I feel so much better, now – I thought CONFUSION was a BAD thing….not so, maybe?
I feel so much better, now – I thought CONFUSION was a BAD thing….not so, maybe?
At this time of year, it seems normal for all of us to look back at the year, sometimes several years, and reflect on where we are and where we want to be. Sometimes we feel satisfied, other times we are disappointed in our progress. This year, as we end 2012 and begin 2013, read the story of Bob Geldof – of where he began and where he is today. It gave me profound inspiration, and hope – I hope it will do the same for each of you. – Rosemary
5 Ways to Begin Designing Your Life in 2013
Tim Brown December 20, 2012
Great designers don’t just do design, they live design. Like them, we can learn how to practice design thinking principles both at work and at home.
As you start designing your life in 2013, here are five ways to begin:
1. Be optimistic, collaborative, and generative.
There’s something wonderfully gratifying about creating something new, whether it’s an award-winning design or a home-cooked meal.
2. Think of life as a prototype.
Conduct experiments, make discoveries, change as needed. Any process can be re-examined and tweaked. Look for opportunities to turn a process into a project with a tangible outcome.
3. Don’t ask “what?” ask “why?”
Instead of accepting a given constraint, ask whether this is the right problem to be solving.
4. Demand divergent options.
Don’t settle for the first good idea that comes to mind or seize on the first promising solution presented to you. Explore divergent options—and then set a deadline so you know when to move on.
5. Once a day, deeply observe the ordinary.
Make it a rule that at least once a day you will stop and take a second look at some ordinary situation that you would normally look at only once (or not at all). Get out in the world and be inspired by people.
(Artwork by Martin Kay / IDEO)
Talent Management software is used by companies to recruit, manage, evaluate and compensate employees. One of the fastest growing sectors within the HR software industry, the talent management software market is currently estimated to be $4-6 billion. Below is a look at the most popular options as measured by a combination of their total number of clients, active users and online presence. In order to see a comprehensive list, please visit our Talent Management Software Directory.
© 2012 Capterra, Inc.
Jacquelyn Smith, Forbes Staff
If it has to do with leadership, jobs, or careers, I’m on it.
In Pictures: The Top 10 Jobs for 2013
Struggling to find a job? If you’re an accountant, computer systems analyst or event coordinator, there’s a good chance your luck will change in 2013.
The study used EMSI’s rich labor market database, which pulls from over 90 national and state employment resources and includes detailed information on employees and self-employed workers, to find the 18 top jobs for 2013, based on the occupations with the most jobs added since 2010.
“The list identifies occupations that are on an upward trajectory regarding employment,” says Matt Ferguson, chief executive of CareerBuilder. “Job seekers can gain insights into where companies are expanding and opportunities that are available.”
The occupation that has produced the most jobs post-recession: Software developer (applications and systems software). Since 2010, 70,872 jobs have been added (7% growth).
Why? “Companies are competing to get to market first with innovations that will create new revenue streams,” Ferguson says. “They want to capitalize on mobile technologies and social media. They want to extract, parse and apply Big Data to bring better solutions to their clients and their own businesses. They need technologists in place who can devise bigger and better strategies, and execute.”
According to the Bureau of Labor Statistics, most software developers work for computer systems design and related services firms or software publishers. Others work in computer and electronic product manufacturing industries. They typically have a bachelor’s degree in computer science.
The average pay for these professionals is $90,530 a year, and the BLS expects a 30% increase in the number of software developers by 2020 (from 2010).
In the No. 2 spot is accountants and auditors. These professionals prepare and examine financial records, and ensure that taxes are paid properly and on time. Over 37,100 jobs have been added since 2010 (a 3% increase).
Most employers require an accountant or auditor job candidate to have a bachelor’s degree in accounting or a related field, and others will want the candidate to be certified within a specific field, according to the BLS. These professionals make $61,690, on average, per year.
The third best job for 2013: Market research analysts and marketing specialists. The profession has added 31,335 jobs since 2010, which is a 10% increase. According to the BLS, they earn about $60,570 a year, on average. The profession is expected to grow 41% by 2020 (from 2010).
What do they do? Market research analysts study market conditions to examine potential sales of a product or service. They help companies understand the marketplace; what products people want, who will buy them, and at what price. Strong math and analytical skills are typically required, as well as a bachelor’s degree. Top research positions often require a master’s, according to the BLS.
Elsewhere on the list: Computer systems analysts (No. 4), mechanical engineers (No. 9), and database administrators (No. 15).
