JOB MATURITY OR JUST LONGEVITY?

Written by Rhoberta Shaler


Are there folks in your organization who believe inrepparttar 'longevity model'? Likely there are. These arerepparttar 106368 people who learned their jobs really well inrepparttar 106369 first year of employment and continue to repeat that same year over and over and over. Perfectly pleasant people performing patiently!

Not long ago, I was training inrepparttar 106370 public sector. The topic was 'Be Promotable' and, in working withrepparttar 106371 human resources folks, I asked, "What would you really like your employees to understand from this seminar?" One response was that individuals had to realize that simply repeating tasks and occupying a seat on a regular basis would only lead them torepparttar 106372 possibility of continuing to occupy that particular seat! People are not promoted for demonstratingrepparttar 106373 'longevity model'.

This is an important shift to notice inrepparttar 106374 work world of today. Whether you are a pre-boomer, a baby boomer, or a buster, a Generation X or Y, you can count on one thing. Your work ethic will not berepparttar 106375 same as folks of other ages within your organization. Your expectations will be different and your model will have been shaped by those expectations. There was a day, not too long ago, when workplace loyalty was a deciding factor. When someone demonstrated loyalty by working well forrepparttar 106376 same company for a long time, they were rewarded by promotion. In fact, they expected it. That wasrepparttar 106377 way things were done. This was not necessarily loyalty to a concept or a person, it was a generalized loyalty demonstrated by showing up, accomplishingrepparttar 106378 work and occupying that seat over a long period of time. Of course, I'm simplifying this to make my point.

These days, loyalty is more likely to be demonstrated to an idea, a concept, a product or a person than to a commitment forrepparttar 106379 long haul. Whereas once folks had one career,repparttar 106380 average these days is three careers. Current research tells us that, in order to move up in your career, you will likely change positions or companies every two to five years. Not only that,repparttar 106381 research suggests you MUST do that to progress. That is a major shift, isn't it? And, it has taken place within thirty years. Huge change in a short time inrepparttar 106382 way work is perceived.

Sorepparttar 106383 'longevity model' no longer applies to our marketplace. We needrepparttar 106384 'maturity model' which exists when employees are learning, growing AND applying new information while taking responsibility for their roles, tasks and progress. These folks understandrepparttar 106385 meaning of accountability. That's big!

Currently I am working with a department of a large public sector organization. The fundamental task I have is to shift and secure their model to one of 'maturity'. The dictionary defines 'mature' as "of or relating to a condition of full development". That's what we're after inrepparttar 106386 workplace: full development.

Opt-In Email Marketers: How to Deal With a Growth Pain of Internet Success, the Email Glut

Written by Marty Foley


There are certain Internet business problems that have a positive side: They come as a by-product of growth and success.

This article can help you cope with a very common growth pain: that of being swamped with email. Some of it junk, some of it helpful reading material, some of it important correspondence that you must reply to and/or file away for future reference.

The email glut can cost you dearly. Here's your first tip on dealing with it:

* Start with a good email program.

This is a foundation stone of efficient Internet business operations. Here are some top email programs that can help you automate much of your email operations, based onrepparttar collective opinions of many experienced cyberpreneurs:

1) Pegasus: http://www.pmail.com/

2) Eudora Pro: http://www.eudora.com/

3) MS Outlook: http://www.microsoft.com/outlook/

* Learn and userepparttar 106367 automation features of a good email program.

Allrepparttar 106368 above programs help automate various email activities to one degree or another, through features generally referred to as "filters." If you're not using an email program with automated filtering capabilities, or if you have one but aren't taking advantage of filters feature, seriously consider it.

* Arrange well-organized email folders.

If too much email sits inrepparttar 106369 "In Box" of your email program, it can get overwhelming, and it's very easy to overlookrepparttar 106370 high-priority messages. You can reduce that by using filters to move certain messages to folders specifically set aside for them.

(With Pegasus, you can also set up a series of "Quick Folder" keys, which allow you to quickly copy or move messages to certain folders with just a couple of keystrokes.)

* Periodically assess your email flow.

Subscribing to too many email lists can also contribute to your email deluge. If overwhelmed, periodically step back, assess which lists are delivering you true value - and which aren't - and unsubscribe from those that don't make repparttar 106371 grade.

To save time, you can temporarily move those you want to cancel to a folder named "To Unsubscribe," and cancel several at once.

* Reduce spam.

This well-worn topic gets old sometimes, and there aren't any miracle solutions, but here are a couple of quick tips:

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