Day: March 21, 2020

PREPARE FOR TALENT CURVEBALLS WITH CROSS-TRAINING

The biggest reason we hire people is because they have skill sets that meet our current needs. But business needs change and, perhaps more frequently, employees’ lives change: people have babies, get married, move on to new opportunities.
It may look like you have every skill your department needs on paper, but when you face these changes, you’ll need people to do tasks and projects they weren’t hired to do. This is not an “if” situation; this is a “when” — so, what can your organization do to handle these inevitable moments with ease?
One of the best ways to prepare for talent gaps is to offer training opportunities across departments. While cross-training, or employee rotation, is often recommended as a retention strategy, it’s also a great succession planning strategy. By arming employees with a variety of skills, you simultaneously arm your company to handle the talent curveballs thrown your way. Here, five tips for setting up effective employee rotation:

1) Realize Limitations

It might seem like a good idea to teach your accounts payable clerk how to do the tasks of your chief scientist, but unless your training program allows employees time to gain a Ph.D. in chemistry, you’re going to have to teach people somewhat familiar skill sets. It’s much easier on you and the accounts payable clerk if you keep cross-training relevant to their current strengths.
Of course, you should also remain open to employees’ interests when it comes to cross-training: Your junior accountant might actually make a great sales associate.

2) Make Time for Cross-Training

If you never give your employees time to train and learn, then cross-training is a moot point. Rotational opportunities should be a priority for everyone, which means managers need to be flexible if their employee is doing a rotation or if someone new comes to their department for cross-training. To integrate cross-training into your company culture, consider making it part of every department’s and employee’s performance goals.

3) Identify Key Tasks

Everyone has responsibilities that aren’t time critical. Of course, everything needs to get done, but not everything has to get done every day — and different types of work require different types of time management. When you plan for cross-training, make sure that employees are not only training their team members about general tasks, but also sharing time management tips for those tasks.

4) Plan for Key Tasks

After identifying key tasks and priorities for each position, identify who can do the tasks if the main employee is out. You may think this is impossible — who else can handle critical legal documents if you only have one attorney? If you don’t have another employee who’s interested in learning about business law, consider building a relationship with a law firm as a backup. Will this cost you? Yes. But will it be better (and cheaper) than dealing with panic if your in-house attorney suddenly quits? Yes.
This certainly creates a little extra work, but it also plays into the succession planning you should already be doing in HR. If your IT manager’s appendix bursts and no one else can restart the server, you don’t want to say, “Gee, we probably should have cross-trained someone to do this critical task. Instead, we have to wait for the anesthesia to wear off.”

5) Keep an Eye Out for Surprises

You may find out that your HR manager has a special knack for payroll, or that your payroll manager is fantastic at screening candidates when she cross-trains with your recruiter. Nobody should feel that their job is in jeopardy when you cross-train, but you may find out that certain people have talents and interests they didn’t know they had. Keep that in mind for succession planning.
It may be impossible to have every task and department perfectly covered, but as you begin this process, you’ll develop a business that can handle the unexpected. And that’s well worth the effort.

Online vs. Campus Classes – What is the Right Choice?

Deciding whether or not to pursue your degree online or on campus can be a tough choice. Both online and campus-based classes offer a number of significant benefits to students. Some students are served best by the flexibility and convenience of online courses while others need to be in the classroom to truly succeed.
As you make your decision between attending classes online or on campus with Bryant & Stratton College, consider this questions before making your final choice.
  1. What is my ultimate academic goal? If your major area of interest lies in business administration, IT, or the administrative and managerial-oriented aspects of health services, an online program can be an efficient way to go at your own pace. You can take classes around your work/life schedule and get the theoretical and book-based learning you need for those fields. However, there are careers in which face-to-face, guided instruction and/or hands-on practice with supervision are required. In these cases a campus program, or a program that integrates both campus-based and online classes, is your best option.
  2. What kind of person/learner am I? Are you self-motivated? Do you find you are adept at creating step-by-step plans to achieve your goals? Or are you an extroverted learner who needs to be physically present with others in order to feed off their energy and enthusiasm to fuel your learning process? Make a list of your learning characteristics and your choice will become more clear. The best online students are those who are disciplined enough to make the time to do their work, rather than needing a specifically scheduled time or place where they must be physically present on a regular basis. An online school is also advantageous for those who struggle to sit in one place for extended periods of time because you have the freedom of timing, space, and movement as you learn.
  3. What is my financial situation? If you will have to work part- or full-time in order to maintain your life while you attend school, online classes are the answer to your conundrum. You can create a personalized academic schedule that works around your professional time clock. Saving money on gas, wear-and-tear on your car, and/or transportation fees is a big advantage in online learning. Also, government financial aid and loans can usually be applied to accredited online schools.
  4. Do I live near a reputable college campus? Moving away from home to attend a college campus that offers the program you want is not always possible. An online school can be attended from literally anywhere on the planet with computer and internet access. Geographic limitations are nonexistent with online classes. Online schools have made continued education available to millions of people who live in rural environments, economically depressed areas, or far from the academic program of their choice.
If you are still not sure as to which type of college would be best for you, contact the admissions counselors at Bryant & Stratton to discuss your concerns. We are an accredited online school, offering a wide range of certification and degree programs. Our admissions counselors want students to be successful and will provide professional input as to the best learning environment for you.