“Technology and engineering roles make up the majority of the top ten positions, indicative of the continued and heightened investments companies are making in these areas,” Ferguson says. “You also see growth in production-related jobs as U.S. manufacturing rallies after experiencing significant losses during the recession. There is also strong demand for sales and marketing roles as companies look to grow revenue and extend their visibility and reach. Finally, there are more jobs supporting overall business operations as the economy improves.”
CareerBuilder and Economic Modeling Specialists Intl. (EMSI) just released the results of their latest study that used EMSI’s rich labor market database, which pulls from over 90 national and state employment resources and includes detailed information on employees and self-employed workers, to find the best jobs (that require a bachelor’s degree) for 2013. Here are the top 10.
Occupations requiring a bachelor’s degrees that have produced the most jobs post-recession include:
No. 1 Software Developers (Applications and Systems Software)
70,872 jobs added since 2010, 7% growth
No. 2 Accountants and Auditors
37,123 jobs added since 2010, 3% growth
No. 3 Market Research Analysts and Marketing Specialists
31,335 jobs added since 2010, 10% growth
No. 4 Computer Systems Analysts
26,937 jobs added since 2010, 5% growth
No. 5 Human Resources, Training and Labor Relations Specialists
22,773 jobs added since 2010, 5% growth
No. 6 Network and Computer Systems Administrators
18,626 jobs added since 2010, 5% growth
No. 7 Sales Representatives (Wholesale and Manufacturing, Technical and Scientific)
17,405 jobs added since 2010, 4% growth
No. 8 Information Security Analysts, Web Developers and Computer Network Architects
15,715 jobs added since 2010, 5% growth
No. 9 Mechanical Engineers
13,847 jobs added since 2010, 6% growth
No. 10 Industrial Engineers
12,269 jobs added since 2010, 6% growth
No. 11 Computer Programmers
11,540 jobs added since 2010, 3% growth
No. 12 Financial Analysts
10,016 jobs added since 2010, 4% growth
No. 13 Public Relations Specialists
8,541 jobs added since 2010, 4% growth
No. 14 Logisticians
8,522 jobs added since 2010, 8% growth
No. 15 Database Administrators
7,468 jobs added since 2010, 7% growth
No. 16 Meeting, Convention and Event Planners
7,072 jobs added since 2010, 10% growth
No. 17 Cost Estimators
6,781 jobs added since 2010, 3% growth
No. 18 Personal Financial Advisors
5,212 jobs added since 2010, 3% growth
Can HR become aligned, or is it destined to struggle to “find itself” and thus the rest of the organization? A former colleague of mine puts forth her hypothesis!!
Back in the 1980s, I thought HR was disconnected. At that time, I was starting out in compensation, writing job descriptions (yippee). This was back in the days of point-factor evaluation plans where details of what the job did, what/who it was responsible for and how it influenced in the organization determined the salary grade and pay level. Job descriptions were pretty standard, and a quick look at shrm.org says they haven’t changed much….identification data, general purpose, duties, tasks, functions, qualifications/KSAs, special requirements, ADA information.
I didn’t quite “get” the purpose of job descriptions back then (it may have been because I really didn’t like to write them). But it seemed that they were written, graded and stuffed in a drawer never to be looked at again until someone wanted the job upgraded.
After I became a hiring manager, the recruiter sat with me to create a “hiring profile”. As I described what I was looking for, it struck me that pretty much nothing I told her was reflected on the job description for the position. That seemed odd to me, but she explained that job descriptions record “jobs”, while her profile process reflected the actual “position.”
Okay, intellectually I get the difference. But I had this nagging feeling that there should be a connection somewhere. After all, aren’t we talking about the same people – those who are hired who then fill the jobs that were described?
Here we are many years later, and it feels as if there is still an opportunity to connect the various information needed for the “job”…the side of the equation that represents what the organization wants the employee to do and be. And with the knowledge work in most organizations today, we can’t afford to put people into a neat box by telling them exactly what to do.
To complicate it more, we add yet another set of criteria in the performance appraisal. Now, the employee was hired to one set of criteria, doing the job of another, and held accountable for a third. It’s enough to confuse even the most diligent employees. Learning and development may add yet another layer as they design learning objectives for training programs.
So how do we connect the disconnect? I think that there is an opportunity to collaboratively (meaning all areas of HR) come together to define the job side of the equation. Recruiting, compensation, performance management and learning should work from the same model – a model based upon a set of competencies that are shared.
I question the need for recording job duties at all. When jobs were scientifically graded based upon a point-factor process, that information formed the basis for the grade. Today though, compensation departments rarely have the staff to support effective point-factor analysis, and typically use a “General Purpose” statement to match the job to the market job. Additionally, comp staff usually work to make job descriptions more and more generic, so the duty statements become less and less relevant.
