How to Create an Advisory Board for Your Business

How to Create an Advisory Board for Your Business © Shutterstock.com | Andrey_PopovIn this article, we explore 1) what an advisory board is, 2) types of advisory boards, 3) functions of an advisory board, 4) how to create an effective advisory board, and 5) the conclusion.WHAT IS AN ADVISORY BOARD?An advisory board is a group of select people who are retained for the sole purpose of providing strategic advice to a business entity. The role of an advisory board is non-binding and informal in nature. In most cases, the advisory board may consist of people drawn from various walks of life, with diverse capabilities and expertise in various areas of a business. Businesses may wish to have advisory boards so they can utilize the expertise of the advisors and enhance their business capability. Advisory boards provide valuable inputs to business structuring and management, and may also provide the latest industry news. They offer guidance and advice on operations, legal matters, finance, manufacturing, organization and the competition to benefit the business.Advantages and disadvantages of having an advisory boardAn advisory board is beneficial to a business, especially a startup, when the business owners do not have much experience in running a business or wish to have a better understanding of a process. They can benefit by aligning themselves with experts in the field and learning through their advice. Since the board consists of people from various professions with expertise in diverse fields, their combined advice and help can make a marked difference to a business.It can help a fledgling business by identifying business opportunities and strategic partnerships with other businesses, which can be a great boost to any business. It also helps in developing a business strategy for the business by providing direction.One of the biggest advantages of an advisory board is that it provides a fresh perspective by looking at the business from an unbiased point of view and identifying strengths and shortcomings of busine ss policies that the owners/management of a company cannot often spot.The advisory board often complements the board of directors by filling in any knowledge gaps. Sometimes, it may be constituted even before the board of directors itself. The advisory board can work as a springboard for the induction of a board of directors, providing the business owners an opportunity to observe the advisors and assess their chemistry and capabilities before inviting them to the main board. The advisory board is also more efficient as the number of people on the board can be contained and changed without much hassle. It helps the executives to test out their ideas without fear, as the board is there to advise and not to govern. This means less stress and tension for the executives. Having a stalwart of the industry as an advisor for a company provides great leverage for a startup. It builds up the credibility of the company as the reputation of the expert helps the business he/she is advising.Even though the advantages far outweigh the disadvantages, an advisory board has its own drawbacks. The most important one is that it has no fiduciary responsibility or legal liability and can sometimes provide advice that may not be totally safe for the business. The other disadvantage is that a member of the advisory board is not an employee of the company and may work for little or no compensation. This can often lead to a lack of commitment. It is common for a person to be on many advisory boards of different companies, and this can create a conflict of interest, especially if it is an industry expert who is well sought after by other businesses in the same line of work.Finally, the success of an advisory board depends a lot on the people that constitute it. Thus, it is incumbent upon the owner of the business to choose the members carefully.Does your business need an advisory board?If you are wondering about the usefulness of an advisory board, then you should stop worrying. They a re essential, and more so in the initial stages when there are gaps in a business’s knowledge bank. It is difficult to find people for all the key positions and also the companies may not be able to afford such personnel initially. Hence, it is better to look for an advisor who would provide guidance to the team without getting full-time pay. Establishing a strong advisory board and utilizing it well may often mean the difference between failure and success. Naturally, the decision for whether or not a business requires an advisory board is based upon different criteria for each enterprise. Virtually any company or business may benefit from the perspective and wisdom of an experienced collective of outside advisors. Such a group enables a CEO to have mentors, a sounding board, and the space to share the successes and the problems of business operation with objective individuals, thus making the top a less lonely responsibility. As cited in research, the predominant reason in creat ing a board of advisors is to induct  external expertise into the company. Other key reasons are as follows:Every CEO or entrepreneur needs help to refine a business plan or a product idea.Advisory boards supplement the core competencies of an enterprise, thus avoiding any dilution.Experienced advisors help you to avoid mistakes, or make negative business decisions.Your advisory board may concentrate on a specific task, thus it becomes a simplification asset.Interested advisors become advocates for the business, which translates to access to capital.Competitive insight means advisors increase knowledge regarding potential competitors.Advisory boards help in making key decisions when researching and launching products or services as well as refining business plans.TYPES OF ADVISORY BOARDSThere can be many different types of advisory boards based on the expertise of the members or the purpose for which they have been created. Some advisory boards include:Science Advisory Board (SAB)A Science Advisory Board is comprised of people who are experts in any field of science. You will generally find scientists, doctors, technologists and researchers on SABs. Their duties are to advise the organization about the scientific impact of an action. Such boards are often associated with environmental agencies, the United Nations, etc. Almost every biotech enterprise has an SAB, and they can be extremely valuable in helping to shape a portfolio or program, even to raise the visibility of a startup.Medical Advisory Board (MAB)Generally, the members of an MAB are prominent scientists and luminaries in bio-medical research institutions, who constitute the principal advisory group for the scientific programs of an institute, pharmaceutical or medical research organization. Other MABs may be populated by physicians and medical experts, though this naturally depends on the nature of the entity being advised. Typical roles of an MAB may include advising on the long-term strategy of a n institution for achieving its goal of promoting biomedical research and science education or overseeing proposals for future research and grant programs.Technical Advisory Board (TAB)The TAB is normally established when there is need for technical advice. Technologists, innovators, and field leaders in technology normally populate this board. The purpose of the board is to provide guidance regarding implementation of technology policies of an entity, which could be a government agency or a technology firm, in order to develop cutting edge technological products and services.The contact network of technical and technology advisors is very different from that of business advisors, and therefore may or may not match with the introduction the entity seeks. Before engaging a TAB member for the purpose of accessing their network, ensure it is the right network.Content Advisory Board (CAB)A CAB may be required, for example, in a publication, a magazine, an online portal, blog or broadcas t outlet. The board is comprised of industry figures who contribute expertise, guidance, and knowledge to the print magazine, digital publication, or broadcaster’s editorial staff. Drawn from the relevant industry, these individuals can ensure that an outlet meets the requirements of its readership or viewership by authoring articles, producing webinars, critiquing current content or advancing story ideas and topics for future coverage.Startup Advisory BoardThe two most likely reasons a startup would create an SAB are firstly, for ‘advisory value’, i.e., the individual being invited has experience and knowledge and therefore may act as an advisor to your startup. Secondly, SABs are helpful for ‘brand value’. The target individual has ‘brand’ and thus credibility. By inviting that person to an advisory board, one logically hopes that some of their credibility will rub off on the startup.If the startup has a high degree of technical complexity, then it may well require a brain trust to help to get a product out the door and also turn around technology issues. In this case, individuals with great expertise but perhaps less brand value, may be the order of the day.Fundraising Advisory Board (for non-profit companies)Fundraising advisory boards are often a positive way