Corporate Culture – Upbeet Communications http://upbeetcommunications.com/ Wed, 10 Aug 2022 12:40:38 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://upbeetcommunications.com/wp-content/uploads/2021/07/icon-3.png Corporate Culture – Upbeet Communications http://upbeetcommunications.com/ 32 32 Limoneira celebrates its 130th anniversary https://upbeetcommunications.com/limoneira-celebrates-its-130th-anniversary/ Wed, 10 Aug 2022 12:36:39 +0000 https://upbeetcommunications.com/limoneira-celebrates-its-130th-anniversary/ Limoneira is delighted to announce the launch of the 130 Years of Heritage campaign and anniversary celebration on March 4, 2023. From now and throughout 2023, Limoneira will be sharing images, videos and stories from its journey from a two-person partnership with a vision of a thriving citrus industry in California to a global enterprise […]]]>

Limoneira is delighted to announce the launch of the 130 Years of Heritage campaign and anniversary celebration on March 4, 2023. From now and throughout 2023, Limoneira will be sharing images, videos and stories from its journey from a two-person partnership with a vision of a thriving citrus industry in California to a global enterprise with employees and partners around the world. Even as Limoneira looks to the future, it remains committed to maintaining its tradition, heritage and heritage in agriculture.

One of the hallmarks of Limoneira is its deep commitment to its employees and to sustainable practices. Many of the employees who make up its unique corporate culture have worked here for years, decades and even generations. One example is Harold S. Edwards, the sixth and current Chairman/CEO, who not only led the company for two decades, but is also the fifth generation now part of the Limoneira family. He notes, “Each new or former member of Limoneira is celebrated as another unique addition to our most important asset, our people.”

Limoneira is also particularly proud of its cultivation of the land which began its legacy in 1893 and the land acquired since then. Located in Ventura County, Citrus Limoneira continues to thrive on the same land for 130 years due to its heritage of using only the highest quality, sustainable farming practices. Limoneira recognizes the importance of a healthy environment and is committed to ensuring that its land continues to successfully produce world-class citrus fruits for another 130 years and beyond.

More information:
Michael Gonzales
Limoneira
Such. : 805-525-5541 ext. 1069
Email: MGonzales@limoneira.com
www.limoneira.com

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Regions Bank recognized as “Best Place To Work for Disability Inclusion” https://upbeetcommunications.com/regions-bank-recognized-as-best-place-to-work-for-disability-inclusion/ Mon, 08 Aug 2022 12:53:51 +0000 https://upbeetcommunications.com/regions-bank-recognized-as-best-place-to-work-for-disability-inclusion/ Published 5 minutes ago Proposed by Bank of Regions By Jeremy King BIRMINGHAM, Alabama, Aug. 8, 2022 /CSRwire/ — Regions Bank is pleased to announce that it has received the highest possible score of 100 on the 2022 Disability Equality Index® (DEI), the leading nonprofit resource for the inclusion of people with disabilities in companies […]]]>

Published 5 minutes ago

Proposed by Bank of Regions

By Jeremy King

BIRMINGHAM, Alabama, Aug. 8, 2022 /CSRwire/ — Regions Bank is pleased to announce that it has received the highest possible score of 100 on the 2022 Disability Equality Index® (DEI), the leading nonprofit resource for the inclusion of people with disabilities in companies around the world. Regions was named “Best Workplace for Disability Inclusion” for the second year in a row.

The Disability Equality Index was launched in 2015 by Disability:IN and the American Association of Persons with Disabilities (AAPD) and is recognized today as the most comprehensive disability inclusion assessment tool. strong in business. Participating companies are given a score on a scale of 0-100, those earning 80 and above are recognized as ‘Best Workplace for Disability Inclusion’.

“Disability awareness and accommodation is an important part of the regions culture of inclusion and belonging, and we are proud to receive this honor for the second year,” said Clara Green, Chief Diversity Officer, equity and inclusion for the regions. “At Regions, we know that making the workplace inclusive for everyone is the right thing to do, and we will continue to work to create an inclusive environment where everyone can thrive and thrive.”

Worldwide, people with disabilities represent more than one billion people. Disability is a natural part of the human experience, and it crosses boundaries of age, ethnicity, sex, gender identity, race, sexual orientation, socio- economics and religion.

“Disability inclusion is a growing aspect of corporate culture, and it is gratifying to partner with 415 companies on the 2022 Disability Equality Index,” said Jill Houghton, President and CEO of Disability:IN. “These top-rated companies not only excel in disability inclusion, but many are also embracing emerging trends and pioneering measures that can shift the disability agenda from accommodation to inclusion and , ultimately, to true belonging.”