Investing time in creating effective core and functional competency models can be the linchpin that will allow all of the various HR areas to work from the same starting point. Getting all the parties in the same room to define what the job data will be used for, and then looking at commonalities can lead to a very integrated process that will make sense to the end user – the employee. After building a good competency model, based upon the organization’s business, operations and strategy, each HR discipline can use.
Let’s play that out using “Builds relationships” as a core competency.
The employee sees a consistent and holistic picture of how they are expected to behave and develop as a member of the organization. The leader coaches to help the employee build the skill, using practical examples of relationship building as it relates to the projects and processes in which the employee participates.
Can it work that way. It absolutely can, but takes strong alignment on the part of the HR stakeholders to the ultimate vision – creating a unified road map for the end user – the employee.
Very insightful post about “Big Data”
Data is very ambiguous. It often doesn’t give you a clear answer to the question; “What should I do?”, which is really the question you hope that Big HR Data will help you answer. To get to that point, you must take your data and convert it into knowledge. The question is; what will you see when you stare at the data? The answer is clear but not very encouraging.
I have previously argued that psychology has a lot to offer us in our understanding of how we work with data. This is also the case when we need to understand what we look at Big Data. Big Data is a much hyped term which essentially just refers to a lot of data – a lot of data in terms of volume, variety and velocity. But a lot of data it is and you therefore need to cut and…
View original post 602 more words
I first started blogging and hosting online videos for Fast Company in the spring of 2011. However, like many social networkers, I’ve been slow to update my LinkedIn professional profile in a timely manner (perhaps that’s no-no number one).
In an effort to practice what I preach about building and maintaining an online brand, I spent some time last week tweaking my current work positions, accepting invitations, and even going so far as uploading a video clip on my profile page, which can be done with theSlideShare app.
Within a few short hours of adding my not-so-new Fast Company role, my LinkedIn inbox piled up with messages that included the same enthusiastic subject line, “Congratulations on your new position!” The note inside each correspondence looked strangely familiar, “I saw you’re now Blogger/TV Host at Fast Company and wanted to say congratulations!” Wow. Either my contacts were struck by grammatical lightning that supercharged these identical messages, or they broke a few of the most important LinkedIn rules for good etiquette.
1. Stop using LinkedIn’s auto-generated templates.
Whether it’s congratulating someone on a new role or requesting a connection with someone, avoid generic messages. While LinkedIn does often pre-populate message fields, you will get a whole lot further with your networking efforts if you take some time to personalize your correspondence. Within a few seconds you can include a custom note to a contact (instead of “I’d like to add you to my professional network on LinkedIn) and add a little context. For example, if you’re connecting with someone you just met at a conference, remind her about this meeting by including some details about your chat (including the date and any other relevant info). Using auto-generated templates time and time again is a sign of laziness, which is probably not the impression you want to leave with potential colleagues on the largest professional online network in the world.
2. Stop pushing your social updates to your LinkedIn status.
When services such as HootSuite entered the social media space, they answered the prayers of many networkers trying desperately to update multiple online profiles at once. A good social media dashboard can come in handy when you’re trying to schedule messages or post a quick update. However, it’s an even better idea to tailor an individual post to a specific social network. For example, if you’re writing an update about your new job on Facebook, it’s probably okay to use more casual and enthusiastic language on that site if most of your connections there are friends and family. If you’re looking to share similar news with the LinkedIn community, go for something a little more polished. In terms of sending Twitter tweets to LinkedIn, it’s okay once in a while, but don’t make a habit of it (especially if you use a lot of Twitter terminology, such as @, RT, or MT).
3. Stop asking for LinkedIn endorsements from people you don’t know.
In real life, it would be a strange networking move to request a testimonial from someone you don’t know. However, in my own experience, it occurs on a regular basis on LinkedIn, despite the company’s mandate since its launch in 2003. LinkedIn is very clear that their network allows you to connect with people you know. In fact, if you dig deep into the company’s user agreement, you will discover that you are in fact bound to specific rules building on this belief: “Don’t undertake the following: Invite people you do not know to join your network.” In short, requesting an endorsement from a stranger is a definite no-no and can only hinder your LinkedIn experience because it comes across as a naive and amateur move.
When it comes to LinkedIn etiquette, this is one social network where little mistakes can affect your financial future. To avoid mishaps, tailor your messages, customize your posts, and nurture relationships with people you know.
[Image: Flickr user Nicki Varkevisser]
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