KRAV från arbetsgivaren: Träna två gånger i veckan!

Posted in Aktuellt, Allmänt on January 31st, 2015 by admin

Kalmar Vatten kräver två träningspass i veckan av sin personal. Annars kan det straffa sig i lönekuvertet, skriver Ny Teknik.

På Kalmar Vatten ingår träningen i kriterierna vid löndeförhandlingarna. Det betyder att den som inte motionerar riskerar en sämre löneutveckling.gym xxx

Det anställda får två arbetstimmar per vecka som ska fördelas på minst två pass, antingen under arbetstid eller i form av komptimmar om träningen sker på fritiden. För alla anställda gäller kravet att ett veckopass ska vara styrketräning, vilket följs upp via närvarolistor på gymen i Kalmar.

Pass nummer två är ett mer fritt val, till exempel simning eller yoga, skriver Ny Teknik.

Träningstvånget infördes 2007 med syfte att minska personalens sjukfrånvaro. Personalchefen Linn Sjögren uppger för Ny Teknik att belastningsskadorna har blivit mindre och personalen gladare sedan dess.

Källa: DI.se, 30 januari 2015
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Fostering women leaders: A fitness test for your top team

Posted in Aktuellt, Leadership / Ledarskap on January 30th, 2015 by admin

Posing five questions can help start a challenging management conversation.

The challenges are well known: women in business continue to face a formidable gender gap for senior-leadership positions.

Moreover, there are fewer and fewer women at each step along the path to the C-suite, although they represent a majority of entry-level employees at Fortune 500 companies and outnumber men in college-graduation rates.

Increasingly, the barriers too are well known: a mix of cultural factors, ingrained mind-sets, and stubborn forms of behavior, including a tendency to tap a much narrower band of women leaders than is possible given the available talent pool.

Much has been written about the nature of the challenges.

I want to focus on what companies can do to take action. In this article, I’ve distilled some forward-leaning practices into five questions that can serve as a fitness test for your top team. In my experience, an organization that is making progress on such issues tends to explore them in concert. At the very least, these questions can help generate the kinds of challenging conversations that executive teams around the world should be having. The stakes are too high not to have them. As I heard the CEO of a US healthcare company say recently, “The business case is simple: my company needs the best talent. Why would I handicap that by 50 percent?”

1. Where are the women in our talent pipeline?

Most senior executives know intuitively how many women do (or don’t) hold top-leadership roles at their companies. But in the United States, surprisingly few of them keep precise track of how women do (or don’t) move through their talent pipelines—from entry all the way up to the top-executive ranks.

A clear picture is important. Because such pipelines tend to be unique, “default” solutions, though well-intentioned, can miss the mark; for instance, ramping up a recruitment drive for women won’t help an organization struggling to retain female vice presidents. In the US healthcare industry, women make up more than 75 percent of the entry labor force but hold fewer than one-third of the most senior positions.

Female 2Other organizations struggle with recruitment. In US high-tech companies, it is not unusual for women to make up just 30 percent of the entry ranks. One likely factor: the decline in the number of female computer-science college undergraduates. From 2000 to 2011, the proportion of women earning computer-science degrees in the United States sank from 28 percent of the total to 18 percent.

How to gather pipeline information is no secret, and what to do with it shouldn’t be either. Outcome metrics ought to be reviewed annually, and leading indicators (such as employee sentiment and promotion trends) should be examined during quarterly business reviews. All of these metrics must be considered elements of an ongoing management conversation.

Once the pipeline is visible, a related conversation should happen about the distribution of women’s roles—in part to get a better sense of the career barriers they face. For example, in the United States, about two-thirds of women in Fortune 500 companies begin their careers in line (as opposed to support-staff) roles. Yet the figures at the top are reversed: roughly two-thirds of the women in the C-suite occupy human resources, marketing, or other support positions. Whether such patterns are a problem varies by organization; awareness is the first step toward understanding if they are.

A major consumer-goods company, for example, identified 500 pivotal roles across the organization. For each of them, it wants to have a succession plan five candidates deep (a “hit by a bus” plan). The company encourages the creation of diverse slates of candidates on these lists and tracks outcomes over time to ensure that it is making progress on its diversity goals, including the appointment of enough women to leadership roles. Interestingly, the effort is considered a talent initiative, not a women’s initiative—a distinction that models gender-neutral behavior in promotion decisions.

Finally, companies should consider the benefits of transparency: the act of publicly sharing data on gender diversity sends staff and external parties alike a clear message that the status quo is insufficient. In recent months, several companies (including eBay, Facebook, Google, LinkedIn, and Yahoo!) have taken this step. By doing so, they have initiated a pragmatic conversation about what organizations can do to change.

2. What skills are we helping women build?

Many women’s programs focus on convening, creating, and broadening networks. While these are important investments, they are insufficient. Companies should also instill the capabilities womenFemale 4 need to thrive. Some of the most important are resilience, grit, and confidence.

Resilience is the capacity to recover quickly from difficulties—a form of toughness. Grit is resolve, courage, and strength of character. Confidence is a level of self-assurance arising from an appreciation of your own abilities or qualities. In business settings, resilience allows us to get up after making a mistake or encountering a challenge, grit allows us to push through walls and rise above challenges, and confidence helps transform challenging experiences into greater self-assurance, not self-doubt.

