This quality is especially important in administrative positions, project management and other roles that require adherence to process and quality.
I always take notes, and I use a series of tools to help myself stay on top of deadlines. I find this increases efficiency and also helps the rest of the team stay on track. In my last role, I created a new filing process that increased departmental efficiency by 25 percent.
Some people are naturally outgoing, conversational and quickly find ways to feel at home in groups of complete strangers. This attribute is especially helpful for professionals in customer service and sales positions. I love meeting new people and learning about their lives and their backgrounds. I can almost always find common ground with strangers, and I like making people feel comfortable in my presence. I find this skill is especially helpful when kicking off projects with new clients. While you can teach people management skills, some people naturally take on the role of a leader in group settings.
Employers often seek natural leaders for leadership and non-leadership positions because they set a good example and can boost team morale.
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In my last two roles, I was promoted to leadership positions after less than a year with the company. A results-oriented candidate is someone who keeps the end goal in mind and knows which resources it will take to get there. Employers know when they hire someone who is results-oriented, they will do whatever it takes to get the job done. I find this pressure inspiring and a great motivator for the rest of the team. In fact, over the past year, I was able to help my team shorten our average product time to market by two weeks.
I pride myself on making sure people have the right information because it drives better results. Most business issues stem from poor communication, so I feel a responsibility to keep everyone on the same page. These skills helped increase my personal client retention rate by more than 40 percent in a year and helped the team deliver percent of our projects by the original deadline. Hayek did understand that his model of making the market so foundational would require a specific kind of person, a new kind of person. But he never developed an effective model for making complicated decisions such as deciding whom to hire for a job opening, or how to fashion a career over a lifetime.
Others, the Nobel Prize-winner Gary Becker for example, who coined the idea of human capital, had to come up with concrete models for how people should, in market terms, understand everyday interactions. Inspired by Becker in adopting the market idiom, business writers began to talk about how people need to think about investing in themselves, and viewing themselves as an asset whose value only the market could effectively determine. Over time, a whole body of literature emerged advocating that people should view themselves as a business — a bundle of skills, assets, qualities, experiences and relationships to be managed and continually enhanced.
T he change that saw business writers, career counsellors and others adopting the view that individual employees, or potential employees, should think of themselves as businesses occurred at the same time that the way the value of a company was assessed also changed. Not so long ago, business people thought that companies provided a wide variety of benefits to a large number of constituents — to upper management, to employees, to the local community, as well as to shareholders. Many of these benefits were long-term.
Quarterly earnings reports and stock prices became even more important, the sole measures of success. How companies treated employees changed, and has not changed back. A recent illustration of the ethos came when American Airlines, having decided that its current levels of compensation were not competitive, announced an increase to its staff salaries.
The company was, in fact, funnelling money to workers instead of to its shareholders. In general, to keep stock prices high, companies not only have to pay their employees as little as possible, they must also have as temporary a workforce as their particular business can allow.
Payment and Promotion Discrimination of Female Employment
The more expendable the workforce, the easier it is to expand and contract in response to short-term demands. These are market and shareholder metrics. Their dominance diminished commitment to employees, and all other commitments but to shareholders, as much as the particular industry requirements of production allow.
With companies so organised, the idea of loyalty receded. Companies now needed to free themselves as much as possible of long-term obligations, such as pensions and other worker incentives. Employees who work long, and in many cases, intense hours to finish short-term projects, became more valuable. While companies rarely say so explicitly, in practice they often want employees who can be let go easily and with little fuss, employees who do not expect long-term commitments from their employer.
But, like employment, loyalty is a two-way street — making jobs short-term, commitment-free enterprises leads to workers who view temporary work contracts as also desirable. You start hiring job-quitters. Good jobs were ones with a good salary, benefits, etc.
Essay on Promotion of Employees | Public Administration
The CEO of Me, Inc is a job-quitter for a good reason — the business world has come to agree with Hayek that market value is the best measure of value. As a consequence, a career means a string of jobs at different companies. So workers respond in kind, thinking about how to shape their career in a world where you can expect so little from employers. In a society where market rules rule, the only way for an employee to know her value is to look for another job and, if she finds one, usually to quit. If you are a white-collar worker, it is simply rational to view yourself first and foremost as a job quitter — someone who takes a job for a certain amount of time when the best outcome is that you quit for another job and the worst is that you get laid off.
So how does work change when everyone is trying to become a quitter? First of all, in the society of perpetual job searches, different criteria make a job good or not.
Good jobs used to be ones with a good salary, benefits, location, hours, boss, co-workers, and a clear path towards promotion. Now, a good job is one that prepares you for your next job, almost always with another company. Your job might be a space to learn skills that you can use in the future. Or, it might be a job with a company that has a good-enough reputation that other companies are keen to hire away its employees. In short, a job becomes a good job if it will lead to another job, likely with another company or organisation.
You start choosing a job for how good it will be for you to quit it. I n significant ways, the calculus of quitting changes workplace dynamics. Being a good manager now means helping those whom you manage acquire the skills that will help them to leave for a better job at another company. Good managers know this. I observed a Berkeley continuing education workshop for new managers, and one speaker described her strategies for behaving well to her team.
She explained that she did this from the outset by clarifying what she understood their implicit business contract to be. And one day, you are going to leave this job, right, our careers are long, and we will have many jobs along the way. When you want to leave this job, I hope to be here to help you move on to this next job. The calculus of quitting also changes what it means to have a good division of labour at work. If your goal is to get a job somewhere else, not all work projects are equally valuable. Workers must jockey for the tasks and projects that might lead to a job elsewhere.
They must try to avoid tasks that, either due to intellectual property issues or for other reasons, are too company-specific. Linus Huang, a sociologist at Berkeley, saw this happening in the Silicon Valley startup where he was working when Java was first becoming a popular programming language. Employees wanted to have practice with Java, however, because Java would make them more marketable in the future.
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Workers began to evaluate projects in terms of whether they would improve their Java skills. They had no trouble, on the other hand, finding people to work on the few Java projects. When you work a job that presumes you will quit before too long, the tasks that are good for the company might not be good for you.
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The calculus of quitting also changes the nature of being co-workers, and not just because they are jockeying over who does which tasks in a new way. While you might always have wanted to get along with your co-workers, the quitting economy introduced a new instrumental reason why collegiality is especially important. Workers who used to get ahead by impressing their managers by being steady, self-effacing and conscientious no longer have the time to establish the appreciative audience they used to within a company. As a result, these types of workers might no longer be steadily promoted.
If their co-workers appreciate them, however, then they might, when it comes time for them to look for their next job, have supporters at other companies. After all, everyone works in the quitting economy, and everyone knows it, creating a different incentive for people to get along with their co-workers. Today, when every job opening has too many applicants, having an insider in the company who can be an ally can make all the difference.
The environment of the quitting economy also brings about a change in the emotional life of the worker and workplace. When you start imagining yourself as always on the verge of quitting, the emotions you feel for your work change.
When companies decided to do away with company loyalty, businesses had to find a new way to help workers foster an emotional connection to work. In the US especially, there is a strong cultural consensus that people should feel passion for their work, and work hard. One hiring manager explained to me that he always chose people who seemed passionate about their work over someone who seemed to have the most experience.
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