Can women have successful careers in the tech world? The Economic Survey 2014-15 says the IT and ITeS sector including Business Process Management (BPM), continues to be one of the largest employers in the country, directly employing nearly 35 lakh people. This sector will continue to thrive. Software products and services revenues for 2015-16 are projected to grow at 12-14 per cent. Women need to be a part of this growth trajectory...
Abhijit Bhaduri works as the Chief Learning Officer for the Wipro group. Prior to this he led HR teams at Microsoft, PepsiCo, Colgate and Tata Steel and worked in India, SE Asia and US. He has been voted to be one of the top HR influencers on Social Media by SHRM. He writes a popular weekly post on movies, music and management for his website abhijitbhaduri.com. You can follow him on Twitter at http://twitter.com/abhijitbhaduri. Abhijit is the author of two best sellers – Mediocre But Arrogant and its sequel Married But Available. His latest book is called “Don’t Hire the Best” is about how to find a fit between the person and the organization. The views are personal
Stanford University will provide free tuition to parents of students who earn less than $125,000 per year — and if they make less than $65,000, they won't have to contribute to room and board costs, either.
Students are still expected to pay $5,000 toward college costs from summer earnings and working part-time while enrolled in college.
The announcement is an expansion of Stanford's old financial aid policy, which previously applied to students from families making less than $100,000 per year.
Most universities can't afford to offer such generous financial aid to their students. But they could draw a lesson from the plan's simplicity.
Turned a piece on Stanford's financial aid into a discussion of prior-prior-year and predictability, obviously http://t.co/8fqfhjVfCK
The contest is on! Apply now to get a chance to win one of the three prizes!
With the EU Prize for Women Innovators, the European Commission wants to give public recognition to outstanding women entrepreneurs who brought their innovative ideas to the market. The aim is to inspire other women to follow in their footsteps.
After two successful editions in 2011 and 2014, the European Commission has launched the third edition of the prize.
Three prizes will be awarded in Spring 2016:
1st prize: €100 000
2nd prize: €50 000
3rd prize: €30 000
Contestants will be able to submit their entries until 20 October 2015 (12:00 – Brussels time).
An independent panel of judges from business and academia will select the three winners who will be announced in 2016.
The contest is open to all women who have founded or co-founded their company and who have at some point of their careers benefitted from the EU's research framework programmes, the EURATOM Framework Programme, the Competitiveness and Innovation framework programme (CIP) or actions relating to research and innovation under the European Structural and Investment Funds (known as the Structural Funds prior to 2014).
The contestant must reside in an EU Member State or a country associated to Horizon 2020, the EU's research and innovation programme.
The company must have been registered before 1 January 2013 and have had an annual turnover of at least EUR 100 000 in 2013 or 2014.
A meticulously researched study by William Lazonick, a professor at the University of Massachusetts Lowell, suggests that executives are using massive stock buybacks to manipulate share prices and boost their own pay—at great cost to innovation and employment.
The mentoring relationship they subsequently established is illustrative of those we have studied in our research—a two-year inquiry into an emerging way in which new CEOs in large organizations gain access to seasoned counsel and feedback. We found dozens of executives who were accelerating their learning by engaging the services of high-profile veteran leaders from outside their companies. To learn more about this growing but as yet undocumented phenomenon, we interviewed 15 chairman mentors and 25 protégés—CEOs, CEO designates, and CFOs. (Chairman Mentors International facilitated access to many of the study participants.)
More than 3,500 respondents from 101 countries participated in our online survey in 2014. (See Exhibit 1.) We also conducted 64 in-depth interviews with HR and non-HR executives at leading companies in a variety of regions....
A central finding of our survey is the correlation between HR capabilities and financial performance. We segregated the top 100 and bottom 100 companies according to financial performance, as measured by average operating margins and average revenue changes during the previous two years (2012 and 2013), and we included only companies with at least 50 employees
1. Better access for consumers and businesses to digital goods and services
Facilitating cross-border e-commerce,especially for SMEs, with harmonised consumer and contract rules and with more efficient and affordable parcel delivery. Today only 15% of consumers shop online from another E...
2. Shaping the environment for digital networks and services to flourish
All digital services, applications and content depend on high-speed internet and secure networks: the lifeblood of new, innovative digital services. To encourage investment in infrastructure, the Commission will therefore review the current telecoms and media rules to make them fit for new challenges,..