FROM THE EMPLOYEE MOTIVATION DESK: WHAT MOTIVATES YOU (MIGHT NOT MOTIVATE ME)

Like many of you, I spend a lot of my time thinking about workplace motivation.  This is the first in a series of posts on how we can better understand workplace motivation.
Motivating employees and organizations makes up a large part of talent management.  People use the word motivation (like, “I’m not motivated today…”), but many people in organizations don’t specifically understand what motivation is. If you ask a number of people, in a variety of different professions, from different cultures and different generations, you are quite possibly going to be greeted with a host of different definitions: money, happiness, attention from the opposite sex, peace.
Since there are so many different understandings of motivation, perhaps it is best to start by defining what motivation is not.
  • It isn’t simple and it isn’t impersonal.
  • It isn’t random.
  • It isn’t something managers should dismiss or take for granted.
The initial intent of this post was a “Top 5 Things” about workplace motivation so I started writing a list of motivational factors and stopped at sixteen and realized that was the wrong tack. So, I did what Gen X’r would do: a google search. That returned 29.5 million results in less than .4 seconds. It isn’t that complicated…or is it?
So, how does one start to discuss workplace motivation?

Seeking Pleasure or Avoiding Pain?

Sometime around 350 B.C., Aristotle started the conversation about workplace motivation when he wrote “the aim of the wise is not to secure pleasure, but to avoid pain.” Sitting right there in those words lay the majority of the thinking around motivation at work. It is this sentence that drives us to crave deep details about the why we work or don’t work.
If you ask people what they love about work you will often hear about things that are more emotionally positive (i.e. salary, benefits, co-workers, managers). When you ask people what they dislike about work, you will hear about painful factors at work (i.e. salary, benefits, co-workers, managers). As a fairly observant reader, you will notice the lists are often eerily similar- but it is where they diverge that creates the interest. No doubt you know people that could change jobs and get more money and better benefits. Similarly, you know people that tolerate horrible bosses and distrustful co-workers because they get a “sweet deal.”

Motivation is Personal (And Isn’t Just About Money)

So, where does that leave us? Simple – there is no one simple way to understand motivation. Motivation is personal; it is about working with and for people you trust and respect. But it is also about synergy. It is about working in an environment that accounts for physical satisfaction, social needs and emotional desires. It is about every manager adopting the mantra of “always be developing.”
A manager has a direct and profound influence over workplace pleasure and workplace pain. Management and motivation focus on continually striving toward meeting the physical, social and emotional needs of the employees. Impactful management goes beyond having a menu of benefits and trips and perks and remembers that while productivity and execution often result in financial compensation, retention and workplace motivation is driven by working in a climate where people are happy, being developed and being invested in.
So, for the sake of simplification, here are five points to consider about workplace motivation:
  1. If you are the boss, the environment you intentionally (and unintentionally) create drives motivation.
  2. Motivating employees isn’t just carrots and sticks – not just about huge compensation packages but about the whole package – workplace satisfaction.
  3. People aren’t motivated by the same things (just like you can’t build a house with only one tool).
  4. Having a cool office with tons of perks is great, but interpersonal relationships by the people in charge are essential.
  5.  
Motivation is personal. The fifth one is blank for you to personalize.
If you have thoughts on workplace motivation – what works, what doesn’t, and what’s at the core of this discussion in the first place – please leave a comment below.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

