Showing posts with label work. Show all posts
Showing posts with label work. Show all posts

Friday, July 15, 2011

NEW REPORT, Students, Technology, College, Work Life



14 Jul 2011 19:07 Africa/Lagos


NEW REPORT: 43% of Students Feel Unprepared to Use Technology in College and Work Life

PR Newswire

QUINCY, Mass., July 14, 2011

Research states technology can support student-centered learning if part of larger, integrated plan

QUINCY, Mass., July 14, 2011 /PRNewswire-USNewswire/ -- In an effort to prepare all of New England's learners with the skills and knowledge they need for full participation in postsecondary education, work and life, the Nellie Mae Education Foundation (NMEF) promotes the integration of student-centered learning at the high school level across New England.

As part of this work, NMEF has released a new report, Integrating Technology with Student-Centered Learning. The report was prepared by Education Development Center, Inc. (EDC) for NMEF's Research and Development Initiative and examines current literature in order to better understand how technology might be used to personalize learning for students. The report examines the integration of computer- and web-based tools, applications, and games, as well as video and technology associated with mechanical and electrical engineering.

According to the report, which was prepared by EDC's Babette Moeller and Tim Reitzes , 43 percent of high school students feel unprepared to use technology as they look ahead to college and work; only 8 percent of teachers fully integrate technology in the classroom; and many teachers lack confidence in their own technology-related skills.

"Teachers and students often utilize technology and social networking in their everyday lives," said Beth M. Miller, Ph.D., Director of Research and Evaluation for NMEF. "However, in the past, technology has not always improved achievement. As this report makes clear, we are truly at a crossroads in the potential for technology to enhance student-centered teaching and learning."

The report points to evidence that technology has the potential to help expand education beyond traditional boundaries and support key practices of student-centered learning.

According to the report, technology holds the potential to:

* Help diagnose and address individual needs. Technology can help establish a clear baseline from which teachers can then serve as coaches and advisors, steering students to the right mix of resources and projects that meet specific academic requirements.
* Equip students with skills essential for work and life in a 21st century global society. Technology can enhance the knowledge and skills valued by employers and not typically measured in achievement tests, including: problem solving; creativity; collaboration; data management and communication.
* Provide an active experience for students. Technology can equip students to independently organize their learning process. At the same time, technology transfers some responsibility for learning to students. Through online learning and digital games, students have the ability to direct their own progress.


The report provides portraits of student-centered models where technology has been successfully integrated, such as High Tech High, a network of K-12 charter schools in the San Diego area that utilize technology to document and assess student learning through digital portfolios; and Quest to Learn, a New York public school that uses a video game-based curriculum.

The report also mentions that technology can:

* Provide an invaluable way to deliver more student- centered/personalized learning in a cost-effective way.
* Enhance academic achievement, civic engagement, acquisition of leadership skills, and personal/social development.


"Our review of the research found evidence that technology alone will not enhance learning nor will it change traditional learning environments into more relevant, innovative ones," said EDC's Babette Moeller, co-author of the report. "But we did find that technology can be used effectively to personalize the learning experience when it is part of a larger student-centered learning plan and when teachers are involved in helping them make the most of it."

The report also points out that there has been relatively little research studying the effects of similar technology across different subgroups. The authors point out that such research would be necessary before specific technology could be recommended to close academic achievement gaps between populations.

Download Integr a ting Technology with Student-Centered Learning .

About the Nellie Mae Education Foundation
The Nellie Mae Education Foundation is the largest charitable organization in New England that focuses exclusively on education. The Foundation supports the promotion and integration of student-centered approaches to learning at the middle and high school levels across New England. To elevate student-centered approaches, the Foundation utilizes a three-part strategy that focuses on: developing and enhancing models of practice; reshaping education policies; and increasing public understanding and demand for high quality educational experiences. The Foundation's new initiative areas are: District Level Systems Change; State Level Systems Change; Research and Development; and Public Understanding. Since 1998, the Foundation has distributed over $123 million in grants. For more information, visit www.nmefdn.org.

About Education Development Center, Inc.
Education Development Center, Inc. (EDC), is a global nonprofit organization that addresses some of the world's most urgent challenges in education, health, and economic development. EDC manages 350 projects in 35 countries. Visit www.edc.org.