Regional outreach includes work inside and outside the company:

  • In 2021, regions continued to offer associates the ability to self-identify as having a disability.
  • Regions have a Disability Services and Outreach Manager who manages external and internal outreach efforts.
  • Each year, regions celebrate National Disability Employment Awareness Month by hosting educational events for associates.
  • Regions’ commitment includes raising awareness of autism spectrum disorders and creating an autism-friendly environment at branches, as well as investing in programs that both promote independent living and increase access to job readiness and employment.
  • Regions is dedicated to inclusivity and accessibility for its customers, providing accessible products and services, both in person and online.
  • In April, Regions partnered with United Ability to host a hands-on financial education tour for students with disabilities in the Birmingham, Alabama area.
  • Regions is committed to increasing supply chain opportunities for certified diverse suppliers, including those owned and controlled by minorities, women, veterans, people with disabilities, and LGBTQ+ people.

About the Regions Financial Corporation
Regions Financial Corporation (NYSE:RF), with $161 billion in assets, is a member of the S&P 500 Index and is one of the nation’s largest full-service providers of retail and commercial banking, wealth management and mortgage products and services. Regions serves customers in the South, Midwest and Texas and, through its subsidiary, Regions Bank, operates approximately 1,300 banking offices and more than 2,000 ATMs. Regions Bank is an Equal Housing Lender and Member of the FDIC. Additional information about Regions and its full line of products and services is available at www.regions.com.

About the Disability Equality Index
The Disability Equality Index (DEI) is a comprehensive benchmarking tool that helps companies establish a roadmap of measurable and tangible actions they can take to achieve inclusion and equality. equality of people with disabilities. Each company is given a score, on a scale of zero (0) to 100, and those that are 80+ are recognized as “Best Workplace for Disability Inclusion”. DEI is a joint initiative of the American Association of Persons with Disabilities (AAPD), the largest national disability rights organization, and Disability:IN, the global enterprise disability inclusion network, to collectively advancing the inclusion of people with disabilities. The organizations are complementary and bring unique strengths that make the project relevant and credible to businesses and the disability community. The tool was developed by the DEI Advisory Board, a diverse group of business leaders, policy experts and disability advocates. For more information: www.DisabilityEqualityIndex.org.

Logo of the Bank of Regions

Bank of Regions

Bank of Regions

Regions Financial Corporation (NYSE:RF), with $147 billion in assets, is a member of the S&P 500 Index and is one of the nation’s largest full-service providers of retail and commercial banking services, wealth management and mortgage products and services. Regions serves customers in the South, Midwest and Texas and, through its subsidiary, Regions Bank, operates more than 1,300 banking offices and 2,000 ATMs. Regions Bank is an Equal Housing Lender and Member of the FDIC. Additional information about Regions and its full line of products and services is available at www.regions.com.

More Bank of Regions

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JD Sports’ CEO pick marks a clean break from the recent past https://upbeetcommunications.com/jd-sports-ceo-pick-marks-a-clean-break-from-the-recent-past/ Fri, 05 Aug 2022 21:00:05 +0000 https://upbeetcommunications.com/jd-sports-ceo-pick-marks-a-clean-break-from-the-recent-past/ If the JD Sports board wanted their choice of chief executive to mark a definitive break with the recent past, then Regis Schultz seems an ideal choice. The Frenchman has run various retail operations in several countries and stands in stark contrast to Peter Cowgill, the outspoken Lancastrian who has devoted most of his career […]]]>

If the JD Sports board wanted their choice of chief executive to mark a definitive break with the recent past, then Regis Schultz seems an ideal choice.

The Frenchman has run various retail operations in several countries and stands in stark contrast to Peter Cowgill, the outspoken Lancastrian who has devoted most of his career to transforming JD from a relatively small British company into a retail powerhouse.

“Peter has done an incredible job,” said Andrew Higginson, the former president of Wm Morrison who was appointed to the same position at JD in July. “His legacy is that the business trades very strongly. But he lacks governance infrastructure and needs to modernize.”

“The challenge is to make the business more professional without stifling the entrepreneurial flair that has served us so well,” he added.

Disagreements over governance and the timing of the splitting of the role of executive chairman into a more conventional chairman and CEO structure led to Cowgill’s ousting in a May coup.

The appointment of Schultz, who will begin in September and is considering a move to the Manchester area where JD is based, completes a rapid overhaul of the top team.

“It’s a good and positive appointment for JD,” said Sir Ian Cheshire, who worked with Schultz at British-French DIY conglomerate Kingfisher in the early 2000s. “He comes with a very sharp brain and a long roadmap.”

Another person who worked alongside him at Kingfisher said he approached things with more urgency than other senior managers who were more likely to deliberate long over major decisions.

“It was pretty common for them to spend time chewing fat, going through all the permutations, getting everyone on board,” the person said. “Régis was closer to the Anglo-Saxon approach, he was much more down-to-earth”.

Schultz was born in Alsace, on the Franco-German border. Her first experience in retail was working in her mother’s shop in Colmar, but her great passion from her youth was not fashion but tennis; at one point he was among the top 20 amateur players in France.

It brought a sports scholarship to the United States, but not a professional career – unlike JD’s non-executive Bert Hoyt, who played on the ATP Tour in the late 1970s and early 1980s.