5 Questions to Ask Your Professor in an Online Class

If you are registered for an online course this semester, you may still be acclimating to a learning experience that is much different from a traditional, in-person class. Perhaps the largest difference is that you likely have not met your professor in person, and the vast majority of your interaction throughout the semester will be solely online. Just because you are not meeting with your professor face-to-face on a frequent basis, however, does not mean that you cannot ask him or her questions. Here are five important questions that every student in an online course should ask his or her professor:
  1. Why did you choose this specialty?
If you have not yet done so, you may wish to contact your professor to introduce yourself and to tell him or her why you are interested in this class. It is equally important to ask your professor how he or she became interested in the field. This may provide you with more insight into what will be emphasized in the course, and it can help you make a great impression on your professor.
  1. What are your expectations in this class?
It is also wise to ask your professor about his or her expectations during the course. You can ask how often you will receive assignments and take tests—this may also be outlined in the syllabus. You can likewise inquire about how often your professor expects you to communicate with him or her, as well as anything else that you may need to know to succeed in the class.
  1. How can I prepare for success?
It is important to show your interest in success, as well as your commitment to working hard. Ask your professor about the typical characteristics of successful students in his or her course, and then try to emulate these characteristics.
  1. Is additional help available?
At same point during the semester, you may find yourself struggling with the material. It is always smart to ask early on in the course what types of assistance are available, and to ensure that they will be sufficient for you. If the professor is not offering extra help, ask what additional resources he or she can recommend for success in the class.
  1. What can I do to improve?
Once the course is underway and you have turned in your initial assignments, it is a great idea to ask your professor what you can do to improve. If you are writing papers, for example, you can ask for suggestions about how to better develop your revision or research skills. Ask this question early so you can begin improving, but also continue to ask it throughout the class to build on your progress throughout the semester.
As with any other course, the key is to form a strong relationship with your professor. It is important to demonstrate to your instructor that you are committed to the course, interested in the subject, and willing to work hard in order to do well.
Catherine Martin is a contributing writer for UniversityTutor.com, the world’s largest global marketplace for finding independent tutors.

What Does Sustainable Agriculture Mean to You?

Laurie Reese uprooted her life in the Pacific Northwest to learn how to become a farmer. The 54-year-old grandmother resigned from her office manager job and drove cross-country with her 76-year-old father last spring to join UVM’s Farmer Training program.
The granddaughter of a California almond farmer, Reese grew up in a suburb of Los Angeles, where her parents had chickens, gardens, and goats. Her own children grew up with horses, gardens, and other animals. In her 50s, she finally decided to take things a step further and pursue sustainable agriculture. (Read our recent profile of Laurie).
“This is my dream, and I now know it’s never too late to realize it,” she says.
Laurie created a video for a class project highlighting all that she loves about the UVM Farmer Training Program and what sustainable agriculture really means.

So what does sustainable agriculture mean to Laurie? Watch the video to find out:

UVM Farmer Training Program is a six-month, farm-based program where students learn by managing UVM’s Catamount Farm, taking classes from local experts, and experiencing diverse, local farms in the Burlington area

Health Care Reform: How Did We Get Here?

By Betty Rambur, R.N., Ph.D.
Health care reform can be difficult to understand. But if you consider the history of health care coverage in the United States, it becomes easier to grasp how the current approach became unsustainable and why health care reform is necessary.
There are three main approaches to universal access, and, with the implementation of the Affordable Care Act of 2010, the United States will have tried them all, in one way or another:
Access via an employer mandate: The United States’ employer-based system originated in the early 1900s, when many people did not want to use hospital services or – even if they did – could not afford to pay. In 1929, Baylor Hospital had a novel idea: ask teachers to pay $6 a year for a pre-set number of potential hospital services. Other hospitals adopted this approach, and soon the American Hospital Association formed Blue Cross, which included more participating hospitals and, thus, more choice. Physicians followed with Blue Shield. Over time, employer-based insurance remained voluntary in the United States, although some states, such as Hawaii in 1974, adopted mandates requiring employers to offer health insurance. However, employer-based insurance leaves out the unemployed and retirees. To solve this conundrum, the U.S. enacted Medicare and Medicaid in 1965. Now, nearly 50 percent of U.S. health care is publicly funded through Medicare, reimbursing care for Americans over 65; Medicaid, which provides for low-income populations and individuals with disabilities; and Tri-Care, for military personnel.
Public funding through taxes: Medicare and Medicaid are examples of publicly funded systems. Because these approaches have only one payer, the federal government, they also may be called single-payer systems. One of best-known national examples of a single-payer system is Canada’s.
Requiring citizens to have health insurance: Sometimes called an individual mandate, this approach has been used in Switzerland and the Netherlands and soon will be implemented in the United States. Supporters of individual mandates recognize that everyone uses health care at some point in their lives and thus should pay into the system.
Over time, the United States’ combination of employer-based insurance, Medicare and Medicaid resulted in soaring health care costs. These approaches operate in a fee-for-service reimbursement environment: the more you do, the more you are reimbursed. When it comes to health care, however, more is not always better, and fee-for-service reimbursement can lead to over treatment.
Even so, the United States’ tradition of employer-based insurance, Medicare and Medicaid is reflected in the Affordable Care Act, also known as Obamacare. The new system, however, provides the opportunity for experimentation with different models of organization and reimbursement and includes both individual and employer mandates. States have the opportunity to test models that may work better for their individual populations.
Under the new law, you will have the opportunity to compare the pros and cons of different health insurance packages.
And though it is not clear what the U.S. health care system will look like in 2020, one thing is certain: It is likely to be funded and delivered differently than it was in 2010