In our 2012 interviews with 250 high-ranking women executives, we found that they thought the top attributes of their own success were resilience and grit, which ranked higher than more obvious factors, such as a “results orientation.” We also heard moving stories about how perseverance through challenging circumstances can shape a woman’s ability to lead. A former plant manager, for example, described the aftermath of an accident and her effort (in the middle of the night) to understand the circumstances in which it occurred, to ensure the workers’ safety, and to communicate with the press. Years later, this woman—now a senior executive at the company—cites the experience as a turning point in her career because it gave her confidence at a moment of failure and crisis.

Academic work highlights the importance of determination, as well. The University of Pennsylvania’s Angela Lee Duckworth found that among public-school students in Chicago, those with more grit were significantly more likely to graduate.

Similarly, research by Stanford’s Carol Dweck finds that students are more successful when they are praised and recognized for their contributions, hard work, practice, and effort—in short, for a mind-set of growth. Such a mind-set is valuable in corporate environments too, for it suggests that women can shape (and reshape) their own advancement and success. The good news is that these capabilities are coachable and that educational innovation (online, video, and experiential learning, for example) ought to help. Leaders should encourage experimentation to accelerate progress.

3. Do we provide sponsors along with role models?

Intuitively, we know that seeing female role models makes a huge difference to younger women. Research confirms this intuition. For example, a 2012 study found that young Indian girls living in villages with a stronger representation of women in public leadership roles were significantly more likely to see themselves as future leaders.

The Geena Davis Institute on Gender in Media also highlights the influence that visible female role models (or the lack of them) can have on the way girls perceive their future possibilities.Female 3 (For more, see Geena Davis’s essay, “Addressing unconscious bias,” forthcoming on mckinsey.com.)

To go further, companies should focus on sponsorship, including the creation of opportunities. In leading companies, formal sponsorship programs help fill the opportunity gap by encouraging women to set higher aspirations and by finding ways to open doors for them.

In our survey of female leaders, nearly 60 percent of them said that if they could relive their careers, they would have more sponsors.

Sponsorship is an area where men can play a huge role. In fact, it is one of the most basic commitments male leaders can make to help increase the number of talented women in their organizations. A simple question to ask men in senior roles is this: How many of you sponsor at least one woman? At the same time, of course, ask the women in leadership positions what they are doing to share their stories and to make themselves more visible role models for women throughout the ranks. Sponsorship programs with tangible goals can be highly effective. At eBay, for example, senior vice presidents and vice presidents set a goal of developing top-talent women by sponsoring five of them. Such efforts have helped the company more than double the number of women in leadership roles since 2010.

4. Are we rooting out unconscious biases?

One of the biggest challenges exists squarely in the heads of employees: the unconscious biases that shadow women throughout their careers and can set them up for failure.

Held by men and women alike, these biases take many forms.

Smart companies work hard to make unconscious biases more conscious and then to root them out so that they don’t affect the culture in wide-ranging and unhelpful ways. Actions include training, surveys (to gain insights), and policy remedies that create a more level playing field. For example:
•Denise Russell Fleming, a vice president at BAE Systems, recently told the Wall Street Journal about work the company is doing to train managers and executives to overcome bias. The effort is designed to weed out even seemingly innocuous behavior, such as overlooking introverts during meetings, that can put women at a disadvantage.

•To measure the progress of the eBay Women’s Initiative Network, the company uses a survey that highlights areas of concern for all employees—such as promotions, hiring, challenging assignments, and the visibility of job opportunities. In addition to focusing on women in leadership, the company is working to improve its culture more broadly.
•When George Halvorson was chairman and CEO of Kaiser Permanente, he instituted a “rule of two” to encourage diversity and help avoid the “just like me” bias that’s prevalent in many promotion decisions. For appointments at the VP level and above, Halvorson encouraged leaders to bring three candidates, and no more than two of them could have a similar demographic profile—for example, sex or race. (For more, see “Lessons from a veteran diversity advocate,” an interview with George Halvorson, forthcoming on mckinsey.com.)
•Last year, Google—where men make up 83 percent of all engineering employees and 70 percent of the total population—initiated diversity-training workshops based on academic research into unconscious bias. While reversing biases is difficult, there have been early success indicators in discussions about promotion and in improved awareness.

5. How much are our policies helping?

Although the most stubborn barriers are inside the heads of employees, this isn’t to say that companies have exhausted the potential of corporate policy to effect change. Child-leave policies are one area ripe for improvement: some US companies are raising the number of weeks for maternity leave, thus resembling international norms more closely.

Both Google and Yahoo! increased the number of days they allow for child leave. Other companies are more publicly encouraging men to take paternity leave—a move that helps chip away at prevalent gender norms about caregiving. Indeed, in one women’s leadership workshop I attended, the highest-rated recommendation was to make paternity leave mandatory for men so that they Female 1could more fully take part in raising kids and reduce the perception that child care is a “women’s issue.” Such ideas are intriguing, as they suggest tangible ways a company’s policies can affect the mind-sets of employees.