to rejuvenate the energies of a non-profit organizations advancement and leadership experience. They can help to give clarity and focus regarding where the organization is heading and how it will actually arrive there. Opportunities are expanded for attracting new talent, perspective, and participation with members who are honored by the invitation and eager to contribute. Such advisory boards may consist of socialites, wealthy individuals with a bend towards philanthropy, social and charity workers of good standing within the community, events managers, finance experts, etc.Programmatic Advisory Board (for non-profit companies)Programmatic advisory boards can be formed if a non-profit has perhaps mostly wealthy members who view their role as primarily fundraising, yet have scant experience of those issues in which the non-profit is involved. Most of those board members are neither well-connected to the low-income client population, nor are they experts in the primary work of the non-profit. The programmatic board is composed of low-income clients, social workers and others who are experienced in the programs and are qualified to collate information and feedback on the non-profit programs.FUNCTIONS OF AN ADVISORY BOARDThere is no empirical rule as to how an advisory board must operate. It may meet irregularly, provide high-level and long-term strategic insight; or its function may be like that of a business development consultant, seeking to create introductions, to open doors and to generate new leads.Successful advisory boards are sure about their duty. Clearly establishing and communicating the roles and expectations of the advisors and articulating their manda te and purpose is crucial. Some features of a typical mandate may be:Advising on a specific aspect of business such as product direction, marketing, contact network expansion or customer service.A board may consist of customers and prospective customers who contribute insights into product development and marketing issues.Developing an understanding of the specific business and marketplace, and gauging future trends while providing timely knowledge about competitors, upcoming political, regulatory and legislative developments that could have an impact of the company.The owners, directors or management may raise issues and seek objective advice and creative thinking from the board, regarding a new strategic position.Offering the directors and management insights and practices which may only be possible to observe at a distance from the daily operations, thus helping to see the operations afresh with an open mind.The board may be general in scope or focused upon a specific industry, m arket, or issue, thereby supporting and encouraging the adoption of current business ideas such as the inculcation of cutting edge technology, or the decision to go global.Acting as a resource for executives who can present their ideas and strategies to the board for their advice and feedback.Encouraging, without stifling the vision or spirit of the founders, the development of a framework of governance that facilitates continued growth.Actively monitoring the performance of the business to improve business and subsequently challenge the management and directors to consider options for the same.Helping the executives think outside the box. Advisors who are familiar with different geographies and hail from different intellectual disciplines regularly provide keen insights into key economic and geopolitical challenges.HOW TO CREATE AN EFFECTIVE ADVISORY BOARDCreating an advisory board is not very difficult once you have decided that you need a board of advisors. Here is a step-by-step process for creating an effective advisory board.Step 1: Define the purpose and the goals of your advisory board.The first thing to do before forming an advisory board is to critically assess one’s own area of knowledge to discover where knowledge augmentation is required. Once that has been identified, then the entrepreneur should start looking for people who will fill the gaps and provide valuable inputs. Having advisors at the startup stage is very useful as you can forgo hiring executives whom you have to pay a salary in favor of advisors, who needn’t be paid up front, but work for an honorarium or share in the company.Step 2: Look for doubters (and leverage your network to find the right members).While looking for the right experts to advise you, look for people who know their work and have the gumption to tell you to your face what they feel about a particular matter. Outspoken and bold people will give you sound advice and will not be afraid to stand by it. Such impassio ned advisors are your company’s best friend. While you may be tempted to avoid people who give harsh feedback, you need to understand that these are the advisors who are likely to be the most honest. So instead of avoiding them, you should recruit the doubters.Finding the right members may seem like an uphill task, but if you look in the right places you will find them. Take advantage of your own network to find the right people to populate your board. Since such people are familiar with you, they may be more willing to fill the spot. In case, you cannot find a person with the desired qualifications, ask your personal and professional network to give you references for people who might fit the bill. It is essential that any potential advisor be genuinely willing to help an entrepreneur and there should be a positive relationship between the two of you.Step 3: Select the right people for your advisory board.Selecting the right people is the key to an effective advisory board. The c omposition of the board will depend on an organization’s priorities and goals. One may not be able to create a comprehensive advisory board in one broad stroke.Although it is prudent to establish diversity on the advisory board, it is equally important to have dedicated and committed advisors who will ensure the stability of the business. When considering the composition of an advisory board, the company should decide what skills and experience rightly belong there as foundational, and what type of minds could add their input as creative catalysts.It is recommended by experts that you not ask professional advisors, such as accountants, lawyers, and bankers, to participate, unless your strategy is dominated by their fields of expertise. Alternatively, consider finding advisors who are in full-time jobs and yet are intrigued by the approach. It is preferable to have an advisor who is not earning a living from your business. It is also preferable to induct a board that does not inclu de family, friends, or anybody with an emotional stake in the enterprise.Make sure that the advisors you choose are sharp and experienced while also keen to share. Moreover, they should dovetail with the personalities in the room, including your own. The key features to look for in an advisor are:A strong personality and not afraid to give honest feedback.The skills that they have and how they will be utilized for the benefit of the enterprise.A commitment to the development of the enterprise.A degree of mutual trust and respect.Someone who knows their subject and commands respect not only for their knowledge but also their personality.Step 4: Structure your advisory board (forget the size and focus on the expertise).While creating your advisory board, it is essential to pay attention to quality not the quantity. You don’t need many advisors; you need advisors who are experts in their fields. Naturally it is vital to articulate a clearly defined purpose for an advisory board or gr oup. If there is no clear-cut vision behind the structure of the board, it may lead to confusion and ineffectiveness. At the beginning, when developing it, you must answer some basic and pertinent questions:Who would you like to see on your board?What would be the size of the board?What will be your focused objectives?How can you construct an agenda that supports your objectives?What expected outcomes are envisaged?How will success be measured?How will the board meet: when and for what duration?How will you compensate the board?Not everything will be clear at the outset, however after an initial meeting or two with the advisory members, the goals will be clearer and the roles of each member defined. It is essential to have a free-ranging discussion of possibilities, evaluation of ideas and prioritization of objectives to determine the ways to utilize the available resources of the advisors. It is incumbent upon the enterprise to design an experience for the advisors that is stimulat ing and well-organized; this will help ensure that members feel that their advice is valued and applied.Step 5: Communicate your expectations to the members of the advisory board.The entrepreneur is obliged to communicate the value that he wishes to derive from the advisory board. You will do well to communicate to the members what it is that you expect from them as advisors and what value you are seeking from their inputs. It is about expectation and context. The value that members can add is commensurate with what the advisory board needs and aspires toward. Ultimately, it is a question of where their specialty lies and the particular skills they bring with regard to that expertise. For