His first senior role after an MBA at Paris Dauphine University’s elite business school was at drinks conglomerate Pernod-Ricard, but it was during an eight-year stint in various roles at Kingfisher that ‘it became known.

Returning to France in 2008, he returned to the UK in 2013 as Managing Director of Darty, a London-listed electricity company while making the bulk of its sales in France. His three years there are his only experience at the head of a listed company, and ended with his takeover by the French distributor Fnac.

“He came to the company when it wasn’t in great shape,” said a person who worked with him at the time and described him as “demanding and quite direct” but effective.

“He tried to bring a much more entrepreneurial spirit to Darty,” the person added, including better integration of physical and digital operations, which will also be high on the priority list at JD.

Although JD’s digital sales have surged during the pandemic, like many other retailers, its e-commerce offering is not considered to live up to the standards of its online-only peers or major brick-and-mortar operators. clicks” such as Next.

One of the main challenges Schultz will face at JD is adapting to a corporate culture shaped by notorious workaholic Cowgill, who several people say had more than 20 direct reports.

“That would have been a tricky one for whoever took the job,” said a Schultz peer from the Kingfisher days.

But Higginson said Schultz had a “low ego” and seemed to have the personal skills and emotional intelligence to keep the company’s “rainmakers” – many of whom he has already met – motivated and united.

Schultz has extensive experience working for private capital. He was managing director of French furniture retailer BUT when it belonged to OpCapita and Goldman Sachs and ran the high-end grocery chain Monoprix for French-Algerian tycoon Jean-Charles Naouri.

He joins JD after three years with Abdulla Al-Futtaim’s eponymous conglomerate in Dubai, which holds franchise rights for brands such as Ikea and Marks and Spencer in the Middle East and parts of Europe. Asia.

This may help him mend fences with JD’s majority shareholder, Pentland. The group, controlled by the billionaire Rubin family, backed Cowgill almost to the end.

Pentland said he welcomes his appointment “and the broad global experience he brings”, adding that alongside Andy Higginson he is “putting in place the leadership and governance necessary to help JD enter in its next chapter.

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VMware: ESG is struggling to grow. Here’s what comes next. https://upbeetcommunications.com/vmware-esg-is-struggling-to-grow-heres-what-comes-next/ Wed, 03 Aug 2022 12:09:20 +0000 https://upbeetcommunications.com/vmware-esg-is-struggling-to-grow-heres-what-comes-next/ Share “ESG is experiencing growing pains. Here’s what comes next.” on Twitter Share “ESG is experiencing growing pains. Here’s what comes next.” on Facebook Share “ESG is experiencing growing pains. Here’s what comes next.” on LinkedIn You’ve probably read unflattering headlines about environmental, social and governance (ESG) initiatives in recent months. ESG has been branded […]]]>
  • Share “ESG is experiencing growing pains. Here’s what comes next.” on Twitter
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You’ve probably read unflattering headlines about environmental, social and governance (ESG) initiatives in recent months. ESG has been branded a “scam” and a “loser” to yet another example of “woke capitalism”. One thing is certain: the heat of the spotlight fell on the ESG.

With this heat comes some questions. How worried should we be about ESG scrutiny? And what should we do, if at all?

On the first question, I will answer it clearly: I am not worried, nor am I surprised. ESG is not a passing fad. In fact, ESG investing is on track to surpass $50 trillion by 2025[1]- serious money that would represent more than a third of all projected global assets under management. It was only a matter of time before those profiting from the status quo began to push back.

The second question is more complex. While some critics are clearly exploiting this issue for political gain, others raise valid points about the dangers of greenwashing and how ESG performance versus impact is ultimately measured. This is where we have important work to do to ensure that ESG generates value for all stakeholders.

The fact is that ESG has matured in a somewhat “Wild West” environment.[2]. The demand for sustainable and socially responsible investments has skyrocketed overnight, with many organizations eager to follow suit. But without regulatory guidelines or standards in place, just about anything could be ESG labeled. This ambiguity has created the situation we find ourselves in now: a mess of conflicting ratings and standards that makes it difficult to distinguish between those who do the job and those who talk about a good game.

Fortunately, this ambiguity should begin to resolve itself soon. The desire for better standardization is strong, with VMware recently joining more than 80 other companies in calling for global alignment on sustainability reporting.[3]. And with regulators in the United States and the European Union poised to act in this space, I expect consensus around ESG disclosures and standards to emerge within the next year or so.

But standardizing reporting is only part of the puzzle we still have to solve. It’s not enough. For ESG to realize its full potential, it must also create impact in the real world. For me, operationalizing a fully integrated and results-driven ESG strategy is the holy grail.

This question was at the heart of the concerns of CEOs, directors, investors and practitioners who gathered at the ESG Summit in Aspen last month. I was there to help lead the dialogue on building a corporate culture that is fully on board with ESG principles – and one of the key points I made was that there is a big difference between expertise and mastery.