Part-time or other flexible work policies are a sore spot; they look great on paper, but few employees take advantage of them: McKinsey research has found that less than 1 percent of men or women did so at companies offering such options at the executive level. Clearly, policies that aren’t much used are great opportunities for management discussions, and while these conversations can be uncomfortable, they can also lead to new ways of working. (For example, see “Championing gender equality in Australia,” forthcoming on mckinsey.com.)

Uncomfortable conversations are often necessary to identify the pragmatic actions that can improve a company’s odds of developing women leaders. The good news is that the rewards—a stronger workforce that fully taps the available talent across the economy—are well worth it. The power to change and to keep moving forward lies in our hands.

Source: McKinsey.com, January 2015
Author: Lareina Yee
About the author: Lareina Yee is a principal in McKinsey’s San Francisco office
Link

Tio klyschor att skippa i jobbansökan

Posted in Aktuellt, Allmänt on January 24th, 2015 by admin

Två miljoner svenskar på finns på nätverkssajten LinkedIn. Nu har sajten kollat vilka ord som är vanligast att man beskriver sig själv med. Här är 10 klyschor du ska undvika om du vill att ditt cv ska sticka ut från mängden.

CVÖver två miljoner svenskar finns idag på LinkedIn vilket gör sajten populär bland både arbetssökande och rekryterare. På sajten kan du presentera dig i både ord och bild men med så många profiler är det lätt att försvinna i mängden.

Liksom i vanliga arbetsansökningar har sajtens användare en tendens att beskriva sig med samma uttryck som ungefär alla andra som söker samma tjänst. Väljer du att beskriva dig med ord som ”driven” och ”ansvarsfull” är sannolikheten stor att du bara försvinner i mängden.

Givetvis handlar både arbetsansökningar och LinkedIn-profiler om att ha rätt utbildning, erfarenhet och kompetens men ett bra sätt att sticka ut, och öka sina jobbchanser, är att hålla sig borta från gamla klyschor.

Här är de 10 vanligast förekommande orden och fraserna på LinkedIn 2014:
1. Driven
2. Kreativ
3. Passionerad
4. Strategisk
5. Betydande erfarenhet
6. Ansvarsfull
7. Expert
8. Motiverad
9. Analytisk
10. Bred erfarenhet

Källa: VA.se, Januari 2015
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Six reasons your business needs female leadership

Posted in Aktuellt, Leadership / Ledarskap on January 24th, 2015 by admin

Recent research reveals there are significant business advantages to having a woman in key leadership positions.

Corporate culture doesn’t change because it’s the right thing to do. That includes fostering a culture of inclusion and diversity that actively seeks to hire and retain women. Corporate culture is driven by hard data and business results and, fortunately, there’s plenty of data to back up the need for more female leadership in business.

Here are six reasons your business should work toward gender diversity — and the hard data to back them up.

Greater revenue – A 2014 research study from predictive analytics and marketing firm Mintigo revealed that women-run businesses with more than 1,000 employees generate revenue-per-employee that is 18 percent higher than at businesses headed by men.

Greater ROI – At Fortune 500 companies with three or more women in director-level positions, return on invested capital jumped over 66 percent, return on sales went up 42 percent and return on equity increased by 53 percent, according to a paper published by the Anita Borg Institute (ABI), a nonprofit that seeks to improve women’s standings in the tech field.

Lower turnover and easier recruitment – Gallup found that companies with more diversity on staff have a 22 percent lower turnover rate, and if an organization has a more inclusive culture that embraces women, it’s easier to recruit a more diverse staff.Female leadership 1
Demand for technical talent is fierce and companies that develop women in roles at every level are able to attract more qualified applicants, sending positive signals to the labor market and improving their reputations in the marketplace.

Improved operational and financial performance – Women have tremendous purchasing power. A recent study by Deloitte revealed that women impact up to 85 percent of purchasing decisions; or approximately $4.3 trillion of total U.S. consumer spending of $5.9 trillion, making women the largest single economic force not just in the United States, but in the world. Organizations that employ more women in key roles are better equipped to meet the needs of the broader market, because women know what women want.

Increased innovation – For many companies, innovation is a strategic imperative. Research shows that women bring valuable perspectives and approaches to the ideation process, resulting in more innovative solutions to complex problems. Or, as the Gallup research shows, “Women and men have different viewpoints, ideas and market insights, which enables better problem solving, ultimately leading to superior performance at the business unit level.”

Better problem solving and group performance – The ABI study reveals that, since most knowledge work is performed in teams, diverse groups solve problems more effectively than homogenous ones, raising overall performance and giving teams that include women a distinct competitive edge.

Final Thoughts: What Will Really Drive Cultural Change?
As Caroline Turner says in this article for The American Diversity Report, “Creating an inclusive culture is great for those who would otherwise feel less included. Supporting the advancement of women in business is great for women. But these aren’t the ultimate goals; and they won’t inspire action. Inclusive cultures and organizations with gender diversity achieve superior business outcomes — customer satisfaction, retention, productivity and profitability. That’s what can drive action and culture change,” she says.