The Top 5 Things to Remember When Taking Online Classes

Taking an online course can be a welcome change of pace from a traditional, in-person class, no matter whether it is your first or fifth experience with online education. However, if you are about to take your first online course, you may be nervous about how to do your best. If you are, take note of the top five things to remember when learning online:
  1. Research the class and school
Before you enroll for an online class, it is important to research the course and the host university. Occasionally, students who are in need of college credits will select a school other than their home institution, but they may do so blindly, based only on the available classes. At the very least, you should ensure that the school you choose is accredited. If it is not, the credits you earn may not be transferable. You should also be cautious when selecting courses. Different online classes fulfill different requirements, and not all courses are equally useful. Speak with your academic advisor or registrar before you commit to any class.
  1. Complete coursework on time
Once you enroll in an online course, it is time to turn your attention to your classwork. In an online course, you may have fewer deadlines, and there may be no set class sessions. It may thus be very easy to procrastinate, and you may soon find yourself overwhelmed with work. To avoid this outcome, establish deadlines for yourself that will enable you to complete the coursework gradually over the semester.
  1. Set a reasonable class schedule
Just as procrastinating can swiftly lead to an overwhelming situation, so, too, can a class schedule that is too busy or a single course that is too difficult. Many students underestimate the difficulty of online classes—this is one reason why it is important to conduct research prior to enrolling. If possible, review the curriculum, and ask others who have taken the course for their opinions. Treat online classes like regular in-person courses when arranging your schedule, and avoid overburdening yourself.
  1. Communicate early and often
Because online courses are held in the virtual world, students often forget that their instructor and peers exist in the real world—and that the success of the class partially depends on their participation. Remain in constant contact with your professor, checking in weekly if you can, to ensure that you understand the material and have submitted all assignments to date. Communication is key, even if it is done digitally.
  1. Be original
In any course, it is important that your work is your own. Even when a class is online, it is not okay to present others’ material as your own. It is also not okay to cheat on exams, even if you are not being supervised in the ways that you would be in a brick-and-mortar classroom. Eventually, you will be caught. Ultimately, the simplest way to ensure that an online course goes smoothly is to treat it just like you would a regular class.
Does an online degree sound like the right fit for you? Check out the online degrees we offer at Bryant & Stratton College and get started on your new future

Four Types of Bad Team Players

Being a good team player is an employability skill that nearly all employers require and it’s not hard to figure out why. Have you ever been part of a dysfunctional team? Perhaps you had to tackle a big cross-departmental project at work and your team spent the time aimlessly tackling unimportant tasks. Or maybe you had a school assignment and your group struggled to get it done between bickering about the topic. Equally as bad, maybe one person (you?) got so frustrated he or she did the whole project by themselves. If you’ve ever faced this or a similar situation then you know the importance of good teamwork and being a team player
But, not all team projects have to be difficult and just by correcting bad teammate behavior in yourself, you could dramatically improve the experience next time. To help we’ve listed the four most common types of dysfunctional team members. Do you recognize yourself in any of the descriptions below?
The Talkinator – It’s easy to get excited when starting a group project, but this type of person often forgets the word “group” in this situation. Working together is dependent on everyone being heard and feeling encouraged to share their idea. If one person dominates the conversation then resentment may build in other group members, resulting in them opting out of participation.
The Wallflower – The opposite of the Talkinator, a wallflower is a teammate that sits on the sidelines and doesn’t participate. Being part of a group project is an active duty role. If you’re a shy person or an introvert try to participate in another way, take notes during meetings, ask questions or vocally agree with someone. Also if you’re part of a group that has a wallflower type, try engaging them directly during meetings by asking them what they think of an idea or start off by having everyone go around the room to provide a status update on their part of the project.
The Snail – These are the people who are slow to change course or just plain resistant. When working on a group assignment it is important to be flexible. Priorities, focus and even deadlines can change and these elements are often out of the control of the group. By not adapting this person can slow progress and create frustration in the group. If you have a snail on your team, try talking to that person about their concerns. You may be able to help them understand the need for change or they may raise valid points of objection.
The Heel-Digger – A variety of opinions is great during a group project, as long you can eventually reach a consensus. But sometimes you’ll find a team member that believes he or she is so right that they refuse to agree with the group and waste time arguing. This person has yet to learn the lesson of picking the right battle so you might have to do it for them. Don’t let one person hold up progress on inconsequential matters. However, if your team is arguing about something that impacts the entire project, work hard to understand everyone’s point of view and find a compromise.
Bryant & Stratton College Online aims to help students maximize their employability for career success through its Employability Series and Career Resources. This set of core competencies is integrated in to the College’s online degree programs, to complement occupation-specific training and help graduates get hired.
Interested in learning more about the online degree programs offered by Bryant & Stratton College Online? Call 1.888.447.3528 to speak with an admissions representative.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