Many companies are currently developing their ESG expertise by recruiting dedicated specialists, researching industry best practices, and collecting and reporting data. But fluidity requires something more.

Fluency occurs when a company’s board, management team and staff are aligned and share responsibility for creating ESG outcomes. This happens when an organization’s values, business model and ESG principles become one. Simply put, it happens when ESG ceases to exist because it has been naturally absorbed into a company’s culture and operations.

Achieving fluidity is a journey, of which we are still only at the beginning. But it is essential to deliver on the promise of ESG and create the measurable impacts that will bring us closer to a more sustainable, equitable and resilient world.

As ESG fades away and becomes more central to business operations around the world, it will continue to attract more attention and criticism. These are growing pains in an emerging reality. But that’s not a sign of weakness, it’s a sign of success. By focusing on transparent standards and real impact, we can achieve our ultimate goal: to make ESG obsolete, because it has become the way business is done.

This article may contain hyperlinks to non-VMware websites that are created and maintained by third parties who are solely responsible for the content of such websites.

[1] Bloomberg, “ESG assets of $50 trillion will reshape $140.5 trillion in global assets under management by 2025, according to Bloomberg Intelligence,” July 2021.

[2] SDxCentral, “VMware VP: ESG Confronts Regulatory ‘Wild West’,” October 2021.

[3] A4S, “Business and Finance Community Respond to the Proposed IFRS Sustainability Disclosure Standards”, July 2022.

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Kimberly-Clark recognized as one of the World’s Most Ethical Companies in 2022 by Ethisphere https://upbeetcommunications.com/kimberly-clark-recognized-as-one-of-the-worlds-most-ethical-companies-in-2022-by-ethisphere/ Mon, 01 Aug 2022 12:16:00 +0000 https://upbeetcommunications.com/kimberly-clark-recognized-as-one-of-the-worlds-most-ethical-companies-in-2022-by-ethisphere/ DALLAS, August 1, 2022 /PRNewswire/ — Kimberly-Clark announced today that it has again been named one of the World’s Most Ethical Companies by Ethisphere for the fourth consecutive year. This recognition honors the company’s exceptional leadership and commitment to business integrity through best practices in ethics, compliance and governance. “Kimberly-Clark has always been committed to […]]]>

DALLAS, August 1, 2022 /PRNewswire/ — Kimberly-Clark announced today that it has again been named one of the World’s Most Ethical Companies by Ethisphere for the fourth consecutive year. This recognition honors the company’s exceptional leadership and commitment to business integrity through best practices in ethics, compliance and governance.

“Kimberly-Clark has always been committed to doing business the right way,” said mike hsuCEO of Kimberly-Clark. “We are honored to be recognized again by Ethisphere. It is a reflection of the deep commitment of our teams around the world to lead with integrity as we drive our program of creating value for all of our stakeholders. ”

Based on Ethisphere’s proprietary Ethical Quotient, the World’s Most Ethical Companies assessment process includes more than 200 questions on culture, environmental and social practices, ethics and compliance activities, governance, diversity and initiatives to support a strong value chain. The process serves as an operational framework to capture and codify best practices from organizations across industries and around the world.

“Today, business leaders are faced with their greatest mandate yet: to be ethical, responsible and trustworthy to drive positive change,” said Timothee ErblichEthisphere CEO. “We continue to be inspired by the winners of the World’s Most Ethical Companies and their dedication to integrity, sustainability, governance and community. Congratulations to Kimberly-Clark on earning the World’s Most Ethical Companies designation. most ethical in the world.”

Kimberly-Clark is one of only four winners from the consumer products industry. In 2022, Ethisphere recognized 136 winners in 22 countries and 45 industries.

The full list of the 2022 World’s Most Ethical Companies is available at https://worldsmostethicalcompanies.com/honorees.

Learn more about Kimberly-Clark’s commitment to ethics and compliance at
https://www.kimberly-clark.com/responsibility/ethics-governance.

About Kimberly Clark
Kimberly-Clark (NYSE: KMB) and its trusted brands are an integral part of people’s lives in more than 175 countries. Fueled by ingenuity, creativity and an understanding of people’s most basic needs, we create products that help people better live what’s important to them. Our portfolio of brands, including Huggies, Kleenex, Scott, Kotex, Cottonelle, Poise, Depend, Andrex, Pull-Ups, GoodNites, Intimus, Neve, Plenitud, Sweety, Softex, Viva and WypAll, hold the #1 or #1 °1. Position of 2 stocks in 80 countries. We use sustainable practices that support a healthy planet, build stronger communities and ensure our business thrives for decades to come. To keep up to date with the latest news and learn more about the company’s 150 years of innovation, visit kimberly-clark.com.

About Ethisphere
Ethisphere® is the global leader in defining and promoting the standards of ethical business practices that fuel business character, market trust and business success. Ethisphere has deep expertise in measuring and setting fundamental ethical standards using data-driven insights that help companies build corporate character and measure and improve culture. Ethisphere honors superior achievement through its World’s Most Ethical Companies recognition program and provides a community of industry experts with the Business Ethics Leadership Alliance (BELA). For more information about Ethisphere, visit: https://ethisphere.com.