Source: cio.com, January 2015
By: Sharon Florentine
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Fler unga blir utbrända

Posted in Aktuellt, Allmänt on January 21st, 2015 by admin

Unga människor bränner allt oftare ut sig. Pressen är hård, i skolan, socialt och på ­arbetsmarknaden. Till det kommer ständig uppkoppling och aktivitet i sociala medier som aldrig låter hjärnan vila ut.

Unga människor bränner allt oftare ut sig. Pressen är hård, i skolan, socialt och på ­arbetsmarknaden. Till det kommer ständig uppkoppling och aktivitet i sociala medier som aldrig låter hjärnan vila ut.
– Vi har sett att utbrändhet kryper nedåt i åldrarna, säger professor Hugo Westerlund, föreståndare för Stressforskningsinstitutet vid Stockholms universitet.
– Det är en oroande utveckling med tanke på att de unga är fram­tidens arbetskraft.

BO 3Unga kvinnor mellan 16 och 25 är särskilt utsatta. De är ofta väldigt ambitiösa i sina studier, samtidigt som de känner en press på sig att se bra ut, vara populära på sociala medier, träna och vara aktiva på många plan, och gärna skaffa ­familj tidigt också. Bland män är det ­åldrarna mellan 25 och 35 där flest känner svår stress och utmattning.

I dag förväntar sig många att de ska ha specialtid till en mängd olika ­saker, konstaterar Hugo Westerlund.
– Man ska vara ambitiös på ­arbetet, ha tid för sin partner, för sig själv och för barnen, för fritidsaktiviteter och för träning. Man ska ha finaste köket, finaste surdegsbrödet, finaste semestrarna, och så vidare. Dygnets timmar räcker inte till, och det är inte konstigt att man till slut bränner ut sig när man inte orkar leva upp till allt det här.

I höstas visade Arbetsmiljöverket att nästan var fjärde person mådde dåligt på grund av jobbet, en betydande ökning jämfört med för två år sedan.

Att människor mår dåligt av svår stress syns även i sjukskrivnings­statistiken. Redan bland 16-åringar efter första året på gymnasiet har 30 procent allvarliga stressrelaterade problem, visar en avhandling från Stockholms universitet. 8 procent uppvisar så svåra symptom att det kan jämföras med vuxnas utbrändhet: bland annat känslomässig och fysisk utmattning, inlärningssvårigheter och kognitiva problem, konstaterar forskaren Karin Schraml, som talat med drygt trehundra 16-åringar.BO 1

Hennes studie pekar på orsaker som höga krav kombinerat med bristande socialt stöd, låg själv­känsla och sömnproblem. Till det kommer stressen i den ­moderna tekniken, framhåller Tomas Danielsson, stressexpert och beteendevetare känd från tv och radio.

Han befarar att många unga som vuxit upp under den stora teknik­explosionen och i dag aldrig loggar­ ut riskerar att fara riktigt illa. Han talar om mobilen med sina plingande mejlikoner, poppande Facebook- appar och Twitterupp­dateringar som ”en aggressiv tiger”:
– Söver vi den aldrig blir den livsfarlig.

I sitt jobb möter Tomas Danielsson dagligen unga vuxna som har sömnproblem, saknar energi och har kramper i kroppen. Men den stora utbrändhetskraschen tror han börjar visa sig om några år.
– Det är en tickande bomb. Om fem tio år kommer många unga att falla som käglor, varnar han.

Källa: DN.se, januari 2015
Av: Tove Nandorf (tove.nandorf@dn.se)
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Bringing out the best in people

Posted in Aktuellt, Customer care / Kundvård, Försäljning / Sales on January 19th, 2015 by admin

Providing good service has never been easy. Meeting rising customer expectations requires companies focus on building the capabilities their people need to make full use of their talents.

Providing good service has never been easy. And service expectations are only rising: unprecedented technological change and access to data have made customers better informed and more demanding than ever, while the rise of social media gives them more power to publicize their experiences—making each customer interaction more important.

As organizations get larger, moreover, the sheer number of customer interactions becomes a disadvantage in that the risk of a customer-experience problem increases. The rapidly consolidating US banking industry is a case study: for 20 years, customer satisfaction at the largest banks has usually underperformed that of the rest of the sector.

With services accounting for an ever-increasing share of economies from Canada to China,improving service quality has never been more important to more large organizations. And the way many organizations are achieving this impact—in sectors from banking and retail to government and telecommunication—is by adopting lean-management systems, which reinforce four integrated disciplines across the whole organization (see sidebar “What are lean-management disciplines?”).
One of the four—enabling people to lead and contribute to their fullest potential—is especially critical in transforming a large organization at adequate scale and speed, as well as in ensuring that it will continue improving into the future. At its core is a strong focus on capability building at all levels, which then becomes an integral part of how the business operates.

An example is a regional financial institution whose transformation reached more than 15,000 employees over the past four years. By investing heavily in capability building, the leaders changed the way the organization worked. Faster processing times and fewer errors meant that customer satisfaction rose by 11 points while the company’s cost-income ratio fell by 20 percent. At the same time, employee satisfaction rose: the proportion who scored the strength of their affiliation to the company as four or five on a five-point scale rose by 15 percent, to almost 80 percent of employees.
Best
To make these results possible, however, the organization did more than just build the right capabilities, which can fade surprisingly quickly. It also followed several success factors that helped the capabilities persist even after the core transformation work was complete.