some advisors, one may be happy to simply have their name on the web site, like a patron, while for others, you may wish to consult with them regularly.Step 6: Appreciate and compensate the work of your advisory board.Members need to be compensated for their time and advice. This needs to be done i n a manner that is neither a big burden on the company nor too little for the board members to feel underpaid. You need to consider the value an advisor brings to the table when determining compensation. Some advisors may be honorary members and may not demand compensation beyond having their name prominently associated with the company, but these are few and far between. Others like to be paid for their time and expertise. So, if your business is up and running, then show respect to your advisors and compensate them. If you are paying your advisory board, you will be more likely to take the advice proffered more seriously and prepare better for the meetings.It is highly likely that any person you induct onto your board as an advisor is a busy and sought after person. So you need to provide some value in return for time spent counseling and finding solutions to your problems. This is not an easy task as advisors are paid for results. They are not paid for their inputs; they are remu nerated for their outputs.Some companies prefer to give a percentage of the equity, if they find the advisor invaluable to them. This ensures that the advisor is duly compensated, and his/her interest in the company is stoked as the profitability of the company is of personal benefit to them. This is better than paying in cash as, if one pays in cash and wants that service repeated, then a repeat payment will need to be made to the advisor. If however, the advisor’s service is remunerated via equity, then the payment is one time only, but the business keeps getting the service ad infinitum. Equity can be a reward for service that keeps on paying the business dividends. The shareholders may own the company, yet the company also owns them.Step 7: Ask for honest and direct advice and maximize the valuable advice from your advisory board.There has to be a degree of honesty and openness in the board. Frank and honest opinions matter a lot, and you should be able to handle opinions if y ou wish to improve your performance. Ask them to identify the problems and then give you an honest evaluation and solutions to the problems. Encourage the advisors to share the mistakes they made in getting to their positions as experts, so you can avoid those mistakes and learn from their experience. In order to get valuable advice from your advisors, you have to know what you want from them. You have to put forth questions for them to answer, find scenarios for them to offer solutions, involve and inform them in your business. The more they see of your business the more they will be able to offer by way of useful advice.Step 8: Meet or communicate regularly with your advisory board (using a traditional set up of meeting in person, conference call, or other methods).Once your advisors are on board and ready to be of service, the board members should be prominently featured in all your corporate profiles. You need to communicate with them regularly, and follow through on the stated commitments. They should have information regarding the latest developments in your business. This can be facilitated by emailing all relevant reports to the advisors. Sometimes, you may need to communicate with a certain member of the advisory board for a specific reason; you can facilitate this by inviting the member to a meeting, either in person or through phone calls, or video conferencing. This can take place anytime that you need the services of the advisor.Experts say that an advisory board should meet at least once every quarter. There are some companies who like to convene their meetings more often. There is no set rule for the scheduling of meetings, each business should examine their own needs and decide upon the timing and the venue, and give advance notice to the board members so they can ensure attendance.The board meeting must aim to be result-oriented. The meeting minutes must be collated and circulated to the company’s top management and should preferably include the recommendations of the panel regarding key issues.Step 9: Keep your advisory board up to date.Keep your advisory board members informed of the company’s activities in between the meetings. It would be wise to send copies of the monthly financial and operational reports to the advisors, so that they are kept up to speed on how the enterprise is progressing. This also helps the advisors in spotting any problem areas that they can discuss during the next meeting. The fact that the members have agreed to be on the board implies strongly that they do care about the welfare of the company. If they are consistently updated on the goings-on of your enterprise, they will be of greater value to you.Step 10: Respect the input and advice from your advisory board, but fire the members who bring no value.It is essential to respect the time that the advisory board spends on addressing your problems. If you are not willing to execute the advice of a board of directors or an advisory board, t hen it is better not to establish one. In giving a commitment of their time, the greatest disrespect to any board is to take that time and do nothing with it. Not only will one’s credibility dissolve with that board but also with any future board members too. You are not obligated to accept all the advice given by the advisory board, as it is not a statutory body, but you are obligated to give due thought to the advice and then accept or reject it.But also, you cannot squander company equity with unproductive advisors. Waste no time on advisors who will not return your telephone calls, attend meetings or put forth any worthwhile suggestions. An advisory board has no place for bad advisors. It is best to find a way to let them go without too much fuss. To this effect, you may even consider creating short-term agreements with advisors regarding specific deliverables, akin to a typical consultant contract. If the advisor performs, then renew the contract. If no performance has been d elivered, then let it fizzle out.ADVISORY BOARD VS. BOARD OF DIRECTORSThe board of directors is a statutory body that has a legal obligation and acts as a fiduciary for the shareholders. They simultaneously monitor the organization and its management to impart their duties as fiduciaries toward the shareholders. If required, company directors can, and often do, replace a CEO.Conversely, advisory boards, as a consultative group, may be created, sustained or dissolved at the discretion of the company CEO. Advisors do not have any power to wield, let alone to instruct executives or direct an organization.Advisors are usually a useful asset for the main board to challenge its own assumptions or policies, particularly regarding a specialist skill or technical matter. Members can focus upon and occasionally challenge research and intelligence work carried out by the enterprise.Proper structuring of a board of company directors or advisors is an important element to determine the success o f an enterprise. The members of both the boards are people upon whom the business relies to vote on key decisions, or for inspiring strategic direction. It is essential that the role of each board is understood, and thus correctly established.You may consider having a board of directors if you can abide by the requirements that are legally entailed with a statutory board. When there is a legal imperative, directors have a deeper and broader sense of responsibility to the stakeholders, and to the health of the company or institution, especially in an emergency.Advisory boards provide slightly less benefit than a board of directors. Many long-time small-business advisors constitute a board of directors.  An advisory board can give its best advice without worrying if that advice is going to come back and bite them. This certainly does change an individual’s perspective.CONCLUSIONThe advisory board is a mechanism that offers long-term guidance. The main point of an advisory board is t o garner expertise from outside. Advisors should provide knowledge, understanding and strategic thinking to an industry or the management of a company. Whatever their role, advisory board members must also be utilized for the value of their network.‘Advisory service’ differs from an advisory board, as this offers short-term guidance, by payment. Startups regularly require advisory services to guide them in establishing a business. Guidance is usually required at the outset. Hence, short-term help that provides services relating to the development of a business plan and financial projections can be invaluable. The goal of advisory services can be to assist the startup entrepreneur with the materials and requisite knowledge to raise funding while also ensuring that the business simultaneously grows its product and clientele.Subsequent to the initial phase, some advisory services help startups to induct advisory board members by utilizing their existing contacts with professionals. As a startup, you may want to begin with an advisory service rather than a full-fledged board.