A NEW STUDY FINDS BAD MANAGERS AREN\’T THE MAIN REASON EMPLOYEES QUIT

Good management is important. We all know this. In fact, multiple studies have shown that not getting along with a manager is often the strongest influence on employee engagement—and eventual departure. Or, at least, that\’s what we thought.
According to new research from IBM on why employees quit, the old HR adage \”people don\’t leave companies, they leave managers\” is being called into question. After surveying 22,000 people, IBM found out the following:
  • 14 percent leave because they are unhappy with their manager
  • 40 percent leave because they are unhappy with their jobs
  • 39 percent leave for personal reasons (e.g., spouse relocation, child care, health, etc.)
  • 20 percent leave because they are unhappy with the organization
  • 18 percent leave due to uncertainty in the organization, following a change
Even with the ability to pick multiple reasons for leaving, only 14 percent named their boss as a reason for leaving. Of course, this doesn\’t mean that we don\’t need good managers. But it does mean that HR and the senior staff should think more holistically about why people quit before pinning it on individual managers. Let\’s take a closer look.

40 Percent of People Are Unhappy With Their Job

Is it the work? Is it the pay? Is it the coworkers? All of these things can weigh in on an employee\’s mind. If we don\’t have interesting, challenging work and growth opportunities, people will go elsewhere. If we allow toxic employees to torment their co-workers, people will go elsewhere. While the work needs to get done (and some work just will never be interesting), we need to make sure that we\’re offering the best that we can.

39 Percent Leave for Personal Reasons

Can you fix personal reasons? Maybe and maybe not. If a spouse is in the military and gets transferred, your employee will need to move. If you can\’t bear to see the employee leave, consider the option to let people work remotely. If the employee doesn\’t accept, then you\’ll know it\’s probably a bigger issue with the role than \”personal reasons.\”
Childcare is also an important consideration when it comes to personal departures. Subsidizing daycare, allowing more flexible schedules and part-time work, and ensuring that overtime never comes as a surprise will make it easier to retain working parents.

20 Percent Are Unhappy With the Organization

Unhappiness with the organization, or sensing organizational uncertainty, is an issue that stems from the top. Are leaders being honest with employees, or are they making unexpected and unexplained changes?
While it\’s easy to say, \”people leave because they don\’t like their managers,\” that answer often lets everyone else in an organization off the hook. By facing the fact that there are several other reasons people quit their jobs, company leaders can improve retention by evaluating a range of potential issues. If you want to retain your best employees, it\’s time to start looking at the big picture.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

A NEW STUDY FINDS BAD MANAGERS AREN\’T THE MAIN REASON EMPLOYEES QUIT

Good management is important. We all know this. In fact, multiple studies have shown that not getting along with a manager is often the strongest influence on employee engagement—and eventual departure. Or, at least, that\’s what we thought.
According to new research from IBM on why employees quit, the old HR adage \”people don\’t leave companies, they leave managers\” is being called into question. After surveying 22,000 people, IBM found out the following:
  • 14 percent leave because they are unhappy with their manager
  • 40 percent leave because they are unhappy with their jobs
  • 39 percent leave for personal reasons (e.g., spouse relocation, child care, health, etc.)
  • 20 percent leave because they are unhappy with the organization
  • 18 percent leave due to uncertainty in the organization, following a change
Even with the ability to pick multiple reasons for leaving, only 14 percent named their boss as a reason for leaving. Of course, this doesn\’t mean that we don\’t need good managers. But it does mean that HR and the senior staff should think more holistically about why people quit before pinning it on individual managers. Let\’s take a closer look.

40 Percent of People Are Unhappy With Their Job

Is it the work? Is it the pay? Is it the coworkers? All of these things can weigh in on an employee\’s mind. If we don\’t have interesting, challenging work and growth opportunities, people will go elsewhere. If we allow toxic employees to torment their co-workers, people will go elsewhere. While the work needs to get done (and some work just will never be interesting), we need to make sure that we\’re offering the best that we can.

39 Percent Leave for Personal Reasons

Can you fix personal reasons? Maybe and maybe not. If a spouse is in the military and gets transferred, your employee will need to move. If you can\’t bear to see the employee leave, consider the option to let people work remotely. If the employee doesn\’t accept, then you\’ll know it\’s probably a bigger issue with the role than \”personal reasons.\”
Childcare is also an important consideration when it comes to personal departures. Subsidizing daycare, allowing more flexible schedules and part-time work, and ensuring that overtime never comes as a surprise will make it easier to retain working parents.