The importance of capability building
Why is capability building so important in a services context? Much of the answer concerns variability. In services, the work itself tends to be highly variable—both in terms of content (such as the wide range of questions customers may have) and in form (such as the major swings in demand that may occur depending the time of day or year). Moreover, providing services usually means relying mainly on people, who are far more variable than machines. This compounded variability can make consistent delivery appear almost impossible, unless people are able to perceive the issues that are produced by variability, react to them, and provide solutions on a continuous basis.

Over the long term, these capabilities become even more important so that the organization can identify new customer needs, take advantage of new opportunities, and create new value. Senior leaders and managers cannot know everything about what their customers want or how their products are doing. The closer people are to the front line, however, the more likely they are to have a real answer—but only if they have built skills in listening to customers and analyzing problems.

Capability building thus involves more than just teaching people how to complete their day-to-day tasks. Instead, it focuses on a broader set of skills that increase each employee’s value to the organization, such as learning to reach problems’ root causes, or providing effective feedback. With the greater value that more skilled people can create, the organization will enhance its unique competitive position. That means tailoring the capability building to the organization’s business context, culture, and needs—especially to the factors that allow the organization to create value.

A Latin American bank, for example, sought to build on its service reputation by enabling employees not just to respond to customer requests, but to anticipate them based on a combination of external circumstances (such as the level of activity in the bank), emotional cues (such as the customer’s visible stress or fatigue), and the customer’s history with the bank (such as a record of the customer’s interactions and their outcomes). For employees to respond effectively from the moment they encountered the customer, they needed greater interpersonal awareness, faster information gathering, and a deeper understanding of the bank’s own products and processes. Together these formed the core of a new capability-building program that comprised more than two dozen initiatives, ranging from in-person training for the front line on how to provide clear product explanations to a new performance-management system and in-house “university.” In one year, customer satisfaction rose from second to first place in the market across all three of the bank’s major segments: corporate, small business, and retail banking.

Once an organization knows which capabilities it must build, though, the next challenge is to start building them quickly and at scale—two prerequisites for a transformation to build credibility across an organization and sustain its momentum. That’s where additional factors come into play.

Four success factors
Those large organizations that have most dramatically accelerated their capability building have integrated four success factors, which together support the transformation and the organization’s continued progress once the major changes are in place.

Engage every level of the organization
The first success factor concerns the scope of the capability building. Too often, leaders assume that the capability gaps that matter are only at the front line. But in fact, capability building is necessary at every level, all the way to the executive suite. Indeed, with role modeling critical to sustain almost any organizational change, a clear example from the top is usually the most important success factor in a capability-building effort.

Coaching direct reports is an essential skill for every executive, up to the CEO. At a global asset manager, the CEO began convening a recurring problem-solving meeting for the top team, underscoring for everyone in the company the importance both of the new skill, and of capability building more generally.

Support from the next level of leaders, who may head entire businesses or functions, will also be critical for persuading the rest of the organization to embrace the new capabilities. These executives should be involved as early as possible in designing curricula to help their respective teams become more effective. At one US insurer, the resulting development program started yielding results so quickly that the CEO is now accelerating the transformation across the enterprise worldwide.

The middle-management level is where scale starts to become especially difficult. Middle managers’ development needs involve more customization than is typical at the front line, but there are so many middle managers that the type of one-on-one counseling offered to senior leaders is not feasible. The content differs as well. Like senior leaders, middle managers need to understand the enterprise-level picture, but they also must translate that understanding into the detailed, concrete actions that the front line is taking every day.

Accordingly, the insurer’s mid-level curriculum centered on these “translation” skills—such as how to analyze the leadership team’s strategic messages into operational trade-offs. For example, if leaders announced that they were reviewing the company’s privacy policies, a service-center manager would need to be able to recognize the resources implications for her contact-center teams (see sidebar “The pressure for capabilities”). What could they de-emphasize to provide additional capacity? What would the balance look like between the telephone and instant-messaging channels?

Create excitement and pride
For capability building to endure, people must see it as representing an opportunity for the future rather than a critique of past practices. The best programs therefore communicate a well-defined value proposition that encompasses each level of the organization and reaches well beyond promises of career advancement.

In this type of environment, people see capability building not as just a mandatory box to tick, but as a way to build an individual reputation. Leaders can reinforce the message by celebrating their organization’s programs: serving as faculty, hosting graduation ceremonies, and boosting exposure for the program throughout the enterprise. These symbolic measures are especially important in the first few years after launch, when the capability-building program is still developing its reputation and people need reassurance that their leaders are truly committed to it.

Over the longer term, robust capability building can raise the profile of a company as a place to work and deepen the connection people feel to their employer. One of the insurer’s ambitions has been to become known in the financial-services industry for its capability-building opportunities, so that it can both retain and attract the high-potential individuals who are most committed to learning. That message is reinforced at the start of every curriculum the company offers, so the entire organization knows that the program’s goal is to make the company an even more attractive place to work. Employees see the value, with more than 90 percent of participants saying they are satisfied with the program.

