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Welcome Your customers’ support experience is often their primary interaction with your company – so you’ve got to make each contact count. |
June 11, 2007  |
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| Google: Foreign Workers are Key to Success
The most popular sites for professional use? Tops in the survey by far was LinkedIn, a site aimed at the business professional, followed by Yahoo! 360 and MySpace, which is more often associated with a younger generation. The study revealed that employees are quickly gravitating toward But it's not all about connecting in the conventional sense. Networks are also being leveraged to raise the IQ of organizations. Over half (55%) of those using the networks do so to share best practices with colleagues, and 49% use them to get answers to issues they are currently facing. This is an area that experts think could help social networking really take off inside corporations. Of those respondents who do not currently utilize social networks, the top reason (37%) is simply that they don't know what networks to use. The majority of respondents (59%) said they would likely use social networks if they knew that such use would assist their professional development (31% say they already do), and a full 77% would welcome using them if they thought the networks could aid organizational efficiency.
Only 20% of people strongly trust the top management of their organization. 36% moderately trust their top management, while the remaining 44% range from not trusting to strongly distrusting their top management. The study further discovered that people were more trusting of their direct boss than top management. 34% of people strongly trust their direct boss. 35% moderately trust their direct boss, while the remaining 31% range from not trusting to strongly distrusting their direct boss. A big question that leaders may be tempted to ask is “does it really matter if people trust me?” The Leadership IQ study revealed that an employee’s longevity with a company directly correlates with how much they trust their management. The results of the survey show that trust significantly predicts employee loyalty. Approximately 32% of a worker’s desire to stay or go is the result of feeling or not feeling trust towards their boss. The results of this study suggest the more a worker trusts his or her direct boss, the more likely he or she will remain with an organization. Additionally, it was discerned that five particular dimensions of trust or creating trust were the best at predicting whether a worker would remain with a company. Having a boss who listens constructively to a worker’s on-the-job problems was found to be the strongest predictor of loyalty to an organization, accounting for fully 26% of their wanting to stay or go. Additionally, the perception that their boss makes good decisions and is honest with them, contributes incrementally an additional 3% and 2%. Perceiving that their boss is helping with professional growth added 1% to their decision.
But there are worrisome signs. Foremost among them is a dip in median pay for those age 25 and under -- precisely the people the industry is working so hard to attract and keep. And the mostly upbeat salary numbers come against a backdrop of slow U.S. IT job growth in recent years. The country employs 3.49 million IT pros of all types, according to the Bureau of Labor Statistics -- just 1% more people than in the heyday of 2001 and 5% more than in recession-racked 2004. So even as the salary survey paints an optimistic picture, the question is whether IT jobs will be a growth opportunity for more people or a well-paying niche for fewer, as jobs are automated or moved offshore. Life's not easy for IT pros, so don't drop your guard. Advice from last year's survey -- that U.S. business technology pros build their careers with offshore competition as their No. 1 rival -- still holds. We've created a package of how-to career advice, recognizing that at every stage tech pros must manage their careers, probably more so than most other professions given the fast-moving nature of the technology they work with and the surge of offshore competition they face. The big picture is this: After three years of nearly stagnant pay, base salaries are up. Bonuses also improved, particularly for managers. Previously, base salaries were in lockdown mode. In 2004, 2005, and 2006, the median base for staff and managers moved about 1% a year -- a net decrease considering inflation. This year, the median base pay is up 6.6% for managers and 5.7% for staffers, well above inflation. When asked how big a raise they received, managers report a 4.2% base salary increase over the previous year, and a 5% increase in total compensation, on average. Two years ago, they reported raises a full percentage point lower: 3.2% raise in base, and 3.4% in total compensation. Staffers report a 3.6% total compensation increase this year; in 2005, they got an average 2.5% raise. Bonuses continue to be an important part of total compensation. As a percentage of median income, bonuses are holding steady at 8% of pay for managers. In the boom days early in the decade, a whopping 18% of managers' pay came from bonuses. For staffers, bonuses are 5% of pay. Survey respondents are feeling more confident about their jobs, and thus have higher expectations. Job stability and security are less a concern, doing innovative work is a bigger priority, and cold cash is a bigger deal than soft benefits. More than half of managers -- 52% -- feel "strongly secure" about their jobs, up from 40% in the layoff-prone days of 2004. Just 9% feel insecure, down from 14%. As for staffers, 42% say they're strongly secure, up from 31% in 2004, while 13% feel insecure, down from 19%.
More than 300 administrative professionals and 400 HR managers took part in the study. The full survey results are reported in “Fitting In, Standing Out and Building Remarkable Work Teams, “a resource guide available from OfficeTeam. The managers surveyed cited the following soft skills as being most in demand at their companies: Organizational skills (87%); verbal communication (81%); teamwork and collaboration (78%); problem solving (60%); tact and diplomacy (59%); business writing (48%); and analytical skills (45%).
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To get a complimentary copy of the report, click here: http://www.supportindustry.com/research.htm |
| The Remote Worker's Survival Guide
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 The Deadly Sins of Employee Retention by Mark Murphy and Andrea Burgio-Murphy A Leadership IQ study found that 47% of high performers are actively seeking other jobs while an additional 44% are passively looking. Every organization wants to retain their employees, especially their best employees. But most leaders are making mistakes. The authors studied more than 100,000 leaders to identify the Deadly Sins of Employee Retention. These are the five mistakes that can destroy the retention efforts of organizations and their leaders. This book will challenge some of the most entrenched and misguided beliefs about employee retention. |
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