Logo – https://mma.prnewswire.com/media/648588/Kimberly_Clark_Logo.jpg

[KMB-C]

SOURCE Kimberly-Clark Corporation

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Director of Human Resources of Heritage Names | News, Sports, Jobs https://upbeetcommunications.com/director-of-human-resources-of-heritage-names-news-sports-jobs/ Sat, 30 Jul 2022 04:24:16 +0000 https://upbeetcommunications.com/director-of-human-resources-of-heritage-names-news-sports-jobs/ Danielle Bozich Danielle Bozich has been appointed Director of Human Resources for Heritage Departments. She was previously the organization’s vice president of human resources. At Heritage Ministries, Bozich will be responsible for overseeing and managing the human resources structure of the organization, including retention, benefits, recruitment, training, coaching, employee development, policy, […]]]>

Danielle Bozich

Danielle Bozich has been appointed Director of Human Resources for Heritage Departments. She was previously the organization’s vice president of human resources.

At Heritage Ministries, Bozich will be responsible for overseeing and managing the human resources structure of the organization, including retention, benefits, recruitment, training, coaching, employee development, policy, as well as developing and executing the human resources strategy in support of the entire business. corporate planning and culture.

“We are delighted to welcome Danielle to her new role as CHRO at Heritage,” said Lisa Haglund, President and CEO of Heritage. “Danielle has a long history in human resources, particularly in healthcare, and demonstrated her passion for heritage as Vice President of Human Resources. We know she will continue to lead staff with grace and appreciation – upholding the ideals of the legacy experience, including integrity, honor, excellence and engagement with everyone we employ.

Prior to joining Heritage, the Lake View, New York resident worked throughout Western New York in human resources administration. Bozich attended the State University of New York at Fredonia and Canisius College. Additionally, she is Certified in Executive Coaching and is a SHRM-SCP Senior Certified Human Resources Professional.

Bozich is active in her community and is a member of the Health Sciences Charter School Board in Buffalo and is a member of SHRM and the National Human Resources Association.



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Spirit and Frontier agree to end merger proposal https://upbeetcommunications.com/spirit-and-frontier-agree-to-end-merger-proposal/ Wed, 27 Jul 2022 20:33:53 +0000 https://upbeetcommunications.com/spirit-and-frontier-agree-to-end-merger-proposal/ Spirit Airlines and Frontier Airlines agreed to pull out of a proposed merger today without announcing the results of a scheduled shareholder vote, months after JetBlue Airways made its own bid. The decision to withdraw came after the vote was postponed four times, making the merger increasingly uncertain. “While we are disappointed that Spirit Airlines […]]]>
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8 best practices for remote training in your organization https://upbeetcommunications.com/8-best-practices-for-remote-training-in-your-organization/ Mon, 25 Jul 2022 20:39:26 +0000 https://upbeetcommunications.com/8-best-practices-for-remote-training-in-your-organization/ Emotional connection means a lot to people. Undoubtedly, not all programs have to look like a drama, but you have to remember that people always make decisions based on their emotions. On a daily basis, companies are confronted with the problem of distance learning. In addition, it has become more crucial than ever to develop […]]]>

Emotional connection means a lot to people. Undoubtedly, not all programs have to look like a drama, but you have to remember that people always make decisions based on their emotions.


On a daily basis, companies are confronted with the problem of distance learning. In addition, it has become more crucial than ever to develop skills and maintain social ties with all employees, regardless of their location. And the ability to meet the training needs of remote workers is critical to business success. Companies should take a strategic look at distance learning to see if it helps fulfill this function or only fulfills the task of knowledge transfer. Use the practices described in the article below to ensure that distance learning helps your organization meet its needs.

What is distance learning and why is it needed?

Distance learning is an opportunity to develop staff on the job. However, before everything falls into place, it is necessary to work hard to launch courses and distance learning, and to combine them into a coherent system of work: setting objectives, and dealing with the basis of the program in a responsible.

Training aimlessly is not the right path. The objective must be specific:

  • Preparation of new employees for effective work in the company, adaptation to work in a new team. For an employee to work effectively, he must clearly understand the values ​​of the organization: where everything is, how the technological processes are built and what exactly he must do in the workplace.
  • Elimination of shortcomings and gaps in the skills of active employees.
  • Train employees to work in compliance with the transformation of the regulatory framework, and the implementation of certain standards (international, national, specific organizations).
  • Preparation of an employee for another or cross-functional position. Everything is achievable.

Benefits of Distance Learning

The distance education format is seen as a space for a person’s self-realization and is fundamentally different from the traditional training system. The use of modern computer technologies in the learning process has a positive effect on the degree of perception of information by an employee and improves his cognitive functions. The indisputable advantage of distance education is its mass character. The system allows you to cover several people simultaneously, providing the necessary amount of information, regardless of the number of employees.