20 Percent Are Unhappy With the Organization

Unhappiness with the organization, or sensing organizational uncertainty, is an issue that stems from the top. Are leaders being honest with employees, or are they making unexpected and unexplained changes?
While it\’s easy to say, \”people leave because they don\’t like their managers,\” that answer often lets everyone else in an organization off the hook. By facing the fact that there are several other reasons people quit their jobs, company leaders can improve retention by evaluating a range of potential issues. If you want to retain your best employees, it\’s time to start looking at the big picture.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

A NEW STUDY FINDS BAD MANAGERS AREN\’T THE MAIN REASON EMPLOYEES QUIT

Good management is important. We all know this. In fact, multiple studies have shown that not getting along with a manager is often the strongest influence on employee engagement—and eventual departure. Or, at least, that\’s what we thought.
According to new research from IBM on why employees quit, the old HR adage \”people don\’t leave companies, they leave managers\” is being called into question. After surveying 22,000 people, IBM found out the following:
  • 14 percent leave because they are unhappy with their manager
  • 40 percent leave because they are unhappy with their jobs
  • 39 percent leave for personal reasons (e.g., spouse relocation, child care, health, etc.)
  • 20 percent leave because they are unhappy with the organization
  • 18 percent leave due to uncertainty in the organization, following a change
Even with the ability to pick multiple reasons for leaving, only 14 percent named their boss as a reason for leaving. Of course, this doesn\’t mean that we don\’t need good managers. But it does mean that HR and the senior staff should think more holistically about why people quit before pinning it on individual managers. Let\’s take a closer look.

40 Percent of People Are Unhappy With Their Job

Is it the work? Is it the pay? Is it the coworkers? All of these things can weigh in on an employee\’s mind. If we don\’t have interesting, challenging work and growth opportunities, people will go elsewhere. If we allow toxic employees to torment their co-workers, people will go elsewhere. While the work needs to get done (and some work just will never be interesting), we need to make sure that we\’re offering the best that we can.

39 Percent Leave for Personal Reasons

Can you fix personal reasons? Maybe and maybe not. If a spouse is in the military and gets transferred, your employee will need to move. If you can\’t bear to see the employee leave, consider the option to let people work remotely. If the employee doesn\’t accept, then you\’ll know it\’s probably a bigger issue with the role than \”personal reasons.\”
Childcare is also an important consideration when it comes to personal departures. Subsidizing daycare, allowing more flexible schedules and part-time work, and ensuring that overtime never comes as a surprise will make it easier to retain working parents.

20 Percent Are Unhappy With the Organization

Unhappiness with the organization, or sensing organizational uncertainty, is an issue that stems from the top. Are leaders being honest with employees, or are they making unexpected and unexplained changes?
While it\’s easy to say, \”people leave because they don\’t like their managers,\” that answer often lets everyone else in an organization off the hook. By facing the fact that there are several other reasons people quit their jobs, company leaders can improve retention by evaluating a range of potential issues. If you want to retain your best employees, it\’s time to start looking at the big picture.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

How Important Are Customer Service Skills?

If you have a retail job or are have your heart set on a career in the hospitality and restaurant industry then you know customer service should be in your set of employability skills. But what if you’re not earning a hospitality management degree? Basic customer service training is still important.
Almost every job has an aspect of customer service to it and even if you’re not dealing directly with external customers, your boss, people in other departments and your direct co-workers are all like internal customers. Understanding what good customer service takes can help you out if you’re a restaurant manager and a customer is complaining about the way his food was prepared or if you’re a graphic designer meeting with your client about their latest project. To help you prepare for any situation we’ve outlined a few essential customer service soft skills you should have below.
Have respect
Respecting a customer is the absolute number one rule in customer service. No one wants to, or should, be treated as if they matter less than the next person. Showing customers (and your co-workers) respect will make them see you are there to help with whatever they need. This will also help cool hot tempers if you’re dealing with someone who is unhappy. After all, the golden rule of treating others as you would like to be treated still applies.
Be professional
This employability skill is certainly tied to the idea of carrying respect for others. But maintain a professional demeanor is more than just being respectful. Professionalism entails everything from being reliable, showing up on time, under promising and under delivering, owning up to mistakes, etc. Having a professional demeanor is not only a great way to keep your cool during stressful and tense situation but you’ll also stand out to your employer which may mean you’ll be considered for promotions more quickly.
Empathy
If you’re interested in serving customers better, try putting yourself in their shoes. Understanding a situation from the customer’s perspective will go a long way to make sure you they get a good impression of you and your employer. This is important to employers because each person that interacts with a customer serves as a type of brand ambassador, so every positive experience the customer has the more likely they are to become a repeat customer.
Creatively solve problems
While a lot of customer service is making sure patrons have a positive experience, there are times when you’ll be called upon to fix an issue for a customer. In these situations creative problem solving skills are key. Employees who are good at customer service know that it is better to try to help a customer rather than passing them on to someone else, as customers often resent that game of “hot potato.” Listening carefully to the customer (respect), understanding their perspective (empathy) and thinking through all of the options you can offer are all part of creative problem solving.
Strong communications skills
Whenever you are dealing with people frequently on the job, verbal and written communication skills become very important. Being able to effectively communicate your ideas, a company policy or a resolution to an issue helps the customer feel like they are being cared for well and you have their best interest in mind.
The good news about the customer service skills on this list is you can start to develop them now. Practice flexing your employability muscles in your online courses by being respectful of your classmates, integrating professionalism into your classroom behavior, having empathy for your instructors (yes, they are people too!), creatively thinking through challenges you face in preparing for a test and carefully communicating ideas about assignments. If you start developing these skills now, you’ll have no problem showing an employer how valuable you can be after graduation. If you’re interested in earning a hospitality management degree or in another field with a high concentration of customer service, contact an admissions representative at Bryant & Stratton College by calling 1.888.447.3528.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

