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On-demand contact center solutions now offer clear advantages over traditional on-premise applications. But several commonly held myths about superiority of on-premise technology prevent businesses from leveraging on-demand contact centers. The Six Myths of On-Demand Contact Centers white paper refutes the most common misconceptions that surround on-demand contact center technology. Dowload this free white paper now! Learn how on-demand technology helps you keep your costs low while providing superior functionality than on-premise solutions.
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April 30, 2007  |
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| SAP and Adobe Join Forces for Virtual Learning
According to the survey, 91 percent of all employed adults agreed that workers are more likely to behave ethically at work when they have a good work-life balance. A combined 44 percent of workers cite high levels of stress (28 percent), long hours (25 percent) and inflexible schedule (13 percent) as the causes of conflict between their work responsibilities and personal priorities, hence contributors to work-life imbalance. Sixty percent of employed adults surveyed think that job dissatisfaction is a leading reason why people make unethical decisions at work, and more than half of workers (55 percent) ranked a flexible work schedule among the top three factors leading to job satisfaction, second only to compensation (63 percent). The survey also reveals the important impact management and supervisors have in promoting ethical workplace behaviors. Employed adults ranked the behavior of management (42 percent) and direct supervisors (36 percent) as the top two factors contributing to the promotion of an ethical workplace. Interestingly, the survey showed that reinforcement of criminal penalties and ethics training may do little to deter unethical behavior at work. An underwhelming 10 percent of employed adults ranked criminal penalties for violation of Code of Conduct among the top three factors that help foster an ethical workplace environment, while only 16 percent ranked ethics training as a factor that has a positive influence on promoting ethical behavior.
This brief examines the often overlooked threats from within. Media attention has focused primarily on external threats with federal government and industry reports revealing alarming hacking and identity theft statistics. However, threats from within both public and private sector organizations may be even more prevalent than external threats and can have equally if not more serious consequences. This brief discusses five significant insider threats and provides insight on ways to prevent, detect and respond to them. The threats are: Malicious employees; inattentive, complacent or untrained employees; contractors and outsource services; insufficient IT security compliance, oversight, authority and training; and pervasive computing.
Survey findings demonstrate that seekers are confident as well -- 89 percent of prospective graduates expect to receive at least one job offer by graduation, while 74 percent expect two or more offers, a 10 percent increase over 2006. However, despite strong demand for graduates, seekers shouldn’t feel too entitled in their job search:
Upon graduation, 48 percent of prospective graduates plan to “boomerang” and spend at least some time living at home, the same percentage as last year. Of this group, 22 percent expect to live at home for longer than six months. The remaining 26 percent, those who anticipate moving out quickly, may stay longer than expected – 42 percent of 2006 graduates say they are still living with their parents. Employers and graduates both perceive relevant work experience and personal characteristics, such as interviewing skills, as the most important factor in hiring recent college graduates. Both groups also consider a candidate’s GPA least significant. Recognizing the fact that employers value relevant work experience more than a perfect 4.0 GPA, 78 percent of prospective graduates plan to complete one or more internship during their college career. Moreover, employers cite lack of professionalism, such as tardiness or not sending a thank-you note, as the biggest mistake a prospect can make in an interview. Thirty-five percent of last year’s graduates say they do not send thank-you notes after interviews – a simple act that, according to employers, can go a long way. Of those surveyed, one-in-five employers check candidates’ personal online profiles during the recruitment process. While 59 percent of 2006 graduates maintain an online profile, only 40 percent will modify the information when searching for a job, suggesting that entry-level seekers should realize the need to not only maintain their resume, but their overall online presence. http://monster.com
Of the 71% that were paid, over half brought in at least $11.00 an hour. A paid intern shared that they “love the intern treatment because as much as you are trying to impress employers, they are trying to sell their company to you as well.” Perks for some internships included tickets to sporting events, weekend trips, health club memberships and moving stipends. One internship included a “rafting trip with all the interns and bosses.” Interest in internships remain strong this year: 61% of respondents have already lined them up for the summer, consistent with last year’s 62%. The number of completed internships is also strong, with 74% completing at least one by graduation (includes summer internships after graduation). A student seeking an internship revealed, “It's hard to find an internship as most have limited number of positions and the competition is great.” Respondents have completed internships in finance (30%), media and entertainment (8%) and non-profit (8%), science and technology (9%) and others. http://www.vault.com
According to a survey from TheLadders.com the “glass ceiling” is still a major factor for female executives. When asked whether men and women were paid the same for similar positions, a 71.5% majority said, “no.” Likewise, 66.3% of executives surveyed said that women do not have as many opportunities as men to become company CEOs. Meanwhile, 54.1% of the survey respondents -- representing both sexes -- said that men and women are equally adept at managing employees. Despite the obstacles many working women still face, few have a desire to trade in their suits for an apron. When asked whether they would continue to work after having children, 47% said they would continue to work, but at a reduced load, even if money were no object. Twenty-seven percent said they would continue to work at full-time status. This high prevalence of working moms is set against a stark backdrop of 55% of executives who said that employees with young children are more likely to experience workplace discrimination. As for family-friendly office environments, 63% of executives responding to the survey said that their workplace offers no assistance in the form of day care, on-site nursing facilities or time-off children’s school activities. In one particularly disturbing stat, 51.2% of executives responding to the survey said they have experienced some form of sexual harassment. Twenty-six percent said that they hadn’t personally but knew of someone who had experienced harassment.
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Companies are seeking more ways to save money and resources. NTR's remote support product called NTRsupport can help solve both. NTRsupport is currently used by thousands of businesses around the globe to access and support attended and unattended PCs/Macs, increase first call resolution rates, reduce costs and improve customer service. NTRsupport allows you to support and collaborate with customers using voice, chat, desktop sharing, bi-directional file transfer, reboot/reconnect and remote access and control. It's as if you were standing right next to the customer. |
| Managing Emotions in the Workplace
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 How to Recognize & Reward Employees: 150 Ways to Inspire Peak Performance by Donna Deeprose It's not just the money or benefits you offer that recruit, retain, and inspire talented employees. It's the total rewards package. Now in a completely revised second edition, How to Recognize & Reward Employees gives you exciting and practical ways to get the most from your people. Updated and expanded, this edition features all new examples, as well as exercises, case studies, self-tests, lists, and worksheets to help you implement simple and effective rewards programs. More books can be found in the RecognizeServiceExcellence.com Required Reading section: http://www.recognizeserviceexcellence.com/ |
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The CRM Solution Center provides you unlimited access to white papers, case studies, detailed product information and more. Registration is quick and easy -- in 30 seconds or less, you will be on your way to accessing this valuable resource Click here to start searching! White Paper: The Role of Web-Based Self-Service in the Support Organization Read the full white paper: |
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