Apply a range of learning techniques
Traditional corporate training programs still rely on classroom learning, even though researchers have long found that the classroom alone is a poor fit for adult learning patterns. Most adults instead need a mix of concrete experience, reflective observation, abstract conceptualization, and active experimentation.

In practice, this means that as much of the learning as possible should occur in the actual workplace, ideally based on actual work during the course of the workday. Leaders, managers, or even peers can work with the “student,” providing immediate feedback as he or she practices the new skills—such as at a multinational retailer, where each store manager now confirms standard procedures with employees while they are performing the relevant tasks. The approach works for virtually any skill, ranging from how to handle a particular type of customer request in a store to how to provide coaching for senior executives.

When “sit withs” such as these are not possible, capability building works best in settings that resemble the actual work environment as closely as possible: an office or retail floor, for example, rather than a classroom. These surroundings allow for realistic role playing that tests real problems in the workplace. Indeed, a model setting can allow people to envision solutions that might not seem possible under the constraints of their current offices.

One European company with more than 50,000 employees has built an advanced “model office” to increase the capabilities of about 3,000 leaders and managers, who are overseeing the company’s transformation. The office uses actual company data to set up real problems that particular regions or businesses are facing—and that participants learn to solve over the course of their training.

As people progress through each module, the underlying IT system replicates the work environment by generating e-mails setting up realistic scenarios for role-playing exercises. Participants then use the lean-management techniques they are learning to understand and address the issues and to think more critically about the issues they deal with every day. Once they return to their roles, program graduates report that they can recognize difficulties at a far earlier stage and have a far easier time thinking of solutions.

Institutionalize through HR
The final step is to embed capability building in HR processes so that they become part of the organization’s culture. A financial-markets company started by redefining required competences and skills for all leaders, including problem solving, daily-meeting facilitation, and coaching, with personalized follow-up from HR. In parallel, HR revamped the company’s compensation systems to reward capability-building efforts and progress, with lean-skills development incorporated into performance objectives for all employees. Over subsequent years, the changes made lean management so fundamental to the organization that it became simply the way it operated. The impact is visible through almost every measure: volume of completed work increased by 30 percent and errors fell by 80 percent, while client and employee satisfaction both rose by more than 10 percent.

Finally, the regional financial institution mentioned previously illustrates how the four success factors come together. The CEO launched the company’s transformation by describing how he wanted everyone—including him and his leadership team—to learn new approaches for understanding and acting on customer expectations. The core of the new capability program was squarely in the middle of the organization: in addition to 200 “change agents,” 500 middle managers went through intensive capability building. The organization also developed a new internal brand, supported by a comprehensive communications platform encompassing all media from wall posters to sophisticated video presentations. Their collective message emphasized what teams were achieving with their new skills, and thereby generated new demand for the changes. As the program expanded, the company built an experiential-learning center that could train about 1,000 people per year. Company leaders now require all managers above a certain level of seniority to complete the program, which certifies them in their new skills.

Four years into the program, the changes have helped increase the company’s return on equity and cement its leadership in customer services in its market.

The experiences of these organizations demonstrate what companies can achieve when they build their transformations around the capabilities that their people need in order to make full use of their talents. Once people see the value they can create, they engage more deeply in their work in ways that give an organization not just short-term performance, but the long-term flexibility and resilience that are essential to thrive over the long term.

Source: McKinsey.com, January 2015
Authors: Stefan De Raedemaecker, Javier Feijoo, and David Jacquemont
About the authors: Stefan De Raedemaecker is a senior expert in McKinsey’s Antwerp office, Javier Feijoo is a consultant in the Madrid office, and David Jacquemont is a principal in the Paris office.
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Anställdas arbetsglädje minskar. Men svenska chefer verkar inte ha någon aning.

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on January 15th, 2015 by admin

Ny studie väckarklocka för svenska toppchefer

Anställdas arbetsglädje minskar. Men svenska chefer verkar inte ha någon aning. Det visar en ny undersökning från Länsförsäkringar, rapporterar TT.
happy
Företaget har intervjuat 1 000 anställda och 1 000 chefer om arbetsglädjen på jobbet. Medan 40 procent av de tillfrågade arbetarna anser att den minskat det senaste året tycker endast 6 procent av cheferna samma sak.

”Det är rätt naturligt, chefer har ansvar för arbetsmiljön. Att erkänna att det är för mycket stress är nog inte det första chefer hör”, säger Annika Härenstam som är professor i arbetsvetenskap, till TT.

Vet du hur det står till på Din arbetsplats? Läs mer här om hur 3S hjälper uppdragsgivare i över 30 länder att driva affärsutvecklande medarbetarkartläggningar.

Källa: DagensVD.se, 15 januari 2015
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Stärk dina kundrelationer!

Posted in Aktuellt, Customer care / Kundvård, Försäljning / Sales on January 12th, 2015 by admin

Så når du illojala kunder

Hälften av alla kunder är passiva, ointresserade och illojala. Men det går att nå dem, menar Inger Roos, docent i företagsekonomi, som utvecklat en egen metod.

Hon var övertygad om att det fanns fler nyanser i kundrelationer än nöjda respektive missnöjda kunder. Genom att analysera olika telekomkunders beteenden kunde Inger Roos, vid Karlstads universitet, skönja en underliggande struktur.
“De aktiva kunderna var medvetna om varför de var kunder. De passiva var däremot knappt medvetna om vilka företag de var kunder hos”, säger hon.