3. Creating a European Digital Economy and Society with long-term growth potential
Industry is a key pillar of the European economy – the EU manufacturing sector accounts for 2 million companies and 33 million jobs. The Commission wants to help all industrial sectors integrate new technologies and manage the transition to a smart industrial system ("Industry 4.0")...
By understanding how the duties of the chief strategy officer (CSO) can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams.
Based on variation in the roles carried out by the CSOs, we have developed a typology of four CSO archetypes...
Monica McGrath is the Vice Dean for the Aresty Institute of Executive Education at the Wharton School of the University of Pennsylvania. She is also an Adjunct Assistant Professor of Management focused on women and executive leadership.
...the only other industrialized countries without paid maternity leave are the Marshall Islands, Micronesia, Nauru, Niue, Palau, Papua New Guinea, Suriname, and Tonga.
This data point — along with a wealth of other numbers about the health, education, and status of women and girls — appears in the “No Ceilings” report recently published by the Clinton and Gates Foundations. It’s a follow-up on 21 years of progress since the 1995 UN Conference on Women held in Beijing.
As the Wharton School of the University of Pennsylvania’s vice dean of executive education, an organizational psychologist, and an executive coach, I wasn’t surprised — unfortunately — by much of the business-related data.
...In the real world, outcome interdependence is common. If I choose a subordinate, select an advisor, or help pick a co-worker or teammate, my own outcomes depend on the skill and drive of the person selected. Absent that outcome interdependence, I am much more likely to evaluate others on their likeability, which is partly determined by how they conform to role expectations, including gender role expectations.
A Stanford doctoral student, Peter Belmi, and I have a manuscript in preparation summarizing three studies showing this effect: outcome dependence changes how people weigh competence versus likeability when evaluating others. Likeability is more important when study participants’ outcomes don’t depend on the other person, and competence becomes comparatively more important when they do...
A survey of more than 1,200 executives and managers by the American Management Association finds that, when asked whether their organizations prefer to recruit new employees versus retaining and developing current ones, only one-third cited the latter.
Meanwhile, a new survey from Los Angeles-based Korn Ferry reveals that dissatisfaction is running high among executives when it comes to their organizations’ ability to fill high-level vacancies from within. Only one-third of executives (36 percent) said they were satisfied or very satisfied with their company’s succession-management program and just 23 percent said their organizations have a pipeline of “ready now” candidates.
The study also shows that when looking to fill open leadership positions, most executives feel the right mix of “build” versus “buy” should be 2:1. However, the majority still end up going outside more often than they would like to obtain the talent they need.
Research conducted by CEB several years ago found that one in five managers regret the hires they make, with the majority citing poor cultural fit—rather than skills or ability—as a reason for their dissatisfaction, he says.
Majority of executives are dissatisfied with their company's ability to build talent from within http://t.co/v6OEu9G776
UK business leaders across industries identify a clear challenge in the lack of access to the right talent and skills. UK CEOs are the most concerned compared with their global counterparts about the impact on growth of a scarcity of the right skills and the lack of access to talent which, at 84%, registers at 20 percentage points higher than the results last year.
Compared with many of their European counterparts, CEOs in the UK are very obviously concerned about the negative impact that the skills shortage may have, with 84% citing it as a key business threat. But in Germany, for example, only just over half (54%) of CEOs are concerned, and in France levels of anxiety about this issue are even lower, with only 37% expressing concern about the availability of the key skills they need.
Addressing the skills gap
UK CEOs recognise that they cannot bridge the talent gap alone. Two thirds (67%) believe that a priority of government should be to create a skilled and adaptable workforce, up from 60% last year. Our survey highlights the need for the government, business and education sectors to work together to enable the UK to prosper in the long-term.
Revisiting the talent pool?
In the absence of more rapid progress through education and training (necessarily a development that can only take place over the relatively long term) UK CEOs will need to explore other sources and strategies to secure the talent they need...
Voilà pourquoi il faut une économie où on peut facilement créer de nouveaux secteurs, démarrer de nouvelles choses, car c’est cela qui compense les destructions d’emplois dans les secteurs devenus obsolètes. Mais pour cela, il faut à la fois de la flexibilité sur le marché des biens et services et sur le marché du travail, un système de formation qui permettent a tout moment aux individus de facilement rebondir d’un emploi à un autre, et des structures d’incubation où interagissent en permanence chercheurs universitaires, entreprises innovantes, et financiers de l’innovation.