Christopher Columbus The Oldest Of Two Siblings

Christoforo Colombo, also known as Christopher Columbus, was born in the Republic of Genoa (Italy) at 1451. Christopher Columbus was the oldest of two siblings. He came from a very poor background, thus giving him very little education. He learned to read and write only as an adult. The city of Genoa was a seaport, so there were many sailors. Columbus’ family was very poor but it still didn’t stop Columbus from setting his dreams on sailing. Columbus started his career with fishing trips and eventually worked up to sailing with trading merchants. He was later infatuated with ocean geography and studied while he was sailing. By the time he was in his twenties, he traveled out of the Mediterranean Sea into the Atlantic Ocean. Traveling to the Atlantic Ocean in 1476 nearly costed him his life. As the commercial fleet he was sailing with was attacked by French privateers off the coast of Portugal. His ship was burned and Columbus was forced to swim down to Lisbon, Portugal, and eventually married Felipa Perestrello. Together, they had one son in 1840 named Diego. His wife unfortunately died and he moved to Spain. He eventually got remarried to Beatriz Enriquez de Arana and had a son named Fernando. Back in the days, the only way to trade was by caravan (transporting goods over mountains and deserts.) It was a hard task and very time consuming. Christopher Columbus wanted to discover a new passage, so he sailed to the west to reach the east. His goal was to reach China,Show MoreRelatedUnity in Diversity4053 Words   |  17 Pageshumankind. Humans are intensely social beings and thus have a great need for affiliation with other humans. It is easiest to trust and feel safe among like minded people. So many people turn to siblings or other family members to achieve that need for affiliation. 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Catcher In The Rye Literary Conflict - 1087 Words

English essay (literary conflicts) Essay question: What is the main literary conflict found in ‘The Catcher in the Rye’? Introduction: J.D Salinger’s bestselling novel ‘The Catcher in the Rye’ depicts a troubled teenage boy who conflicts with the society of the 1950s. Holden Caufield’s cynical way of narrating the story with his constant criticism about other people and the ugliness of the world, introduces the readers to a judgemental and critical protagonist. ‘The Catcher in the Rye’ was based on Salinger’s life experience after WWII. While Holden disliked the society in the story, Salinger personally disliked the society of how the life after the war was like. The novel illustrates Holden as the opposite of what society expects†¦show more content†¦Holden defies society by not applying himself at school and getting kicked out of different schools numerous times. Apart from getting expelled from Pencey, while he is there Holden does not establish any close relationships with his classmates, or any of the other boys at Pencey. He always finds something bad to say about the people he has connections with, even his roommate Stradlater: â€Å"He was at least a pretty friendly guy, Stradlater. It was partly a phony kind of friendly.† (ch.3 pg.25) Holden does not have any close friendships with any of his peers, even though he occasionally has fun with Stradlater and is nice to Ackley because he feels obliged to, in the end he always has bad things to say about the phony people there. Holden struggles to find a place in society, and struggles to make friends with the critical attitude he has against society in general, and the current world. Holden struggles to fit into society through his relationships with people, similar to his relationships at Pencey, Holden does not get along easily with people because of his opinions conflicting with society’s. Holden’s unreasonable suggestion to Sally, of going to live in the woods together, shows his struggle with society’s plan for people: â€Å"...get a job somewhere and we could live somewhere with a brook and all and, later on, we could get married or something...† (ch.17 pg. 142) Holden has an illogical vision of his future life with Sally. HeShow MoreRelated Comparing A Separate Peace and The Catcher in the Rye Essay example1500 Words   |  6 PagesA Separate Peace and The Catcher in the Rye The coming of age novels, The Catcher in the Rye, written by J.D. Salinger, and A Separate Peace, written by John Knowles, both interpret the lives of adolescent boys journeying through their conflicts and inner confusion to reach the level of maturity. 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Question (b): Introduction to English Literary Studies Topic(i): The Catcher in the Rye Instruction First read the third chapter of Introduction to English Literary Studies (â€Å"The Novel†). Then go to p. 102 and answer the questions on The Catcher in the Rye under the heading â€Å"Time to Write†. Task Write a list of things that Holden says in the first paragraph ofRead MoreThe Catcher in the Rye Essay1442 Words   |  6 PagesThis paper proposes to delineate the characteristics of Holden Caulfield, the adolescent protagonist hero of J.D. Salinger’s The Catcher in the Rye and illuminate the reasons as to why this prototype of brooding adolescence, displaying a rather uber-cool style of disaffection, disenchantment and disillusionment became an indispensable figure of interest, in literary circles as well as popular culture. The paper seeks to take issue with the wider dimensions attached to the ‘incapacitation and debilitation’Read MoreCatcher In The Rye Essay example1672 Words   |  7 PagesLooking In Despite the debate that may wage on regarding the status to be afforded J. D. Salingers writings, the authors books have not quietly faded into obscurity. Although published almost a half-century ago, the authors most famous work, Catcher in the Rye, enjoys almost as healthy and devoted a following today as the book did when it was first published. Because of a self-imposed exile that began almost at the same time the Salingers career was just taking off, much of the substance of theRead MoreCriticism Of Salinger s The Rye1382 Words   |  6 PagesCRITICISM Salinger’s Catcher in the Rye has been into continuous dispute and controversy since its publication in 1951. Some critics think that Salinger s narrative of the human plight is engrossing and enlightening, yet incredibly depressing. The leading character, Holden Caulfield, serves as the basis for critical discussion due to his psychological conflict. Salinger s portrayal of Holden, which encloses incidents of dejection, nervous breakdown, impulsive spending, sexual exploration, andRead MoreJ.D. Salingers Catcher In The Rye and Burr Steers Igby Goes Down1493 Words   |  6 Pages Comparative Essay The Catcher In The Rye by J.D. Salinger and Igby Goes Down by Burr Steers are both displayed as rites of passage texts. The respective protagonists of these two texts are Igby Slocumb and Holden Caulfield. These two characters are both on a journey motif, a journey of self discovery in which they both attempt to find meaning in life and understand societies values and attitudes. The two protagonists demonstrate non-conformity and rebel against the apparent hypocrisy present inRead MoreHow Salinger’s Holden Caulfield Relates to Teenagers Throughout Time1412 Words   |  6 PagesHow Salinger’s Holden Caulfield Relates to Teenagers Throughout Time In 1951, J.D. Salinger’s The Catcher in the Rye was #1 on the New York Time’s bestseller list. Since then, the American Literary Association claims The Catcher in the Rye is a â€Å"favorite of censors.† The use of harsh language and profanity has been a long time debate of educators causing the novel to be pulled off bookshelves and propelling J.D. Salinger and his protagonist, Holden Caulfield, into reluctant fame. TheRead MoreThe Characterization Of Bildungsroman In The Catcher In The Rye1400 Words   |  6 Pages(Bildungsroman: A Literary Device). In The Catcher In The Rye, the author creates a successful bildungsroman through the characterization of the novels protagonist, Holden Caulfield. Throughout the novel, Holden uses a jarred voice filled with cynicism and the overall tone is clearly depressing. The conflict between Holden and the values of society(Bildungsroman: A Literary Device) is quite clear as he believes that the world of an adult is filled with pain and disappointment. In The Catcher In The Rye, theRead MoreComparative Essay - Catcher in the Rye vs. Igby Goes Down1552 Words   |  7 PagesComparative Essay The Catcher In The Rye by J.D. Salinger and Igby Goes Down by Burr Steers are both displayed as rites of passage texts. The respective protagonists of these two texts are Igby Slocumb and Holden Caulfield. These two characters are both on a journey motif, a journey of self discovery in which they both attempt to find meaning in life and understand societies values and attitudes. The two protagonists demonstrate non-conformity and rebel against the apparent hypocrisy present in

Corporate Social Responsibility (CSR) in South Korea Free Essays

