Τι είναι αυτό που κινητοποιεί τους εργαζόμενους;

Πρόσφατη έρευνα σε δείγμα 1500 εργαζομένων έδειξε ότι τα χρήματα σπάνια είναι ικανά να αποτελούν το βασικό κίνητρο των εργαζομένων. Αυτά είναι τα πέντε πιο σημαντικά κίνητρα που φαίνεται ότι παρακινούν περισσότερο από τα υπόλοιπα τους εργαζόμενους.

1) Δυνατότητες μάθησης και ανάπτυξης καθώς και η επιλογή καθηκόντων
Οι εργαζόμενοι εκτιμούν τις ευκαιρίες εκπαίδευσης και ανάπτυξης που συμβάλλουν στο να γίνονται ποιο ‘ελκυστικοί’ στην αγορά εργασίας.

2) Ευέλικτες ώρες εργασίας
Οι εργαζόμενοι εκτιμούν την ευελιξία στον ωράριο καθώς και τον χρόνο ξεκούρασης. Τα ευέλικτα προγράμματα εργασίας βοηθούν πολύ στην εξισορρόπηση οικογενειακής και προσωπικής ζωής

3) Προσωπική αναγνώριση
Οι εργαζόμενοι έχουν ανάγκη να νιώθουν ότι τους χρειάζονται και ότι η προσφορά τους εκτιμάται. Οι εργαζόμενοι αναφέρουν ότι οι προϊστάμενοι τους σπάνια τους ευχαριστούν για την συνεισφορά τους.

4) Αυξημένη αυτονομία και έλεγχο στην εργασία τους
Αυτά τα δύο στοιχεία μεταφράζονται από τους εργαζόμενους ότι η επιχείρηση τους εμπιστεύεται να ενεργούν αυτόνομα και χωρίς την διαρκή έγκριση από κάποιους άλλους.

5) Χρόνο με τον/ην προιστάμενο/η
Οι εργαζόμενοι έχουν ανάγκη από υποστήριξη αφου ακουστούν οι ανησυχίες και τα προβλήματά τους. Επίσης, οι συναντήσεις αυτές βοηθούν στην αναγνώριση και στην καθοδήγηση

Τα χρήματα φυσικά και είναι σημαντικά αλλά ιεραρχήθηκαν μετά από τους πέντε αυτούς παράγοντες.

Πηγή: Nelson, B (2003) What do employees want? ABA Bank Marketing, pp. 9-10

Πρόθυμοι να εργαστούν σε άλλη χώρα 9 στους 10 Έλληνες

Πρόθυμοι να μετακινηθούν σε άλλη πόλη ή χώρα εμφανίζονται οι Έλληνες, προκειμένου να εξασφαλίσουν εργασία με καλύτερους όρους, σύμφωνα με πρόσφατη έρευνα της Manpower, τα αποτελέσματα της οποίας ανακοινώθηκαν σήμερα.

Πιο συγκεκριμένα, το 87,7% των Ελλήνων που πήραν μέρος στην έρευνα, δήλωσαν ότι θα άλλαζαν πόλη ή χώρα για εργασιακούς λόγους, ποσοστό υψηλότερο από τον παγκόσμιο μέσο όρο (78%). To Ηνωμένο Βασίλειο, οι ΗΠΑ και η Ιταλία είναι οι τρεις χώρες στις οποίες θα προτιμούσαν να μετοικήσουν οι Έλληνες που συμμετείχαν στην έρευνα της Manpower, ενώ το 30,3% του ελληνικού δείγματος δήλωσε πρόθυμο να μετακινηθεί οπουδήποτε στον κόσμο.

Η έρευνα, η οποία πραγματοποιήθηκε on-line, τον Απρίλιο 2008, με τη συμμετοχή συνολικά 31.574 ατόμων από 38 διαφορετικές χώρες, μεταξύ αυτών και 1.079 Ελλήνων, αποκαλύπτει χρήσιμα στοιχεία σχετικά με το πώς οι εργαζόμενοι σε παγκόσμιο επίπεδο αντιμετωπίζουν το ενδεχόμενο να αλλάξουν τόπο διαμονής για μία θέση εργασίας.

Περισσότερα στην Καθημερινή.

Lack of skills major factor in UK recruitment and retention difficulties

Lack of skills major factor in UK recruitment and retention difficulties

The vast majority of British organisations (86%) are still having trouble filling vacancies in spite of talk of an economic slowdown according to the Chartered Institute of Personnel and Development's (CIPD) annual Recruitment, Retention and Turnover Survey.

The findings - to be presented at this year's Recruitment and Retention Conference on 18-19 June - show that employers are placing the blame firmly on the UK's skills gap. UK business is feeling the widespread effects of a 'skills crunch', with the talent shortage so severe that even a credit crunch inspired increase in the supply of labour may not be enough to alleviate difficulties: 70% cited a lack of necessary candidate skills as the main reason for recruitment difficulties and a further 42% reported generally on the insufficient experience of candidates.