Contact: Nick Lorenzen
Nellie Mae Education Foundation
781-348-4239, nlorenzen@nmefdn.org

SOURCE Nellie Mae Education Foundation

Web Site: http://www.nmefdn.org

Top Reports of Today



Thursday, July 14, 2011

Don't Let This Happen to You at Job Interviews



Don't Let This Happen to You: Robert Half Reveals Real-Life Examples of Interviews Gone Awry; Launches New Video Series


Brett Good,Sr. District President at Robert Half International, Inc.

MENLO PARK, CA (July 14, 2011) /PRNewswire/ — There are many ways to stand out in a job interview, but bringing an exotic bird instead of a briefcase to the meeting probably isn’t the best option. Robert Half, the world’s first and largest specialized staffing firm, frequently conducts surveys of hiring managers and workers, asking them to recount the biggest interview blunders they’ve witnessed or heard of. The following examples represent the most memorable mistakes collected from these polls over the years:

* “A job applicant came in for an interview with a cockatoo on his shoulder.”
* “The candidate sent his sister to interview in his place.”
* “One candidate sang all of her responses to interview questions.”
* “When asked by the hiring manager if he had any questions for him, the candidate replied by telling a knock-knock joke.”
* “One candidate handcuffed himself to the desk during the interview.”

The surveys were developed by Robert Half and conducted by an independent research firm. They include responses from senior executives, human resources managers, and employed professionals in the United States and Canada who were interviewed over the years, starting in 2002.



Although these blunders are extreme, even small mistakes during the job interview can cause professionals to miss out on opportunities. To help applicants put their best foot forward, Robert Half recently launched a series of light-hearted videos depicting interviews that have gone awry. The videos, along with tips for avoiding common blunders, can be found at www.roberthalf.com/dont-let-this-happen-to-you.



“For most job candidates, an interview mistake is subtle -- for example, they may appear unenthusiastic or too nervous to let their personalities shine through,” explained Brett Good, a senior district president for Robert Half. “Job seekers should remember hiring managers aren’t just assessing their qualifications but also looking for signs of outstanding people skills and good judgment.”

People skills -- or lack thereof -- got the following job seekers into trouble:

* “When asked by the hiring manager why she was leaving her current job, the applicant said, ‘My manager is a jerk. All managers are jerks.’”
* “I interviewed someone who had a jawbreaker in her mouth during the entire interview.”

Putting the cart before the horse by issuing demands about salary, benefits or perks is an unwise move. These applicants should have focused on the employer’s needs:

* “One individual said we had nice benefits, which was good because he was going to need to take a lot of leave in the next year.”
* “The applicant told me he really was not interested in the position, but he liked that we allowed for a lot of time off.”

Hiring managers appreciate authenticity, but common sense should prevail. These job hopefuls were a bit too candid:

* “An individual applied for a customer service job, and when asked what he might not like about the job, he said, ‘dealing with people.’”
* “One prospect told me all of the reasons he shouldn’t be hired.”
* “The candidate said she would really prefer a job offer from our competitor.”

If nothing else, employers expect interviewees to dress professionally. While the right attire alone won’t seal the deal, the wrong outfit can sink your chances. Here are a few examples of what not to wear:

* “An applicant wore the uniform from his former employer.”
* “The candidate arrived in a cat suit.”
* “A person came to the interview in pajamas with slippers.”

Finally, exhibiting dishonesty is the ultimate interview error:

* “After being complimented on his choice of college and the GPA he achieved, the candidate replied, ‘I’m glad that got your attention. I didn’t really go there.’”

Robert Half offers advice on avoiding four common interview mistakes:

1. Going on and on and on -- While you certainly don’t want to give a series of one-word responses, be careful not to ramble. Be thorough, yet succinct. Don’t over-answer or attempt to fill dead air between questions.
2. Poor ‘posturing’ -- It’s not just what you say but how you say it. Slouching, constantly shifting in your chair, crossing your arms or wearing a tense expression can signal nervousness or disinterest.
3. Ranting and raving -- It’s important to be tactful and diplomatic. Criticizing former employers only makes you look bad. Even a mildly sarcastic quip can raise red flags. When in doubt, take the high road.
4. Throwing in the towel -- Don’t act dejected if you feel the interview is going poorly. If you fumble a response, maintain your composure and move on. Showing that you can swiftly recover after a setback might actually work in your favor.