In observance of Memorial Day, a messege to our military students and families

Bryant & Stratton College Online would like to take a moment to thank those in our student community that currently serve, have served, and those who support our military as the Memorial Day weekend comes to a close.  We greatly appreciate the commitment, dedication and service of our military students, and we are proud to have them as part of the Bryant & Stratton College Online community.

“For me, Memorial Day is an important tribute to those men and women that made America what it is today through their sacrifices,” said Ed Dennis, Military Relations Manager.  “Although we are an online campus, I have gotten to know some of our military students very well and continue to be impressed with how they balance their school work with their military service.”
“I couldn’t possibly list all the achievements of our students, but would like to recognize a few,” Ed went on to say.  “Jennetta, one of our spouse students, is a great student that is not only a mother, but a full time student who consistently receives an A in her courses.  I had the pleasure of meeting her, and was truly impressed by her drive to excel in school.  Ryan, who is currently serving in Afghanistan, provides inspiration for others by truly leading by example.  He is not only an NCO responsible for completing his duties, but made the choice to move from being a part time student to full time this semester while serving active duty.  Lauren provides a great example of our National Guard Soldiers that continue to manage their families, work, and college.  She is on track to be our first National Guard Online Campus Graduate.  A couple weeks ago, I was able to meet Shay, a veteran and student, for the first time in person.  She is very passionate about achieving high grades in the classroom and setting up our Student Veterans Group.  Anyone who has the chance to talk with her will quickly realize that she is very driven and wants to be a force for positive change.  It is an honor to get to know each of you.”
From all of us here at Bryant & Stratton College Online, THANK YOU for your service!
Christopher Allen, Tanesha Anderson, Mariana Ayala, Brunika Bagley, Danielle Barthel, Constance Beringer, Valdeen Burris, David Callari, Steven Cano, Benjamin Corpus, Sarah Crawford, Pensrikimoni Diston, Kirbie Duff, Amanda Gaudet, Edward Gelster, Angelina Hall, Andrew Hatchette, Lusan Hogue, Takoa Hogue, Karell Joyner, Luke Langlois, Darcie Larsen, Shay Leech, Brandon Lewis, Lauren Martin, Cassandra Maske, Alosia Mason, Brittany McDonald, MaryAnn McKeever, Christopher \”Chrissy\” Miller, Tia Perry, Lan Pham, Tawain Pompy, Sharee Santiago, Stefanie Strosky, David Wienk, Dolly Crabtree, Ryan Dahl, Michael Demello, Stephanie Langenfeld, Lauren Martin, Ehren Murrow, David Zimmerman, Jessica Schaffer, Kawanna Harvey