Problemet med passiva kunder är lättare att formulera än att lösa. För att göra dem mer lojala måste företagen kunna nå ut till dem.
“För att få en bättre bild av relationen måste vi iaktta vad kunderna gör snarare än vad de svarar i en enkät. Och forma budskapen till dem på ett sätt som de kan ta till sig.”

Genom att analysera vad kunderna gjorde, snarare än vad de sa att de skulle göra, utvecklade Inger Roos en egen mätmetod: Switching Path Analysis Technique (SPAT).

LÄS MER om du du kan analysera målgrupper och fånga nya kunder
Om en aktiv kund förde en diskussion med kundtjänst och hävdade att hon skulle byta leverantör behövde så sällan vara fallet. En passiv kund kunde däremot hoppa på ett konkurrerande erbjudande om det var tillräckligt lockande.
”Det är bara de aktiva kunderna som svarar på enkäterna. Det är de svaren som företagen baserar hela sin kommunikation på.”
kundvård
När Inger tillsammans med Karlstads universitet fick i uppdrag att ta fram ett nyhetsbrev åt Telia såg hon det som en möjlighet att bevisa sin SPAT-metod. Parallellt med det ursprungliga nyhetsbrevet började de skicka ut ytterligare två. Det ena var framtaget för de aktiva kunderna medan det andra var anpassat för den passiva. De två anpassade breven fick ett avsevärt bättre genomslag än det traditionella. Sedan skapade de en mix av alla tre.

I sin slutgiltiga form lyckades nyhetsbrevet gå hem hos både passiva och aktiva kunder. Responsen överträffade samtliga tidigare utskick tillsammans. Hemligheten, förklarar Inger, är att anpassa sin information efter sina kunders intressenivå.

Inger Roos om hemligheten till lojalare kunder
1. Gör nya undersökningar. Enkäter i all ära, men du får en bättre bild av dina kunder och din relation med dem om du tittar på vad de gör snarare än vad de säger att de kommer att göra.
2. Hitta dina passiva kunder. Alla företag har passiva kunder. Det första steget mot att omvända dem är att ta reda på hur stor andel av dina kunder som är passiva.
3. Ändra tankesätt. Att kommunicera kostar material, kanaler och därigenom pengar. Men om du inkluderar både de aktiva och passiva kundernas särdrag så kan du vända kommunikationen från att vara en kostnad till att bli en inkomst.

Källa: DI.se, 12 januari 2015 (sponsrad av PostNord)
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Vill du lära dig mer om dina kunders beteenden, önskemål och preferenser? Läs då mer om hur vi arbetar på 3S här.

Så förändras vårt uppkopplade arbetsliv

Posted in Aktuellt, Allmänt, Digitalisering / Internet on January 12th, 2015 by admin

Det uppkopplade samhället kommer inte bara att förändra hur vi arbetar utan också hur vi ser på arbete. Bland annat kommer det att bli allt mindre viktigt var, när och hur vi utför ett arbete. Det visar en Delfistudie från Ericsson Networked Society Lab.

uppkopp 1Mikael Eriksson Björling är expert på konsumentbeteenden på Ericssons Consumer Lab. Han berättar att studien har identifierat flera områden som kommer att bli särskilt viktiga på framtidens arbetsmarknad för kunskapsarbetare.

En viktig iakttagelse är att företag kommer att tvingas bli mycket bättre på att motivera sin existens.
– Hur bidrar företaget till samhällsutvecklingen? Har verksamheten en djupare mening? Den typen av frågor måste företagen ta ställning till för att kunna attrahera rätt personer. Lön kommer att ha en fortsatt betydelse för arbetstagare, men just företagens värderingar kommer att få ökad betydelse, säger Mikael Eriksson Björling.

Något som också kommer att förändras är vårt förhållande till arbetstid och den rent fysiska arbetsplatsen.
– Var, när och hur arbetet utförs kommer att bli mindre viktigt. Bakom detta ligger förstås vår ständiga uppkoppling. Vi kommer att lämna industrisamhällets räknesätt med 40-timmarsvecka och istället prata om genererade värden.

Det här kommer att innebära avgörande politiska utmaningar säger Mikael Eriksson Björling.uppkopp 2
– Mycket av arbetslivet är i dag reglerat i lagar.

Vidare kommer kreativitet att få en allt starkare ställning i arbetslivet.
– När vi nu är på väg att lämna industrisamhället och går in i det uppkopplade samhället blir idéer och innovation allt viktigare för företag. Men idéer har inget värde såvida man inte gör något av dem. Därför blir det viktigt att alla anställda tar ansvar och faktiskt gör saker. Vi kommer att få se mer innovation på gräsrotsnivå. Det känns spännande, säger Mikael Eriksson Björling som nu flaggar för att stora skiften är att vänta.
– De är nog större än vi anar. Sättet vi ser på arbetsliv och arbete är på väg att förändras fundamentalt.

