For most of human history, integrating a new generation into society has been pretty straightforward: The youngsters were shown what needed to be done, they did it as well as they could (or faced serious consequences if they didn’t), and, over time, earned a place for themselves in society. But things are different now. Executives all over the world have reported that they have difficulty not only managing this new generation but even understanding them. These young employees, their managers say, are responding differently from prior generations to everything, from assignments to incentives. Can managers cope with a new generation?
Management was never easy—“like herding cats,” as the old joke puts it—but in the old days, the cats were at least in the same alley. Today, management may be more challenging still, as executives must lead an ever-changing stream of employees and independent contractors—who may or may not be in the same building or even in the same city—as they navigate through an ever-changing technological landscape, and deliver on objectives that may also shift. So what are the positive and negative aspects of working remotely? How is the employee mindset and the management style of employers affected?
Do you like to work in a café like Starbucks or do you prefer staying in your cubical at the office? Today, fewer people are working in traditional offices, as most administrative work is either being automated or outsourced to cheaper markets, reducing the need for the in-house typing pools and IT services that once took up a lot of room. Young professionals, instead of being assigned to a desk, like to choose where they sit and work. The ideal place should be comfortable, with an open, cozy coffee-shop style. A boss-less office space is becoming increasingly popular.
Business has changed, specifically the relationship between management and employees. Once upon a time, companies offered careers—long-term, stable employment wherein the employee filled a narrowly-defined role. In past generations, it was common to spend an entire working lifetime at a single company, but now most millennials are ‘less loyal’ to employers, they go where their talents are valued. Edward E. Lawler III, Distinguished Professor of Business at the University of Southern California, expounds on the new model, which he terms “talent management”, a new paradigm focuses on the critical needs of a business, and finding the right people that can fulfill them.
Youngsters in China are looking for a more pragmatic approach to education that will lead to more money and a part to play in China’s much ballyhooed rise to a country of innovators. A 2014 report from iResearch, estimates that the number of online education learners in the country will surpass 120 million in 2017, an almost 80% increase in student numbers from 2013, and that online education revenue will more than double over the same period. Of all the sub-sectors within the online education industry, vocational education stands out as one of the key drivers of the industry’s future success.
Why are more and more companies—from Accenture to Deloitte—jettisoning the dreaded practice of the annual performance review.
From stats on online gaming revenues to tier-one home sales, the China data you need to know. Anyone travelling by subway in China will notice one thing: nearly everyone is busy with their smartphone. For some it is social media and for others it is games. It’s no wonder then that online gaming is soaring in popularity. […]
A Q&A with Zeynep Ton, author of The Good Jobs Strategy, on how four retailers make more money by paying above-average wages.
Linda Hill, author of Collective Genius, believes leaders should create a context in which people are willing and able to innovate
American entrepreneurship rates are not that good right now. But is the picture as bleak as it is made out to be?