by - HBR
Despite near record unemployment during the Covid-19 recession, plenty of employers will face major challenges in hiring low-skill, entry-level workers when economic conditions improve. This is, in part, because the overall U.S. workforce will grow only 0.4% in the next several decades. A big part of the problem of finding low-skill workers is the barriers employers create when they focus on screening people out. Typical staffing processes are costly, time-consuming, and repeated endlessly. Businesses spend about $4,100 per employee processing resumes, then conducting interviews, background checks, and drug tests. by - forbes - Travis Bradberry
When emotional intelligence first appeared to the masses in 1995, it served as the missing link in a peculiar finding: people with average IQs outperform those with the highest IQs 70% of the time. This anomaly threw a massive wrench into what many people had always assumed was the sole source of success—IQ. Decades of research now point to emotional intelligence as the critical factor that sets star performers apart from the rest of the pack. Emotional intelligence is the “something” in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions that achieve positive results. Emotional intelligence is made up of four core skills that pair up under two primary competencies: personal competence and social competence. Personal competence is made up of your self-awareness and self-management skills, which focus more on you individually than on your interactions with other people. Personal competence is your ability to stay aware of your emotions and manage your behavior and tendencies. by - aya sameer- hbr
What makes a brand last? Knowing the answer is what separates sustainable success from eventual obscurity. Almost every company devotes significant resources to defining their brand. But few ask the equally important question: how to protect it Historically, brands have risen and fallen in prominence slowly. Look at almost any decade from the 1950s on, and the world’s most valuable consumer brands – from Oreo to AT&T – barely changed in ranking. Even as recently as the new millennium, this trend continued. Between 2000 and 2010 just two of Interbrand’s top 10 brands fell off the list. But only half of the brands on the list in 2010 remained as of 2019. by - aya sameer - PR & Marketing
T he #MeToo and Black Lives Matter movements each took the working world by storm, bringing to the forefront issues of workplace sexual assault, sexual and racial harassment, and discrimination. But while heightened awareness is making workplace conversations about sexism, racism, and other injustices more common, these interpersonal conversations alone will not remove the systemic challenges keeping inequity in place. One of the alarming symptoms of these challenges is the low rate at which employees report incidents of assault, harassment, and discrimination. Too many people don’t feel safe at work, and, fearing repercussions, aren’t willing or able to speak up about it. This vicious cycle keeps systemic inequity deeply entrenched within many workplace. by - aya sameer - PR & Marketing
A company’s most important asset isn’t raw materials, transportation systems, or political influence. It’s creative capital—simply put, an arsenal of creative thinkers whose ideas can be turned into valuable products and services. Creative employees pioneer new technologies, birth new industries, and power economic growth. Professionals whose primary responsibilities include innovating, designing, and problem solving—the creative class—make up a third of the U.S. workforce and take home nearly half of all wages and sala-ries. If you want your company to succeed, these are the people you entrust it to. That much is certain. What’s less certain is how to manage for maximum creativity. How do you increase efficiency, improve quality, and raise productivity, all while accommodating for the complex and chaotic nature of the creative process by: ismat nashashibi
Many lawyers can have a difficult time in working with demanding business clients. It can be challenging to try to meet all of things that need to be done in fulfilling your legal obligations with the people you do business with As a result, these situations can cause a lot of anxiety and depression for the lawyers who are involved in working with people who are difficult to please Here are six tips on how lawyers can effectively work with those clients who give them hard time without getting overwhelmed with anxiety, stress, and frustration by - ismat nashashibi
Have many of us feel like we are living in an alternate reality? With national shelter-in-place orders in place now for over a month with little information available on resuming business in the new normal (whatever that may look like), lawyers must consider pivoting how they operate their businesses in today’s sub-normal climate. Below are seven pragmatic steps you can take to effectively navigate these uncharted waters (how many of us has ever lived through a pandemic before?) to maintain serving your existing clients, increase visibility and relevancy] in your network and emerge stronger as a result |