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Get Rid of the Performance Review
There's one certainty about performance reviews: They are a curse upon our workplaces. They allow bosses to intimidate, rather than manage. They hurt morale and prevent true teamwork. And they ensure that honest communication doesn't have a prayer in the office. But the good news is that it doesn't have to be this way. There's an alternative that has the potential for achieving all the benefits that performance reviews allegedly achieve, but never will: holding people accountable for their actions and results, giving managers and employees the kind of feedback they need for improving their skills; and giving the company more of what it needs.
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How to Interview Internal Candidates
A Talent for Talent
How to Say No at Work
Trends in Knowledge Work
Annual Performance Reviews
The Best Ways to Motivate People (and it isn't with money)
Should Performance Reviews Be Fired?
The Five Core Competencies for Developing IT Leaders
Why Your Negative Outlook is Killing Your Career
Coaching Practices and Tools
5 Signs Your IT Career is Stuck in a Rut
Want Engaged Customers? Then Engage Your Employees!
Transitioning Call Center Supervisors to Leadership Positions
The Facebook Age
Closed Loop Feedback and your Customer: What, Why and How?


Survey Finds 40% of Virtual Teams Underperform
According to a study released, 80% of corporate managers work virtually at least part of the time and 63% are members of global virtual teams. The key factors that impair productivity are: cultural differences, communication styles, time-zone differences, language and a lack of face-to-face contact, according to the Virtual Teams Survey Report 2010 -- The Challenges of Working in Virtual Teams, conducted by RW3 CultureWizard. The survey identifies three challenging areas: time zone and language difficulties, communication styles and cultural differences.

1. Time Zones and Languages: 81% indicated time zones presented the greatest general hurdle to virtual teams, followed by 64% who found language (accents and dialects) to be a barrier.

2. Communication style: 94% said the inability to read non-verbal cues is very challenging, and 90% stated the absence of face-to-face contact interfered with the ability to build a relationship (which is perceived as a challenge facing virtual teams). In addition, 81% said being virtual made it more difficult to establish trust and rapport.

3. Cultural differences: 80% said that virtual teams slowed down decision making, 77% were hampered by different leadership styles and 76% felt the method of decision-making was a challenge.

Employers Increasing Use of Social Media to Reach Employees in Challenging Times
In order to communicate messages to workers in a complex business environment, a majority of companies plan to increase their use of social media in the coming year, according to a survey by Watson Wyatt, a global consulting firm. Almost two-thirds (65 percent) of companies plan to increase their use of social media in 2010, according to the Watson Wyatt 2009/2010 Communication ROI Study, which surveyed 328 companies from various regions around the world. Overall, 78 percent of global respondents have increased their electronic communication in the last 24 months, and 55 percent have increased face-to-face communication. However, nearly half (48 percent) have decreased their print communication over the past 24 months.

While interest is growing, many employers report common hurdles to implementing social media. Among employers that did not expand their use of social media, more than one-third (36 percent) cited the lack of information technology support or inadequate technical capability. Forty percent indicate limited knowledge of the topic, and nearly half (45 percent) of companies cite the lack of staff or resources.


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Survey Results: 2011 People Issues in Customer Support

This survey examines the "people" issues that drive customer support operations: how satisfied customers are, how agents feel, how we supervise people and measure performance, and the systems we have in place to train and coach people.

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The Top 10 Service and Support Best Practices

By Peter J. McGarahan, Founder and President, McGarahan & Associates
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Flip the Funnel: How to Use Existing Customers to Gain New Ones
by Joseph Jaffe
Jan-20-2012

Managing the Millennials: Discover the Core Competencies for Managing Today's Workforce
by Chip Espinoza, Mick Ukleja, Craig Rusch
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