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Psychology of the new Working Life – Three trends

Psychology of the new Working Life - Three trends

Psychology of Millennials

The most important bonus Millennials want in their working life, according to research from Bersin by Deloitte, is not cash bonuses or greater vacation allowances, but instead, it is more relevant training and development (T&D) opportunities. 22% preferred T&D before more flexible hours (19%), cash bonuses (14%) and greater vacation allowances (8%). 66% of the Millennials also want to be creative in their workplace and 80% want appraisals on their performance from their boss. Within the field of T&D 80% of the Millennials prefer on the job experience training and development, while 36% prefer on the job mentoring in projects etc. However, formal training the company provides only attract 28% and formal training with outside provider 8%. Source: Bersin by Deloitte

Emotional Intelligence

Let your senses guide you, embrace self-awareness/adaptability, collaboration/collegiality and empathy. In other words, use your emotional intelligence (EQ), and success in your working life will come your way. These are the advice in Harvard Business Review by James Runde, the author of the book UNEQUALED. He has 40 years of experience from Morgan Stanley, today as vice chairman. He writes: “Without EQ, it’s likely that you will be your firm’s “best-kept secret” — not recognized, not appreciated, not promoted and, often, not properly compensated. Developing EQ is just as pertinent for the recent graduate who is starting out, as it is for the seasoned veteran.” EQ is the ability to monitor your own and other people’s’ emotions and let this information guide your thinking and behaviour. An ability that even more important in the 21st Century working life that rapidly getting more and more complex. It is really the foundation you should work from. Source: Harvard Business Review

Design

Design finding its way to the core of business organizations as a source of transformation. But the development does not concern aesthetics. Instead, it changes the way people work as a response to new market realities and the force of digitization. Jon Kolko, founder and director of Austin Center for Design, explains in Harvard Business Review the progressive outcome of design thinking. Empathy is one of the main driving forces of design thinking. Where the focus is set on users’ experiences, especially their emotional ones. Another is the use of a work-method with a discipline of prototyping. Where the prospects of failure are calculated in a trial and error mood. In general, design thinking transforms the organization into an interactive (both with technology and humans) and developing a flexible organizational culture. In contrast to the machine thinking principles of the Industrial Age. Source: Harvard Business Review

Written by
LarsGoran Bostrom©

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