Introduction In South Korea the concept of Corporate Social Responsibility (CSR) developed from past 20 years ago and as well the country developed in socially and economically. The main CSR activity involved in Korea to community by volunteering, charity programmes, creating a new bright generations, eco-friendly business process. The different expression are use in CSR such as Corporate Citizenship, Corporate philanthropy, Corporate Diplomacy and Sustainable Development which are commonly used. We will write a custom essay sample on Corporate Social Responsibility (CSR) in South Korea or any similar topic only for you Order Now In Korea the companies perform a major role in social responsible activities. The survey conducted by the industrial Association Federation of Korean industries (KFI) in 2006 about 75% of the 120 companies developed CSR activities. The leading companies such as kt, Samsung, sk energy, Hyundai-Kia Motor Group, and Hynix. These companies spend 2% of their profit for CSR activities. Through THE CSR events the companies create a good image in the community, second increased improvement of profit and value of the company. Thus these, the social involvement of companies in Korea has a major impact on customers behaviour According to survey conducted by the Korean chamber of industry and trade (2007),80% of the 500 people measured an d understood that they wished to buying things from companies that perform CSR activities. Through the these activities customers to increase trust towards the companies. On 2008 the directors of the FKI approved a official agenda for companies to increase their commitment towards the community. Thus the companies force to themselves to take on economic, legal, ethical, public responsibilities. In 2008, FKI approved a official resolution to increase the social involvement of companies. Thus the member companies force themselves to take on â€Å"economic responsibility, legal responsibility, moral responsibility and â€Å"social responsibility. Activities for this include, the establishment of a CSR committee that should monitoring whether the companies are take up their duties, the development of the relationship among the employers and employees to rise productivity and competitive skills, as well as the reassurance of a society of donation and charitable aid activities. NGOs, consumer organizations, etc. have also newly publicized great notice in involvement companies’ to the environment. Thus, for example, the umbrella organization of the environmental NGOs, the Korean Federation of Environment Movement (KFEM), has introduced a platform called SMILE (Sustainable Management and Investment Guideline) with which it judges companies’ CSR actions. The Centre for Corporate Social Responsibility guides companies on the publication of so-called global reporting initiative reports. Reference http://csrtoday.org/sites/default/files/South%20Korea%3A%20CSR.pdf How to cite Corporate Social Responsibility (CSR) in South Korea, Essay examples

Position By Carol Berge Essays - Carol Peletier,

Position By Carol Berge "Position" was written in 1964 and was one of the few poems that jumped out at me. Position can be inspiration to all of us but I feel as though it is more or less about the long road to find the love of your life. Carol Berge`, the author of "Position" was born in 1928 and was divorced after the birth of her son. Berge's poetry focuses on self-respect and people seeking love such as in this poem. I believe the past is hard for everyone to deal with; when past experiences are bad experiences we tend to carry along the baggage and try to protect ourselves from making the same mistake. Unfortunately, we close ourselves off, not allowing us to succeed and create a good memory to overturn the bad. A fear of pain is almost more dangerous than pain itself. The poem uses generally known vocabulary making it easy to read and easy to understand yet it has no stress pattern. She makes use of figurative language by utilizing metaphors, symbols, and consonance. She speaks of a mother who "whipped the spirit out of her son", symbolizes herself as all women, and displays consonance in the ninth line when she states "wouldn't...couldn't...didn't". I really enjoyed the way she spoke of a previous girl who didn't do any of the right things. It is easy to prejudge others, to put a face value on someone we don't even know. When something painful has happened in the past, we learn from it, take value out of the event, and yet we never want it to happen again. When a man is beaten by his mother, his idea of all mothers is tarnished and he is no longer willing to think well of mothers. Berge` talks about "the girl who didn't, or wouldn't or couldn't but didn't." Because of past experiences the idea of any girl as a positive and fulfilling partner is no longer valid in a mind that was once opened to the world. Berge` then reverses the situation by asking the question, but "what chance have I got/ unless you consider/ that you stand before me too." What about all the men that have given bad impressions or all the fathers who have beaten their daughters? Without opening ourselves up to hurt again, we can never open ourselves up to love again. We are so busy trying to judge others that we never realize they are also judging us. When the past is always haunting us and telling us not to make the same mistake again it is easy to just give up and forget about ever opening ourselves up to love again. I chose this poem because I enjoyed the last segment very much. "What chance have I got/ unless you consider/ that you stand before me too." I was having a lot of difficulty dealing with the past and never stopped to realize, while I was so quick to pass judgment, I was not only the judge but the defendant as well. I was so stuck on the idea that she did this and that in the past that I didn't stop to realize that we were both in the same situation. I also enjoyed the presence of lines four through ten, which talk about the past leaving bad images in our minds. Everyone has had something happen in the past where they carry over the memory and it affects them throughout their life, anything from a broken heart to a broken home. When a heart is broken it is hard to re-open it to anyone, the fear of another pain is just too great. Position really puts things into perspective and can inspire anyone, no matter what situation you get yourself into. It is important to realize that while we may be passing judgment on others, they are also passing judgment on us. Judge each individual as an individual not based on a past experience. Let everything teach a lesson but do not close yourself off to others because of a few bad experiences.

Unmet Needs of Generation Y Essays

Unmet Needs of Generation Y Essays Unmet Needs of Generation Y Essay Unmet Needs of Generation Y Essay Introduction Born in the mid-1980s and later, Generation Y employees are in their 20s and are just entering the workforce. With numbers estimated as high as 70 million, Generation Y (also known as the Millennials) is the fastest growing segment of today’s workforce. As companies and firms compete for available talent, employers cannot ignore the needs, desires and attitudes of this vast generation. We have identified five different unmet needs faced by Generation Y after many interviews. They are mainly materialism, the inability to approach supervisors easily, inflexible working hours, presence of a communication barrier between older and younger generation and no sense of belonging. Our interview questions was carefully constructed using the SPICE framework and as a result, have garnered ideal results. After conducting the interviews, we researched the different needs and found solutions. Our next step was to link the solutions to the POEMS framework. Lastly, we have identified the HR functions that can be used in a company to solve the unmet needs. Interview Questions 1. What is your age? (Identity) 2. Are you working? (Social) 3. If yes, describe your job and what attracts you to work there? (Identity) 4. If no, what did you work as previously? And what is your reason for leaving? (Identity) 5. If you could change one aspect of your job, what would it be? E. g Increase pay, more benefits etc. (Emotional and Physical) 6. How did you get the job? (Physical) 7. Does your job allow you enough time with family/friends? (Social) 8. Do you use technology in your workplace? E. g. laptops , softwares, machinery etc. (Physical) 9. Do you feel a sense of belonging in your company? Identity) 10. Do you bond well with your colleagues? (Communication) 11. Are you able to approach your supervisor/manager easily? (Communication) 12. Do you feel stressed when you are working? (Emotional) 13. If yes, do you have anyone to talk to about this in your workplace? (Emotional) 1) Materialism in Gen Y Our first identified unmet need is materialism in Gen Y. Materialism is c ommonly defined as a preoccupation with or stress upon material rather than intellectual or spiritual things. This is a phenomenon that has exploded with the coming of the Gen Y population. This is not to say that materialism was never present before Gen Y but has instead increased due to various reasons. One reason why Gen Y is so steeped in materialistic tendencies is due to consumerism. Nowadays, marketing efforts are being aimed at kids to make them more materialistic in order to bring in more sales. Results from various studies suggest marketing efforts aimed at youngsters may indeed be robbing children of their childhood and making kids more materialistic, and it can have long-term negative consequences on shaping values. Another reason why Gen Y is becoming increasingly materialistic is due to a lack of self-esteem. Recent studies have shown a direct link in materialism in Gen Y and a direct correlation to their self-esteem. Between the ages of 12 and 13 children try to compensate for low self-esteem through material goods that they think will make themselves feel better, or that they think will raise their status among their peers. This reason is further compounded by itself, as many problems may arise and often do when young people embrace this culture of materialism. Lacking the means to acquire the much-valued material things, some individuals develop low self-esteem. This is particularly true of those of younger age. Research indicates that there is a direct correlation between low self-esteem and materialism: as self-esteem decreases, materialism increases. Additionally, there are those who, also lacking the means to acquire the desired material belongings, turn to illegal activities to procure the funds to satisfy their