About Robert Half International

Founded in 1948, Robert Half is the world’s first and largest specialized staffing firm, with more than 350 offices worldwide. The company’s professional staffing divisions include Accountemps®, Robert Half® Finance & Accounting and Robert Half® Management Resources, for temporary, full-time and senior-level project professionals, respectively, in the fields of accounting and finance; OfficeTeam®, for highly skilled office and administrative support professionals; Robert Half® Technology, for project and full-time technology professionals; Robert Half® Legal, for project and full-time staffing of lawyers, paralegals and legal support personnel; and The Creative Group®, for interactive, design and marketing professionals. For more information about the specialized staffing and recruitment divisions of Robert Half, visit roberthalf.com and follow us on Twitter at twitter.com/roberthalf.

National media contact:
Julie Sims
650-234-6104
julie.sims@rhi.com


Saturday, January 29, 2011

Google makes Top 10 Places to work in the world


Happy Google staff in Africa

The world's leader in online search and major stakeholder in online solutions and other gadgets Google makes Top 10 of the best places to work in the world according FORTUNE.

And the winners are...

Fat paychecks, sweet perks, fun colleagues, and over 150,000 jobs ready to be filled -- these employers offer dream workplaces. Meet this year's top 100, network with the winners on LinkedIn, and more. More

SAS
Boston Consulting Group
Wegmans Food Markets
Google
NetApp

See the top 100

Zappos.com

Camden Property Trust

Nugget Market

REI

Dreamworks


Wednesday, February 17, 2010

More Than Four-in-Ten Workers Over the Age of 35 Currently Work for a Younger Boss, Finds New CareerBuilder Survey

17 Feb 2010 13:00 Africa/Lagos


More Than Four-in-Ten Workers Over the Age of 35 Currently Work for a Younger Boss, Finds New CareerBuilder Survey

CHICAGO, Feb. 17 /PRNewswire/ -- As generations continue to mix in the workplace, many older workers are reporting to younger bosses. A new CareerBuilder survey finds that 43 percent of workers ages 35 and older said they currently work for someone younger than them. Breaking down age groups, more than half (53 percent) of workers ages 45 and up said they have a boss younger than them, followed by 69 percent of workers ages 55 and up. This survey was conducted from November 5 and November 23, 2009, among more than 5,200 workers.


Occasionally, the younger boss, older worker situation can create challenges. Sixteen percent of workers ages 25-34 said they find it difficult to take direction from a boss younger than them, while 13 percent of workers ages 35-44 said the same. Only 7 percent of workers ages 45-54 and 5 percent of workers ages 55 and up indicated they had difficulty taking direction from a younger boss.


Workers reported that there are a variety of reasons why working for someone younger than them can be a challenge, including:


-- They act like they know more than me when they don't
-- They act like they're entitled and didn't earn their position
-- They micromanage
-- They play favorites with younger workers
-- They don't give me enough direction



"As companies emerge from this recession, it is important for employees to work together and move the business forward, regardless of their age," said Rosemary Haefner, vice president of human resources at CareerBuilder. "With so many different age groups present, challenges can arise. Younger and older workers both need to recognize the value that each group brings to the table. By looking past their differences and focusing on their strengths, workers of any age can mutually benefit from those around them, creating a more cohesive workplace."


PrimeCB.com, CareerBuilder's job site for mature workers, offers the following tips for bridging generational differences at work:


-- Understand others' point of view: Different generations tend to have
differing opinions on a variety of topics, from management style to
pop culture. Put yourself in others' shoes to better understand where
they're coming from.
-- Adapt your communication: Younger workers tend to favor communicating
frequently using technology, such as e-mail and instant messenger.
Older workers may prefer more face-to-face contact. Both parties
should take this and other communication differences into
consideration when interacting.
-- Keep an open mind: Try not to make assumptions about those who are of
a different age group than you. All workers have different skill sets
and strengths, so see what you can learn from others rather than
making judgments based on their age.