Biotechnology Venture Capital Investments is an authoritative, insiders perspective on the ins and outs of biotechnology venture capital and the unique factors surrounding venture capital in this ever-evolving industry. Featuring managing directors and partners representing some of the nations top VC firms, this book provides tactical advice for venture capitalists and entrepreneurs on structuring investments and negotiating deal terms. These industry experts offer proven strategies for establishing valuations, putting together a management team, evaluating risk, and overcoming many of the challenges involved specifically within the biotech industry. From examining term sheets to working with founders, these experts articulate methods for approaching deals strategically and funding appropriately based on key milestones. The different niches represented and the breadth of perspectives presented enable readers to get inside some of the great minds powering the biotech venture world, as experts offer up their thoughts around the keys to success within this fascinating industry where science, investing, and deal-making intersect...
Chapters Include: 1. Wm. Blake Winchell, Managing General Partner, Fremont Ventures - "Building Businesses With Venture Capital" 2. ...
Wm. Blake Winchell is a member of the World President’s Organization (www.wpo.org) and is an adjunct professor at IE Business School in Madrid, Spain, one Europe's leading business schools, where he teaches highly rated courses on Entrepreneurship and Venture Capital and Entrepreneurial Acquisition (Search Funds). He is also on the IE Business School International Advisory Board.
Blake received his M.B.A. from the Stanford University Graduate School of Business and he is a Certified Public Accountant. He earned his B.A. from Dartmouth College with high honors in English and Economics; he was a Rufus Choate Scholar and received the Henley Economics Award.
To head the new company, IE has tapped VanDyck Silveira, former CEO and President of Grupo Ibmec, which focused on high-end for‐profit education and ranking as one of the top universities in Brazil. Silveira was also previously Business Development Director at Duke Corporate Education, the executive education unit of Duke University. Silveira was responsible for several entries in emerging markets and also for programs in EMEA which blended education and execution.
"Management happens within context, not within a cookie-cutter model," says #ftiecla CEO Vandyck Silveira #management
Many of society's biggest policy challenges — protecting the environment, providing healthcare, education, and safety, encouraging participation in the democratic process — are social dilemmas. These challenges require individuals to bear personal costs in order to benefit others, a behavior that is typically defined as ‘cooperation’ ...
Europe is undergoing a significant technology entrepreneur brain-drain to the United States because it is not doing enough to retain information and communication technology (ICT) start-up companies.
A report by researchers from Imperial College Business School, initiated by the EIT ICT Labs and published today, found that ICT is a major economic driver for Europe. Between 2005 and 2010, investment in the sector accounted for one-third of all economic growth in the region, while ICT innovations bring positive, knock-on benefits for other industries.
The report – ‘ICT innovation in Europe: Productivity gains, start-up growth and retention’ – found that European countries are leading the way in nurturing talent, but do hardly enough to retain it. In fact, 43 percent of successful EU start-ups end up being acquired by US companies.
Ever since the (UK) Coalition Government launched its flagship policy idea of the ‘Big Society’, it has attracted criticism. And yet, while commentators may criticise the political ideology of a smaller state and question the fact that this equals a bigger society, many aspects of community-based volunteering and social solidarity transcend political ideologies.
This is also reflected in the way organisations interact with their local community, with employer-supported volunteering programmes becoming more popular for a number of reasons. In particular the HR community has started to engage with this topic, as part of the wider employee engagement and learning and development agenda, as the link between skills development and volunteering becomes more established.
In this paper we explore the current state of play of employee volunteering and the benefits this brings for organisations, society and volunteers themselves. We also examine the barriers to wider adaptation and implementation of these practices, arguing that it is in organisations’ own interest to play a more active role in promoting volunteering to their employees and to support them in their volunteer journey. This should be part of the toolbox for HR professionals in the future and we will touch on what the CIPD can do to encourage and support the HR community in taking this agenda forward.
Content of the report
The Big Society is dead, long live the Big Society
The CIPD runs its own volunteer mentoring programme, Steps Ahead Mentoring, which matches HR professionals with young job seekers to help them with their employability skills.
The main thing teachers constantly lack is time. My new book, Moonshots in Education: Launching Blended Learning in the Classroom addresses just that: how to manage the classroom so it is easier on the teacher and much more effective for the 21st century student.
In writing the book, the big question was: as teachers,how can we be more effective in the classroom and make our lives easier? Sounds contradictory, doesn’t it? But it isn’t with the Blended Learning model supporting teachers.
The goal of Moonshots is to support teachers in the classroom, to make teaching easier and more relevant to today’s world within the existing structure of education while simultaneously making it more effective for students.