https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

What to Say (or Not) When Building Your Network on LinkedIn

Two of the most powerful strategies for building your professional presence on LinkedIn are networking with others on the site and having people recommend your work and/or your skills. But how you reach out to people for networking and recommendation requests can either help you establish a great professional relationship with them or give the impression of carelessness and laziness.
LinkedIn logo
Requesting Links and Recommendation
Links are network connections you establish with others on LinkedIn that enable you to share information, contacts, and updates in your careers and/or job status. Generally, you send link network requests to people you know or have met or have something in common with.
Recommendations, on the other hand, show up on your profile next to the job entry they’re related to – in other words, if your supervisor at your previous employer writes a glowing recommendation for you, it will show up next to that company’s entry in your job history.
Don’t Default to the Defaults
LinkedIn has automatic defaults for both of these request types to make it easier for you to reach out and touch someone, but the smart move is to ignore the default requests and instead tailor your requests to each individual and his or her place in your life or career. So, for example, if requesting that someone “link” with you, you have this default message: I’d like to add you to my professional network on LinkedIn.
Instead, you want to send a request that notes what you have in common and why you’d like to connect and stay in touch, such as:
  • [Name], I’ve just gotten started on LI and would like to connect with you so we can stay in touch now that we no longer work together – would you like to link?
  • [Name], I really enjoyed meeting you at/during [event], and would like to stay connected – would you like to link?
  • [Name], I really enjoyed the class I took with you and appreciated your support and interest in our success as students. I’d like to stay connected with you – would it be okay for us to Link?
  • [Name], I’ve really enjoyed your posts in the [name of LinkedIn group] group; I’d like to connect with you if you’d like.
Note that you’re addressing the person by his or her name, which makes it clear that you’ve taken the time to personalize the message, and you’re not just blasting everyone in your Outlook address book with a mass invitation to link. Its human nature: people appreciate feeling special. And you want the person you’re reaching out to feel that your connection is important enough to you to make an extra effort.
Recommendations work the same way. Here’s the LinkedIn default message:
 I’d like to add you to my professional network on LinkedIn.
Instead, address the person by name, and always format your requests for a favor as a reciprocal relationship – this is what makes it okay to ask for a favor. Also, be specific, if you can, about what strengths you’d like them to mention (and when you do a recommendation for them, be equally specific).
Some possible language:
  • Name], I’m working on building my LinkedIn presence, and wondered if you’d be willing to write me a brief recommendation based on our work together at [project, organization, company]. Specifically, if you feel comfortable doing so, could you comment on my [strengths]? I’d be happy to write a recommendation for you as well; if so, is there any area of expertise you’d particularly like me to comment on?
  • …based on my work for you at [project, organization, company]
  • …based on my work as a student in your [title] class
Your goal with the recommendations you’re requesting is to continue to position yourself as a professional others would want to work with, and to provide evidence of why you should be hired.
Reach Out and Touch Someone
Not sure who to link to or request recommendations from? For links, think as broadly as possible: former colleagues, friends, people who you know through volunteer work, members you’ve gotten to know through professional associations, classmates, former classmates, teachers, administrators who you’ve gotten to know in college, and others whose paths you’ve crossed and liked enough to want to stay connected with.
For recommendations, you’ll want to be a bit more selective – a positive recommendation from a co-worker is always great to have, but a glowing recommendation from a boss or company executive tends to carry the most weight with prospective employers. Best case: you’ll have at least one or two positive recommendations from someone who can speak highly of your skills and/or expertise for each job listed in your LinkedIn profile.
Although it takes a bit more time to personalize your networking request for a link or recommendation, the payoff in terms of the impression from your LinkedIn professional network is well worth the effort. For more help on how to translate your Bryant & Stratton degree into a successful career check out our Career Life Prep services.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Health Care Reform: How Did We Get Here?

By Betty Rambur, R.N., Ph.D.
Health care reform can be difficult to understand. But if you consider the history of health care coverage in the United States, it becomes easier to grasp how the current approach became unsustainable and why health care reform is necessary.
There are three main approaches to universal access, and, with the implementation of the Affordable Care Act of 2010, the United States will have tried them all, in one way or another:
Access via an employer mandate: The United States’ employer-based system originated in the early 1900s, when many people did not want to use hospital services or – even if they did – could not afford to pay. In 1929, Baylor Hospital had a novel idea: ask teachers to pay $6 a year for a pre-set number of potential hospital services. Other hospitals adopted this approach, and soon the American Hospital Association formed Blue Cross, which included more participating hospitals and, thus, more choice. Physicians followed with Blue Shield. Over time, employer-based insurance remained voluntary in the United States, although some states, such as Hawaii in 1974, adopted mandates requiring employers to offer health insurance. However, employer-based insurance leaves out the unemployed and retirees. To solve this conundrum, the U.S. enacted Medicare and Medicaid in 1965. Now, nearly 50 percent of U.S. health care is publicly funded through Medicare, reimbursing care for Americans over 65; Medicaid, which provides for low-income populations and individuals with disabilities; and Tri-Care, for military personnel.
Public funding through taxes: Medicare and Medicaid are examples of publicly funded systems. Because these approaches have only one payer, the federal government, they also may be called single-payer systems. One of best-known national examples of a single-payer system is Canada’s.
Requiring citizens to have health insurance: Sometimes called an individual mandate, this approach has been used in Switzerland and the Netherlands and soon will be implemented in the United States. Supporters of individual mandates recognize that everyone uses health care at some point in their lives and thus should pay into the system.
Over time, the United States’ combination of employer-based insurance, Medicare and Medicaid resulted in soaring health care costs. These approaches operate in a fee-for-service reimbursement environment: the more you do, the more you are reimbursed. When it comes to health care, however, more is not always better, and fee-for-service reimbursement can lead to over treatment.
Even so, the United States’ tradition of employer-based insurance, Medicare and Medicaid is reflected in the Affordable Care Act, also known as Obamacare. The new system, however, provides the opportunity for experimentation with different models of organization and reimbursement and includes both individual and employer mandates. States have the opportunity to test models that may work better for their individual populations.
Under the new law, you will have the opportunity to compare the pros and cons of different health insurance packages.
And though it is not clear what the U.S. health care system will look like in 2020, one thing is certain: It is likely to be funded and delivered differently than it was in 2010
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1