unhealthy materialistic tendencies. The unhealthy desire for material possessions and the illicit activities it inspires has landed an exorbitant number of black youth in prisons both in Canada and in America. These possibilities are just two of the potential negative effects of materialism. In order to instill positive values in their children, parents have to be cognizant of the negative influences that pervade our society, especially media influence. When they learn to understand the extent to which the mainstream media bombards the youth with enticements, parents will be better able to help them stave off the constant pressures they face on a daily basis. Recent research also suggests that young people of today are much more materialistic than their counterparts of the past were. All too common, among black youth, there is a palpable materialistic obsession the roots of which anyone can trace back to a popular music video- be it a new designer label or a new blackberry phone. Among many young people, the sense of self-worth is contingent on their possession of the aforementioned material objects. Such is the extent of influence that the media often has on young minds. It is very easy for a young person to become impressed by the constant exposure to the glorification of material belongings. The mainstream media is incessant in its parade of materialistic conceits. Young people are constantly being told that they need to have those designer jeans or that new must-have cell phone model in order to gain the respect of their peers. Whether it is a music video or a reality show, the materialistic culture prevails. It is, then, little wonder that many of them tend to view the world through a materialistic paradigm. To solve this problem, the human resource department identified is the Compensation and Benefits department. First thing Comp has to do is to understand the Gen Y demographic. They have to understand their needs and their wants to be able to manage and retain them. For example, staff in the Comp department can make the benefits and wages more attractive to Gen Y employees specifically. Also, they could appeal to Gen Y employees by giving them perks and benefits such as company cars and discounts at company-sponsored stores. 2) Unable to approach supervisors Another unmet need we have identified is Gen Y’s problem with approaching supervisors. It is known that Generation Y is the youngest group to exist in the workplace environment. Therefore, being underdogs taking roles often at the bottom of the work chain, they often have problems communicating effectively with their superiors. Since they reside at the bottom of the chain, they fear confrontations as they are afraid that they may unintentionally, through one way or another make blunders, which may threaten their immediate future. Some examples of such blunders are over asking, asking poorly, saying the wrong things and breaking the status quo. Over asking is that problem of repeatedly asking the same or similar questions in the workplace. This may cause problems in the future when working together as it may leave a negative impression. When an underling asks a superior the same question repeatedly over a short period of time, the superior may feel flustered and frustrated at the asker, leaving a negative impression of said asker on the answerer. Generation Y, with being at the bottom, feels that leaving such at impression maybe detrimental and hence, fears confrontations in this aspect. Asking poorly is also a cause of concern to this issue. Asking poorly refers to asking questions that the answerer may feel is ‘common sense’. By asking such questions, superiors may feel irritated with the Gen Y worker. They may then even come to resent giving them opportunities. This is a very common among Gen Y as since majority of them are new to the job, they have yet to know the regular customs at the workplace and hence, may not know the ‘common sensual’ course of action and as a result, come across as ignorant and poorly educated rather than inexperienced which they are. With them fearing such an event occurring, the Gen Y workers as a result, fear approaching their supervisors. Another problem of fearing confrontation would be causing misunderstandings at the workplace by saying incorrect or even inappropriate things at the work place. Example of such things can range from making rude or snide remarks unknowingly or providing incorrect input for work related items. At times, as Gen Y, being inexperienced at workplace politics, they may make inappropriate remarks at other people without knowing it. The reason for such is due to the fact that, different years may have different lingo and other people from other generation may feel insulted by what may be a regular passing comment from another colleague. For example, the word ‘gay’ has changed over many generations. Decades ago, the word meant happy, years ago, the word meant to not be in the social norm, whereas, now, it has homosexual meanings in context. So when they break the barrier down to speak, they are afraid of causing such tension. Finally, breaking the status quo is another problem that they may potentially face that also contributes to the fear of confrontation. In office politics, there is a certain order in the hierarchy or a chain of command. This means that there is a certain order in which, information can pass through. For example, with three levels, being the Gen Y lowly employee, his boss and his boss’s boss, the employee must observe the chain of command and is not able to talk to his boss’s boss without first going through his boss. Based on the unmet need of confrontation, the problem should be taken in and solved by the human resource function of welfare and compensation benefit. On the poems structure, this tends to be more on the people side as it is a form of inter-personal interactivity that is unachieved. To help with this problem, human resource needs to firstly, be more observant on the newer and younger employees to ensure that they are able to get along and speak comfortably with fellow employees in the office regardless of age gap. Human resources can also take a more forward approach in organising perhaps bonding activities in which, perhaps the hierarchy is temporarily reversed and they are at the top. Even a buddy system can be introduced where maybe an older and younger worker are paired up and given time to bond to allow easier interaction between the workers from different generations. Better interaction policies can also be given. For example, ideas could perhaps be introduced through an online portal where the new gen y workers can be given a chance to submit ideas without the fear of being criticised. An open door policy can also be implemented where maybe, at a certain time of day, a manager would set aside time to allow workers to speak to him about work or non-work related matters. A portal can also be introduced, this one being in the sense that common work protocols are stated clearly and give the new gen y workers some reference to the procedures that they are required to follow to prevent overstepping certain boundaries. ) Flexible working hours Thirdly, workplaces are more demanding than ever in terms of hours and performance. Thats creating a rising tide of resentment among the Gen Ys flooding into the workforce. Gen Ys know what they want - and its not the all-work-and-no-life dynamic of their Boomer parents. We have watched our parents waste away in drab cubicles and count the days to retirement, Call me idealistic but isnt work supposed to be part of life? Do I have to accept the idea that real life begins when I punch out at 8 p. . each day? Gen Ys want a rewards remix, according to Bookend Generations, a study from the Center for Work-Life Policy. Instead of the traditional plums of prestigious title, powerful position, and concomitant compensation, they value challenging and diverse job opportunities, stimulating colleagues, a well-designed communal workspace, and flexible work options, with 89% of Ys saying flexible work options are important consideration in choosing an employer. One successful flextime approach is Citis Work Strategies. This program started as a model for tomorrows green, cost-effective, and employee-friendly workplace but soon turned beneficial to many interested in flexible work arrangements. Realizing that in some instances Citi was wasting resources on office space that no one was using, the division suggested using office-sharing, hoteling at satellite offices, and work-from-home arrangements to reduce the organizations real estate portfolio while offering a new type of workspace arrangement. The program has since evolved to encompass part-time schedules, remote work, flexible start-and-stop times, compressed schedules, and job sharing. Employees apply through a formal process that requires them to fill out a work plan describing how they will do their job in its new flexible format, the potential impact on clients and team members, and the technology they need - such as webcams, instant messaging, and teleconferencing - to support their new approach. At the same time, managers are training to lead and supervise remote teams. Citis annual employee surveys show that the flex-work participants are consistently more engaged, more likely to stay, and more likely to recommend Citi as a great place to work. For these new 20-something workers, the line between work and home doesnt really exist. They just want to spend their time in meaningful and useful ways, no matter where they are. Generation Y is forcing companies to think more creatively about work-life balance. The employers who do are winning in the war for young talent. Research reveals that job hopping is not an end in itself but something young workers do when they see no other choiceOld assumptions about what employees value in