Yet only half of companies surveyed have a formal resourcing strategy to counter the problem and many companies are struggling to recruit top talent; instead appointing people who currently don't have all the skills required, but display potential. Three-quarters of organisations use this method, with 65% considering it to have the most positive effect on recruitment.

However, 75% deem the provision of additional training to allow internal staff to fill posts as the most effective solution to recruitment difficulties. Despite this, less than half of respondents use learning and development strategies to address retention with a further third saying that they are losing staff due to a lack of career development opportunities within their organisation.

Deborah Fernon, Organisation and Resourcing Adviser, CIPD says:
"From an employers' perspective, one of the positive outcomes of a jobs slowdown might have been an easing of recruitment difficulties. But these problems have persisted and there is still a struggle to find and hold on to the right people. If bosses want to come out of the downturn with a competitive advantage, they would do well to implement strategies aimed at attracting and retaining the right staff.

"Organisations should also have a look at their learning and development strategies, which can help meet business demands in two ways. Firstly, those employers who have development opportunities are more likely to stay, which reduces turnover. Secondly, a good learning and development culture will foster a strong employer brand, helping to attract key talent."

The findings show that employers are also not doing enough to tap into the advantages of a diverse workforce. Overall, just over half of those organisations surveyed have a formal diversity strategy (55%). Yet there is hope for the future, with the vast majority of companies beginning to realise the benefits of a strong, diverse workforce: 83% are monitoring recruitment and/or staffing information, a sizeable increase this year from 71% in 2007.

Notes to editors:
* Deborah Fernon is available for interview
* This year's CIPD annual Recruitment and Retention Conference takes place on the 18 and 19 June 2008 at Olympia Conference Centre, London.
* If you would like a press pass to the conference, please contact the team on mailto:press@cipd.co.uk or 020 8612 6400
* The full research report will be available for download on the CIPD website on 18 June
* The Chartered Institute of Personnel and Development (CIPD) has over 130,000 members and is the leading professional institute for those involved in the management and development of people.

"Meet The Parents"

Το φαινόμενο "helicopter parenting" της γενιάς "Y" (παιδιά γεννημένα μετά το 1980).

"Sonja Stockton, head of student recruitment at consulting firm PricewaterhouseCoopers, has experienced helicopter parenting first hand.
I've had mothers pretending to be their graduate children's secretaries so they can find out more about the job they're applying for and I've come across fathers who have instructed their 21-year-olds to apply for a job in the City even though they would quite clearly rather go and pick coffee beans in Bolivia or travel the world for a year, she says."

Πώς μπορούν οι υπεύθυνοι HR να μετατρέψουν αυτό το φαινόμενο από πρόβλημα σε όφελος...

Gaming and Collaboration

Στη συνέχιση της έξαρσης των ηλεκτρονικών διαδικτυακών παιχνιδιών το HR Systematic σχολιάζει τη σχέση τους με την δεξιότητα τησ συνεργασίας.


Gen Y. They sit at their PC’s, play their games, and avoid all real social contact. As they enter the workforce, their lack of social skills will be a mismatch to that of the broader workforce who value direct, one to one communications. Their poor verbal and presentation skills will make them less persuasive. So says the current establishment. Of course there are some drawbacks to the current generation’s personal habits. However, I’d suggest that not all is ruinous.

Let’s take a popular game as an example. World of Warcraft (WoW) is a popular MMORPG (massively multiplayer online role playing game – I think I got that right). Within this game, the player enters an online world and interacts with other (real) people. The first action taken is to create the character. The goal of the character would be to increase their proficiency in their chosen profession. For example, if someone is a priest (don’t know if this is a real character in WoW) then they will need to perform the tasks that will make them a better priest. They will get types of points related to experience that allow them to allocate new resources to bettering themselves at their chosen position. Think of these as competencies. So already, the player is immersed in an understanding of competencies and improving only the ones that will be valuable to them.

The next step is then to battle against other players. This may be done in guild settings or teams. The level of coordination here is amazing. Not only are players battling against other real live people, but against other teams who have developed team tactics specifically to defeat them. Within this setting, our fabled player along with her team will not only develop an approach and strategy for battle, but they are also in constant communication. Many games have both the capability for voice and written real time chat. So while in the midst of a battle, voice and written collaboration is happening real time. All of this collaboration is happening with people they may never have met, and in different countries.

I’d theorize that while some of these games are not developing skills we developed when we were younger, the games are also doing a better job ad developing other skills. Competency management and self evaluation, collaboration, and teamwork. So it’s different, but let’s hold judgement until we see how it all plays out.