Disadvantages of distance learning

Direct contact is sometimes still necessary for a worker not only to explain the material, but as the main motivating factor. The lack of direct “teacher-student” interaction and the lack of lively speech and emotional exchange worsen the perception of information and reduce the degree of understanding of the material. Disadvantages of distance learning also include the inability to identify an employee in the knowledge check process in some organizations. The distance learning format does not provide a high quality interaction between the mentor and the employee when verifying the material covered. The system cannot technically control who is tested.

  1. Distance learning must be active

Let go of the passive structure of practice. Training participants already spend a significant portion of their time in front of the computer; it will be difficult for them to study if they just have to turn a virtual page with text. Design tutorials to mimic natural human behavior on the Internet: present information in small blocks, accompany the course with videos and animations, tell stories, or let them interact with you and other listeners on the forum.

During active training, in order to interest the teleworker, the trainer uses various methods and techniques. With this type of training, you need to turn into a kind of organizer of an interesting and exciting atmosphere, which contributes to the fact that the employees themselves begin to show activity and interest in the topic studied. Keep in mind that the active training method takes effort.

  1. Distance education must be measured

Dose the educational content. This way you will reduce overstudy and increase absorption. It is necessary to give content in small modules distributed over time. At the same time, offer quick support when the training participant needs specific knowledge or skills.

The ability to deliver training materials is developed by management in the practice process based on their knowledge of their team. A well-dosed material is firmly anchored in the minds of workers. The right mix of course material, delivered in an appropriate structure, makes lesson content accessible to remote workers.

  1. Distance learning should challenge your organization

It is difficult for teleworkers to maintain a level of motivation. Difficult but achievable tasks will boost your morale and positively affect the work of the whole organization.

Such training must necessarily contain elements of gamification as competition and rewards in the process can motivate learning. In doing so, the use of various platforms and tools, such as remote video interpretation, which encourage creativity and collaboration. Work them carefully: tasks that are too simple will cause boredom or give a false impression of the participants’ level of professionalism, while tasks that are too difficult will disappoint and demotivate.

  1. Distance learning should reflect your corporate culture

Acquaintance with the company’s corporate culture does not only occur during the employee’s adaptation period. Use training to communicate the identity of the organization and introduce employees to its core values. This is necessary even for experienced personnel.

To reflect corporate culture in distance learning, use visuals. Each organization has its own culture and values, which are reflected in the corporate brand. In other words, the shape of your training programs should match the brand. Also tell employees how the educational content is useful for the company and how the level of training of employees affects the whole company. At the same time, training topics can be anything, including a PMP certification training program, and employees’ understanding of the principles, values, policies, and procedures that the programs are formed will give your courses an advantage.

  1. Be aware of social interaction

Identify learning components that cannot be mastered in traditional face-to-face mode and create alternative online activities to compensate for them. For example, mentoring sessions, brainstorming sessions and other group activities, small sessions and workshops.

Before each meeting, give attendees a few minutes to share personal news and concerns. It will help people to have fun, to connect with others, and also to feel part of a common cause, it will add motivation to work together when training. You can start meetings by discussing issues related to remote work and isolation.

  1. Using training to establish an emotional connection

Emotional connection means a lot to people. Undoubtedly, not all programs have to look like a drama, but you have to remember that people always make decisions based on their emotions.

Stories are the most effective and easiest technique to emotionally connect with learning participants. Whenever possible, tell stories. There are always case studies, testimonials, successes and failures in the organization. Think about the emotions you want to evoke in the team. Remember to tie the story to specific outcomes and learning points, and change the tone of the story as the story progresses.

  1. Use a proven development methodology

    Photo by Vojtech Okenka from Pexels

Sometimes it’s tempting to combine different formats and materials into one program and see what happens. You can test learning tools this way, but only a proven approach is suitable for developing entire courses. Focus energy and budget on the result; use the best and most relevant content for your audience. When creating a program, carefully consider the design structure, interaction, visual design, sound and other aspects. Finally, optimize your development with iterative processes and control quality.

  1. Measuring the effectiveness of distance learning

Today, staff training is increasingly becoming an essential attribute of a successful organization. Companies teach their employees almost everything: the use of computer programs, sales techniques, project management, time management and much more. They teach alone or teach with the help of third-party companies. As a rule, you can not do without time, money and effort. That’s why you want to see the result of the training and evaluate its usefulness and effectiveness.

To assess the effectiveness of training, different models can be used, each of which has its advantages and disadvantages. The choice of one or the other model depends entirely on the objectives that the organization sets for itself. For example, the Kirkpatrick model provides a quick visual representation of the effectiveness of training activities. Bloom’s taxonomy model allows for more detailed performance measurement, as well as the choice of a specific training strategy for employees. The Phillips evaluation model aims to assess the financial aspect of training, namely the efficiency of the investments in personnel. Today, the problem may not be the need to assess the effectiveness of a training or lack thereof, but the choice of its specific algorithm.