the workplace dont always apply with Gen Y. Friendship is such a strong motivator for them that Gen Y workers will choose a job just to be with their friends. It feels normal for Gen Y employees to check in by BlackBerry all weekend as long as they have flexibility during the week. Today more than half of Suns employees work remotely from anywhere but the office. Understanding Generation Y is important not just for employers. Older workersthat is, anyone over 30need to know how to adapt to the values and demands of their newest colleagues. Here is a summary of the key findings: Gen Y represents approximately 20% of the economically active population of Singapore. Gen Ys in Singapore are confident, restless, tech-savvy and prefer an unconventional approach. Gen Y’s biggest fear is losing their family while their bosses and colleagues feel Gen Y’s biggest fear is to lose their job. Statistics show that 27% of Gen Y respondents have yet to identify their profession of choice, 57% of Gen Y respondents earn less than SGD 1500 and spend less than SGD 500, tobacco/alcohol, mobile phone and food are listed as top three items that Gen Y prefer to spend the most and that 45% of Gen Y respondents would prefer a Gen X supervisor. Also, Gen Y’s are mostly intrinsically motivated and Gen Ys score low in the General Role Stress index. Parents, non-Gen Y colleagues and bosses have conflicting perceptions about Gen Y than Gen Y themselves, which could be a threat! In summary, Singapore Gen Ys or the millennials make up 22% of our resident population, working out to 833, 300, with the female gender, topping the male cohort by about 20,000. They are wired, connected to virtual social sites, salivate for information, empowered, able to multi task, independent and the lists goes on and on. These are functional behaviours that will excite any HR recruiter. They too, carry a â€Å"dark side†. They can be easily bored, and demand instant gratification. ) No sense of belonging Next, a good manager must be fully identified with their sense of belonging in the company, institution, which provides service, as well as all its human resource integration, by achieving this, empathy, trust, achievement is required. However, there are many managers who have no sense of belonging with the company where they work and the organ ization is seriously affected, since it has not been built that trust is expected to manifest in development of the company, its development, where it is envisioned that all staff are fully committed to the organization. It is written that there is a degree of willingness that everyone has to follow the logic of coexistence or common sense, the more secure you feel that person within a group, the higher your sense of community and so Therefore the person will be more willing to follow rules. The sense of belonging is not only the assurance that the person gets when they feel that occupies a place within a group. In some cases, to feel a sense of belonging as Patricia Oliveira comment, this is taken into account, that human societies are always ongoing relationship with other neighbouring or rival, or integrated into larger ones. Also in most of them can set different smaller factions that are integrated within it with different interests subordinated to the common goal while in some associations, having achieved its initial objective is necessary to establish new goals and objectives that give meaning to their existence. The natural tendency towards disorder that produces human associations for retention must be a certain degree of sense of belonging to the same except for those who are not members. The same occurs in companies where there should be well-defined group cohesion, each member who integrates this fully identified with a sense of belonging. Oliveira notes that the pride of belonging to an association, a club, a business, a group of friends or family are what make these are not diluted. Another feature that ensures the health of a human organization is the existence of good communication, fast and fluid within it. A crucial piece in any society is the leader. In many cases this person represents the best and the worst of the organization you represent. Where you lead, manager, in our case, must show their membership, commitment, identification with the group. The leader holds the key to sense of belonging follow by members. Of course, to do so, this will be assessed all aspects that have generated confidence, security, respect, union commitment, responsibility. Aspects, which said the group and they have respected and are part of it, reaffirming their sense of belonging and permanence. Furthermore, Ana Tania Vargas comment, the strength of the sense of belonging in many cases remains, as a latent emotional, related to those features of collective identity that still maintain the leader sense for the subject. Therefore, the sense of belonging is a primary element of belonging and personal identification, collective and productivity in a company, group, friends, etc. Is a concrete expression of commitment to specific traits and characteristics of the culture that synthesize profiles of cultural identity in particular ways, for what is important in strategies for development promotive role. It should be added that the study of the processes of identity and sense of belonging, it is necessary to consider the many possibilities of organizing and sorting generated in these processes, that form intra-and out group practices, clearly sets and define the possibilities of collective action and the complexity of delimitation and structuring of the universe of their own cultural elements, ensuring for themselves the existence of the group, giving passes to the innovation process, appropriation, alienation to suppression of the brand values from out group. In the case of the Venezuelan reality, which manifests a number of external factors, including the impact of the state through its policies, regulations, laws, has influenced a determinant in the company and this has been the reality test ownership of management to the organization where they work, considering the reaction of many owners, managers, who have given way to insecurity, fear, no sense of belonging with actions that have undermined confidence and this has affected the way membership, both by management, as all members of the company. In other terms, this situation has reduced the many; sense of belonging that must be rescued all depends as has been consolidating the organizational culture at the time. DFID Project Colombia listed that the sense of belonging or membership is the personal satisfaction of each individual in the organization, its recognition as a human being, respect for dignity, fair compensation, recognition, development opportunities , teamwork and fair assessment, not only are components of organizational climate, it represents permanent elements of organizational culture. In order to provide or create a sense of belonging, companies must offer training opportunities, encourage creativity within job scope and provide both local and overseas exposure. To retain staff, all SYSTEMS Save Yourself Time, Effort, Money, and Stress must be in place. And there must be constant innovation so a company is assured of scalability and growth. Attainable short, medium and long-term targets should be set so there is no doubt as to direction. And there must always be a target to strive for. CONTINUOUS learning and skills upgrading must be part of a companys policy to retain employees. Every persons demands and expectations are different and change over time. SMEs have an advantage that some MNCs cannot offer a challenge and work experience that can motivate. Besides career advancement, staff welfare and the working environment must be priorities. SMEs should also try to offer a good lifestyle/work-life balance to retain talent on a long-term basis. For example, Grand Teams strategy to keep talent includes a shareholding scheme. To make employees feel they are working for their own future and career development, we let them own a portion of the company. 5) Communication barrier Lastly, the presence of a communication barrier between generations. In order to be an effective communicator we not only need to know how to adapt to different personality types, but we also need to understand the different generational issues that can create conflict in the workplace. The dynamics we experience today are unique to our era: younger generations have made a dramatic shift in work values leading to harsh judgments and criticisms within the work environment. Ultimately, this conflict of generational values hinders performance of individuals and weakens overall team success. We need to begin first by seeking to understand. If we can begin to understand what is important to each generation, we can then learn to see things in a wider perspective and begin to build bridges of communication between the gaps. With better understanding comes better communication, which leads to heightened tolerance and ultimately to successful collaboration between the generations. There are four groups in all. Firstly, the Veteran age group is generally comprised of those who are 55 and older. This generation is post-war and their nature is to be loyal to a single employer for a lifetime and in turn, they expect the same degree of loyalty back. Because this generation did not grow up with material wealth, in most cases, they tend to be frugal and do not understand the need to use debt to build business or the need for anyone to have debt at all. In the workplace, they show up on time and they take orders well they do as they are told because they respect their boss, as well as their elders. Secondly, the Baby Boomer age group is comprised of generally the ages 35 to 54 and is the children of the Veterans. This group grew up with little in the way of toys