenovo, var andel ökade till 11 procent.

Elektronikföretaget Samsungs mobiltelefon Galaxy är lik konkurrenten Apples Iphone men det sydkoreanska företaget har inte brutit mot Apples designpatent, beslutade en sydkoreansk domstol på fredagen. Däremot fann domstolen att Samsung gjort intrång på ett annat Apple-patent medan Apple ska ha klampat in på två av Samsungs. Apple dömdes att betala 40 miljoner won till Samsung medan Samsung ska betala 25 miljoner won till Apple.

Det går 172 won på en svensk krona och i praktiken ska Apple alltså bara betala drygt 87.000 kronor till Samsung. Men beskedet kommer inför domslut i en amerikansk patenträttegång mellan de två jättarna, USA:s hittills största, där Apple kräver cirka 16,5 miljarder kronor av Samsung.

Källa: DN.se, augusti
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