In conclusion

Each of us works our whole life and learns new things every day. Scientists call this biological characteristic exploratory behavior. Therefore, a training culture exists in all organizations, even those without learning and development. Building a distance learning culture in an organization can be difficult, but it’s even harder to do it online. The difficulties are encountered both by managers and by the employees themselves. But now you know a lot about best practices for remote training and how to shape it if most employees are remote.

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Buyers seek restart of TMC relationship amid recovery stumbles https://upbeetcommunications.com/buyers-seek-restart-of-tmc-relationship-amid-recovery-stumbles/ Thu, 21 Jul 2022 02:58:46 +0000 https://upbeetcommunications.com/buyers-seek-restart-of-tmc-relationship-amid-recovery-stumbles/ When evaluating the current performance of the travel management company for workforce solutions firm Alexander Mann Solutions, the answer will depend on who the question is asked. For global facilities manager Anna Pochlódka-Watorek, the TMC relationship is now better than it was before the start of the Covid-19 pandemic, she said during a training session […]]]>

When evaluating the current performance of the travel management company for workforce solutions firm Alexander Mann Solutions, the answer will depend on who the question is asked.

For global facilities manager Anna Pochlódka-Watorek, the TMC relationship is now better than it was before the start of the Covid-19 pandemic, she said during a training session at the recent Business Travel Show Europe. When travel stopped during the pandemic, Pochlódka-Watorek decided to keep the bi-weekly calls she had with her TMC, even though they had no travel issues to discuss. This gave the travel team and the TMC team the opportunity to get to know each other on a personal level and for both to gain a better understanding of each other’s corporate culture.

“My TMC and my company went through this seriously scary and difficult experience together,” Pochlódka-Watorek said. “We went through it together, and now we’ve come out changed.”

Corporate travelers, however, are not as enthralled as they are struggling due to the widespread disruptions currently plaguing travel providers.

“The level of service has gone down and we have a lot of noise internally from travelers who are having difficulty and not getting the support they need from TMC,” Pochlódka-Watorek said. “While I understand the context and it’s not TMC’s fault that there’s a bigger picture behind it, the traveler doesn’t care.”


It’s not so much that we have a recruiting problem; we have an image problem. It’s been a tough two years, and the people who left look at the situation and see these disruptions at the airports, and they say, “Do I want to come back to this? [The industry] has lost some of its sexy side.

— Clive Wratten of the Business Travel Association


Like other supplier categories, TMCs continue to face challenges recovering staff lost during the pandemic, but the sheer numbers are only part of the story.

Business Travel Association chief executive Clive Wratten said that among his organization’s members, staffing levels have recovered commensurate with the level of revenue recovery to pre-pandemic service levels, with around 80% of frontline staff back in place. However, the ratio of bookings requiring assistance or changes has fallen from around one in 10 bookings to one in four bookings. In May alone, processing airline cancellations took around 5,500 man-hours, he said.

These difficulties compound the problem of attracting people to the industry.

“It’s not so much that we have a recruiting problem, we have an image problem,” Wratten said. “It’s been a tough two years, and people who have left look at this and see these disruptions at airports, and they’re like, ‘Do I want to come back to this?’ [The industry] has lost some of its sexy side.”

TMCs feel it even more on the IT side, where skills are more transferable to other industries than the front office side, he added. Meanwhile, many updates and changes made during the pandemic with limited volumes are now facing their first stress tests, said Katharina Navarro, global category manager for travel and mobility at Capgemini.

“We can feel the fixes are coming in pretty quickly, and that’s good, but there’s still a long way to go,” she said. “We need to come together to rethink our approach to technology.”

All of this should create the perfect environment for a major change in the way businesses and TMCs work together, said independent consultant Bex Deadman.

“This industry has always been about smoke and mirrors,” she said. “The pandemic has opened all of that up, and now is a really good opportunity to start talking about those relationships in a different way.”

At the start of the pandemic, industry leaders predicted that it would light a fire by moving from a transaction-based model to a more paying model for TMCs. To date, this change has not materialized. In BTN Europe’s recent report on major European TMCs, only 6% of 163 buyers surveyed said they had a subscription fee model in place, while flat transaction fees remained the model for almost two-thirds of buyers. buyers.

Although TMCs have taken recent steps to promote the model – CWT, for example, has in recent months begun rolling out a new subscription model after a pilot year with a select group of customers – for many buyers it does not it’s not just about changing over. Navarro said the “archaic” back-office systems that many TMCs operate on make them hesitant to commit to large-scale changes.

Since she was unable to scale to the model globally, Navarro said she was instead attempting a smaller-scale trial with 200 “very experienced people” operating under an incumbent subscription model. She’ll use the results to determine whether to expand it, and “so far, so good.”

“The intention is to eliminate noise,” Navarro said. “Attendants – VIPs who don’t make their own reservations – appreciate that it’s one less line to do in the expense tool, and it saves you a click.”

Deadman, who was behind Blue Cube Travel’s recent pioneering new subscription model, argues that this is the direction TMCs should be moving in.