Källa: DN.se
Av: Andreas Nordström (andreas.nordstrom@dn.se)
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Four leader behaviors that build or break trust

Posted in Aktuellt, Leadership / Ledarskap on January 11th, 2015 by admin

There are two ways that leaders break trust with their people. The first is dramatic—a leader betrays a confidence, engages in self-serving behavior, or has a serious moral or ethical lapse. This type of breach usually ends up being very public—and once it occurs, the only remedy is damage control.

trust 1The second way that leaders break trust with people is more common, happens slowly, and usually is obvious to others but unknown to the leader. A pattern of behavior—often well-intentioned—will result in the leader undermining their credibility with their people. This type of trust-busting behavior is fixable, but only if a leader can identify the situation early and take steps to correct it.

In his new book, Trust Works!: Four Keys to Building Lasting Relationships, best-selling business author Ken Blanchard tackles this type of trust-busting behavior head on. Together with his coauthors Cynthia Olmstead and Martha Lawrence, Blanchard recommends that leaders evaluate their behavior in four key areas.
• Able—do you demonstrate competence and skills?
• Believable—do you act with integrity?
• Connected—do you care about others?
• Dependable—do you maintain reliability?

In Blanchard’s experience, leaders who are perceived as untrustworthy usually have an undermining behavior in one of these four areas. In Trust Works!, Blanchard guides readers through a self assessment designed to identify the subtle ways that leaders might be unintentionally self-sabotaging their relationships.

Self assessment is just the starting point
Once the self assessment is complete, Blanchard recommends that leaders ask the people they work with—both colleagues and direct reports—to assess their behavior in the same four areas. This is an important second step for two reasons, according to Blanchard.

One, it gives leaders an outside assessment of their behaviors from the people who are most impacted. This can be a real eye-opener for them, according to Blanchard.
“Many leaders inadvertently break trust by being unaware of how their behavior might be perceived by others. Even though you, as a leader, might consider your actions trustworthy, you may be surprised at how those same behaviors are being interpreted by others.”

Blanchard had exactly this type of experience when he asked his team to evaluate him in the four areas. While he was pleased to discover that his staff scored him well in the first three areas—Able, Believable, and Connected— they felt he could do better in the Dependable category.

This brings up an important second point that Blanchard likes to make. Trust is a sensitive issue for most work teams, especially when a leader is involved. On most teams, trust issues are rarely discussed, even when they are evident to everyone.

That’s what made the Blanchard team’s experience so unusual. Having data around the four areas of trust gave Ken and his team a place to start a conversation. It created a safe space to talk about the components of trust and made it less emotional. This allowed them to discuss the issue openly and pinpoint the behaviors that were causing the problem.

In Ken’s case, the problem stemmed from his reluctance to say “no” to people. He loved new ideas, was always willing to give things a try, and wanted to say “yes” to people whenever possible. His intentions were good.

Utilizing the four-component ABCD model allowed the team to look at some of the behaviors that flowed from that mindset. They discovered that by saying “yes” so often, Ken ended up over committing, which sometimes led to disappointment and hurt feelings when commitments couldn’t be honored.

Working together, the team was able to devise a new approach. In addition to helping Ken not to over commit, the team also devised a strategy where Ken now hands out his executive assistant’s business cards instead of his own. This allows his executive assistant to check his schedule and set expectations appropriately.

The discussion and subsequent workaround did the trick. In the course of a few months, Blanchard saw his scores on being Dependable soar!

Rebuilding broken trust
For leaders who have created a serious breach of trust with their people, Blanchard has additional advice. In his experience, too many leaders prefer to act as if it didn’t happen, try tojustify the mistake, or use hierarchy and status to make the problem go away. This is exactly the wrong approach.

A healthier and more productive approach that Blanchard recommends involves five key actions.
1. Acknowledge and Assure —begin the rebuilding process by addressing and acknowledging that a problem exists. As you acknowledge the problem, assure the other party that your intention is to restore trust between the two of you and that you’re willing to take the time and effort to get the relationship back on track.
2. Admit — the next step is to admit your part in causing the breach of trust. Own up to your actions and take responsibility for whatever harm was caused, even if you don’t feel you’re entirely at fault. Admit to your part in a situation.
3. Apologize — the third step in repairing damaged trust is to apologize for your role in the situation. This takes humility. Avoid making excuses, shifting blame, or using qualifying statements. These will only undermine your apology.
4. Assess — invite feedback from the other party about how they see the situation. Use the ABCD Trust Model to identify the behaviors that have damaged the relationship. Next, discuss the issues and identify clearly what needs to change.
5. Agree — the final step in rebuilding damaged trust is to work together to create an action plan. Now that you have identified each other’s perceptions and have identified the specific ways that trust has been broken, you can mutually identify the behaviors that will build trust going forward.

This approach worked well for Blanchard in his discussions with his team and it will work for your teams as well. For leaders, this means being open, candid, and vulnerable.

As Blanchard explains, “Building trust is important in all relationships, but it’s particularly important when you hold a position of authority. If you’re a leader, you can afford many kinds of mistakes, but the one thing you can’t afford to lose is trust. By practicing behaviors aligned with the four core elements of trust, you’ll not only set a healthy example, you’ll also inspire enthusiasm and success in those who follow you.”

Source: Kenblanchard.com, May 2013
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