or nice clothes and vowed to give their children everything they couldnt have as children. In most cases, baby boomers grew up earning an allowance and understood the principle of working hard to earn a living. In general, they left home at the age of 18 and survival was a real issue. If a baby boomer was told to do something at work or else be fired he or she would do it because they were afraid of not being able to pay the bills. In the workplace they have a mentality of work, work, work, and then you ie. Lastly, Generation Y is divided into two groups. The first comprises of people 22 and younger. They are likely called generation Y because that is the question they ask most, Why? These are also the children of baby boomers and so far, are one of the most creative generations we have seen in a long time. Generation Y want to work where they are allowed creative expression, a flexible approach and control over their own hours. In the workplace, they show little loyalty because they already know they will have about 10 careers in their lifetime. They get bored very quickly and need more incentive to work than just a paycheck. Another group of Generation Y comprises of the ages 23 to 34 and are also the children of the baby boomers. A majority of this group grew up with both parents working and saw their baby boomer parents get laid off or witnessed them being miserable in their jobs. This helped shape their current value system, which is, I am going to have a life first and work will come second. This group is pushing for flex hours, 4-day workweeks, paid sabbaticals for education and paid parental leave for both fathers and mothers. In the workplace, you cannot threaten them to do something or they will get fired because they dont care. Most of them live at home until the age of 26 and do not experience the same survival issues as those of their baby boomer parents. Their main goal is to have fun at work, make a buck, and have a life. So why should employers care if employees in the different generations respect and understand each other? In a word: Retention. The costs associated with employee turnover are enormous (e. g. training, loss of employee morale, advertising for applicants, interviewing, productivity, etc. . Gravett and Throckmorton estimate that costs to replace an employee may total up to 150% of the employees annual salary, depending on skill level. In addition, the knowledge and talent that will be lost due to the retirement of the older generations without appropriate transition among generations could be financially devastating to companies. The employees coming into the labor force (Generation Y) are powerful in numbers and will be needed to make up for the shortage due to the retirement of the Radio Babies and the Baby Boomers. If employers dont help breakdown communication barriers now, they will find themselves short of talented workers when they are really needed. So what are the obstacles to bringing employees from the older generations together with employees from the younger generations for knowledge sharing? Competing personal desires that differ by generation, coupled with a lack of trust are difficult barriers to overcome to allow for knowledge sharing to take place. For example, Radio Babies (born 1930-1945) are ready for retirement and need to be provided an incentive to stay. Whereas, Generation Y (a very large generation) is not afraid of change and in fact, enjoy variety. A lack of fear regarding change and an enjoyment of variety, are important personal desires that employers must recognize. Identifying the driving personal wants of the generations is the first step to help foster knowledge sharing. Once the personal desires of the different generations are recognized and addressed accordingly (e. g. flexible work schedules for individuals ready to retire, creating a rotational job change for young professionals, etc. ), the focus should shift to identifying communication barriers. Individuals from the younger generations often feel that older generations do not respect or trust their ideas and therefore, leave the younger generation workers feeling undervalued. The older generation frequently perceives that the younger generation lack work ethic, and respect for authority and institutional practices. These perceptions (whether true or not) will lead to an inability to communicate. It is essential for an employer to identify the cause of the mistrust (which is almost always the root of any lack of communication) and work to build trust. We feel that this unmet need falls under the jurisdiction of Training and Development. This HR function will allow the workers to undergo training through either outside or inside sources and this will develop Gen Y and the older generation’s communication skills. Next, using the POEMS framework, we also have come out with several solutions to the respective letters. Under People, we feel that both generations should try to overcome this barrier together. As the saying goes, ‘it takes two hands to clap’. Not only Gen Y but also the older generations should try and overcome this barrier. With both sides working together, it will be much easier overcoming this barrier. Moving on, for Environment, having a conducive environment will make the people be more willing to put in more effort into trying to overcome this barrier. It has been proven that a more joyous and happy environment will lead to people being more willing to work together in harmony to a common goal. For Media, we can use it to increase awareness of this problem and as a result, will help solve this problem. How does this work? By raising awareness, people will be more inclined to try and solve the problem if it is at hand or do preventive measures to make sure that it does not occur in the future. Lastly, companies may send some employees to attend classes outside to improve communication skills as part of Services. Reflections Setting up a time slot for the interview was not an easy task. With the Gen Y interviewees busy work schedule, it was a hassle to even get a time slot with them. When it came down to doing the actual interview, the process was much more difficult to carry out. The interviewees, despite earlier agreements, showed to be quite reluctant in giving the interview. During the assessment, the interviewees showed many signs of disinterest unconsciously, examples include yawning, stretching and being disoriented. The interviewee also answered in short brief answers, giving answer that is very short, and a sign of impatience. `they were generally helpful, clarifying when needed but only when asked to. Overall, the experience was relatively fresh and enjoyable.

Conjugating the Verb Désobéir (to Disobey) in French

Conjugating the Verb Dà ©sobà ©ir (to Disobey) in French The verb  dà ©sobà ©ir  means to disobey in French. To transform it into the past tense disobeyed or the present tense disobeying, the verb needs to be conjugated. This is a relatively simple French lesson that will show you how to do that. Conjugating the French Verb  Dà ©sobà ©ir French students are often frustrated by verb conjugations because there are so many verb forms to remember. The nice thing about a verb like  dà ©sobà ©ir  is that its a  regular -IR verb. This means that it follows a common conjugation pattern. If you learn this one, verbs like  convertir  (to convert) and  chà ©rir  (to cherish) will be a little easier because the same rules apply. French verb conjugations take into account both the subject pronoun  and  the present, future, or past tense. As you study the chart, notice how the endings attached to the verb stem  dà ©sobà ©-  change. For instance, I disobey is je dà ©sobà ©is and we will disobey is nous dà ©sobà ©irons. Subject Present Future Imperfect je dà ©sobà ©is dà ©sobà ©irai dà ©sobà ©issais tu dà ©sobà ©is dà ©sobà ©iras dà ©sobà ©issais il dà ©sobà ©it dà ©sobà ©ira dà ©sobà ©issait nous dà ©sobà ©issons dà ©sobà ©irons dà ©sobà ©issions vous dà ©sobà ©issez dà ©sobà ©irez dà ©sobà ©issiez ils dà ©sobà ©issent dà ©sobà ©iront dà ©sobà ©issaient The Present Participle of  Dà ©sobà ©ir The  present participle  of dà ©sobà ©ir  is  dà ©sobà ©issant.  This is as simple as adding -ant  to the verb stem. Not only is this a verb, but it also acts as an adjective, gerund, or noun in some circumstances. Another Common Past Tense Form   A  common form of the past tense disobeyed in French is the  passà © composà ©. To form this, begin by conjugating the  auxiliary, or helping verb  avoir, then add the  past participle  dà ©sobà ©i. As an example, I disobeyed is jai dà ©sobà ©i and we disobeyed is nous avons dà ©sobà ©i. More Simple  Dà ©sobà ©ir  Conjugations The following verb forms of  dà ©sobà ©ir  are less common, though you may run into them as you speak and read more French. While you may never use them yourself, its a good idea to be able to recognize them as a form of to disobey. The subjunctive and conditional imply some level of uncertainty or dependency to the verbs action. The passà © simple and imperfect subjunctive are primarily found in French writing. Subject Subjunctive Conditional Passà © Simple Imperfect Subjunctive je dà ©sobà ©isse dà ©sobà ©irais dà ©sobà ©is dà ©sobà ©isse tu dà ©sobà ©isses dà ©sobà ©irais dà ©sobà ©is dà ©sobà ©isses il dà ©sobà ©isse dà ©sobà ©irais dà ©sobà ©it dà ©sobà ©Ãƒ ®t nous dà ©sobà ©issions dà ©sobà ©irions dà ©sobà ©Ãƒ ®mes dà ©sobà ©issions vous dà ©sobà ©issiez dà ©sobà ©iriez dà ©sobà ©Ãƒ ®tes dà ©sobà ©issiez ils dà ©sobà ©issent dà ©sobà ©iraient dà ©sobà ©irent dà ©sobà ©issent The imperative verb form is often used for short and direct commands and requests. This is a simplified conjugation as you can skip the subject pronoun. Rather than saying tu dà ©sobà ©is,  you can use dà ©sobà ©is alone. Imperative (tu) dà ©sobà ©is (nous) dà ©sobà ©issons (vous) dà ©sobà ©issez