Survey Methodology

This survey was conducted online within the U.S. by Harris Interactive© on behalf of CareerBuilder.com among 5,231 employees (employed full-time; not self-employed; non-government) ages 18 and over between November 5 and November 23, 2009 (percentages for some questions are based on a subset of U.S. employees, based on their responses to certain questions). With a pure probability sample of 5,231 one could say with a 95 percent probability that the overall results have a sampling error of +/- 1.35 percentage points, respectively. Sampling error for data from sub-samples is higher and varies.


About CareerBuilder®


CareerBuilder is the global leader in human capital solutions, helping companies target and attract their most important asset - their people. Its online career site, CareerBuilder.com®, is the largest in the United States with more than 23 million unique visitors, 1 million jobs and 32 million resumes. CareerBuilder works with the world's top employers, providing resources for everything from employment branding and data analysis. More than 9,000 websites, including 140 newspapers and broadband portals such as MSN and AOL, feature CareerBuilder's proprietary job search technology on their career sites. Owned by Gannett Co., Inc. (NYSE:GCI) , Tribune Company, The McClatchy Company (NYSE:MNI) and Microsoft Corp. (NASDAQ:MSFT) , CareerBuilder and its subsidiaries operate in the United States, Europe, Canada and Asia. For more information, visit www.careerbuilder.com.


Media Contact:
CareerBuilder
Allison Nawoj
773-527-2437
allison.nawoj@careerbuilder.com
http://www.twitter.com/CareerBuilderPR


Source: CareerBuilder

CONTACT: Allison Nawoj of CareerBuilder, +1-773-527-2437,
allison.nawoj@careerbuilder.com


Web Site: CareerBuilder


Tuesday, December 1, 2009

Highly Skilled Spouses Want To Work During Assignments Abroad

Highly skilled spouses want to work during assignments abroad

Global survey sharpens focus on partner employment needs

THE HAGUE, The Netherlands, November 30 /PRNewswire/ — A lack of spouse employment opportunities adversely affects global mobility of highly skilled international staff.

This is the key finding of a survey of 3300 expatriate partners of highly skilled staff on foreign postings with 200 companies, embassies and international organisations.

Permits Foundation, which conducted the survey among partners of 120 nationalities in as many host countries, says that granting work permits for partners can create a "triple win" for employers, families and host countries.

Almost 60 per cent of partners said that they would be unlikely to relocate in future to a country where it is difficult to get a work permit. By contrast, countries that enable partners to work were attractive destinations for 96% of respondents.

Permits Foundation advocates improvement of work permit regulations for partners of expatriate employees worldwide. It wants legally resident partners to have an open permission to work during an assignment. The foundation has set up employer networks in India, Indonesia, Japan, Malaysia and Russia to progress discussions in these countries.

"This new evidence sends an important signal to governments that want to attract top international talent", says Gill Gordon, Director of Executive Compensation for Schlumberger. "Partners are also highly educated, with diverse professional backgrounds. If permitted to work, they too contribute to the local economy."

The survey also provides insight into partner aspirations and the positive effects of having a job. Almost 90% of partners in the survey were employed before expatriation. This figure fell to 35% during the posting. Three quarters of those who were not working want to work. This is particularly so among the younger age groups, men, graduates and unmarried partners. Most partners who work said that this had a positive impact on adjustment to the host location and willingness to complete the assignment.

"This is the first large-scale survey to look at employment and work permit issues from the partner perspective." said Siobhan Cummins, Managing Director of ORC's Operations in Europe, Middle East and Africa. "Acknowledging partner employment needs will enhance international mobility. The survey is a welcome addition to resources that employers can consult when developing policies to support dual career couples."

More information: http://permitsfoundation.com/docs/permits_survey_summary.pdf and http://www.permitsfoundation.com/docs/permits_survey_final_report.pdf.

Press Contact:
Permits Foundation
P.O. Box 162
2501 AN The Hague
The Netherlands


Mrs. Kathleen van der Wilk-Carlton
Board Member Permits Foundation
Tel: +31 (0) 70 319 19 30


Mrs. Françoise van Roosmalen
Co-ordinator Permits Foundation
Tel: +31 (0) 70 331 84 66


PermitsFoundation@shell.com


www.permitsfoundation.com