“They’re not just there to book a trip for you, and if that’s what they’re doing, there’s something seriously wrong with the valued relationship,” Deadman said. “Unless you’re willing to have this very honest conversation, about how you make money versus what the business needs, you can’t move this conversation forward.”

In the meantime, shoppers have said that one of the best ways TMCs can help them navigate the current disruptions is to simply be honest about the challenges they face. This should be accompanied by quantifiable data, Navarro said. So when travelers and administrators have problems, travel managers can use this data to at least show them that it’s not a problem of their own.

Pochlódka-Watorek said her company has put together training videos to educate its travelers about issues they’re going to face, such as airport wait times, to better acclimate them to current realities. It should also be a key feature of TMC for the time being, however, so travelers can enjoy the same feeling of the enhanced relationship that she feels personally, she said.

“I feel like there is a disconnect between my experience as a travel manager and the experience of our travellers, who have not benefited from regular and recurring meetings with a lovely person within our TMC “, Pochlodka-Watorek said. “I would expect our TMC to support that, in terms of communication and context for travelers, why they have such difficulty when trying to get from one place to another.”

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‘Resident Evil’ is the latest show to tackle the death of work/life balance https://upbeetcommunications.com/resident-evil-is-the-latest-show-to-tackle-the-death-of-work-life-balance/ Tue, 19 Jul 2022 00:38:00 +0000 https://upbeetcommunications.com/resident-evil-is-the-latest-show-to-tackle-the-death-of-work-life-balance/ When one of my former employers released plans to redesign our workplace, among the incentives highlighted were improved employee lounges. Most offices have such designated casual spaces, but these were designed to be as comfortable as a living room, our home away from home. Many of my colleagues marveled at the sketches, but I remember […]]]>

When one of my former employers released plans to redesign our workplace, among the incentives highlighted were improved employee lounges. Most offices have such designated casual spaces, but these were designed to be as comfortable as a living room, our home away from home.

Many of my colleagues marveled at the sketches, but I remember they made me nauseous. For someone who was already expecting to bring work home and go online on the weekends, this was no comfort. This represented a further tightening of the noose. He said to me, “Don’t go home. Think of the workplace as an extension of the home.

Zombies may still be America’s favorite monsters, as proven once again by the popularity of Netflix’s “Resident Evil” series. But our nightmares tend to be fueled by ordinary horrors like the one described above. Americans may be worried about a recession, but not enough to keep record numbers of us from quitting jobs we don’t like or are considering.

RELATED: In “Severance”, a false work/life balance similarly cuts when the body keeps score

Often, these resignations are related to a company’s refusal to accommodate its employees’ desire to work from home or respect the boundaries they impose between their work and personal lives. More of us focus on work that helps us live instead of living to work.

And that’s the one aspect of Capcom’s serial take on the survival shooter franchise that gives it a bigger, smarter purpose than the movies that came before it.

“Resident Evil” is a franchise born in the shared golden age of Generation X and Generation Y, the former being of an age to buy the game for themselves and the latter asking their parents for it. His mythology also reflects the general sentiment of these cohorts, who shared a general sense of distrust of government and corporations against ruling notions of baby boomers and silent people.

Flesh-eating lunatics aside, the alternate version of the 2022 series seems only a hair’s breadth away from our reality.

You don’t need to have played “Resident Evil” before to understand the global threat posed by its supervillain, Umbrella Corporation. A quick rundown for those unfamiliar with the franchise: Umbrella is a pharmaceutical company specializing in top-secret weapons research, primarily involving biological mutagens. The one that ends it all is the T-Virus, a highly contagious pathogen that turns most humans into aggressive zombies.

It flips the same buttons that made “The X-Files” a phenomenon, acknowledging that some of the most fearsome forces in existence are man-made, created for profit and power.

While the games and movies are mostly about characters led by Alice surviving these hordes, the show is split between the world of 2022, when everything has collapsed, and the future described above. Flesh-eating lunatics aside, the alternate 2022 version of the series holds the seeds of a more disturbing story as it seems a few hairs away from our reality.

Siena Agudong as young Billie and Tamara Smart as young Jade in “Resident Evil” (Netflix)

This part of the story follows a pair of teenagers, Billie (Siena Agudong) and Jade (Tamara Smart) as they move in with their father Albert Wesker (a legacy character from the games and movies, played by Lance Reddick) in the South African company of Umbrella. town, New Racoon City. (The original Racoon City, where the film franchise and video games began, has been wiped off the map.)

The town of New Raccoon is barren in every way. All the houses in their housing estate are chalk white. The school is a white and gray palette, and its students dress accordingly.

Between this idea and its take on life and corporate life, “Resident Evil” shares a disturbing type of premise similar to those at play in “Severance,” in which Lumon Industries designs a way to split consciousness between its existence professional and personal life. time, overseeing its employees by setting them up to be neighbors in the same community.

Lumon’s mystery is that no one knows exactly what she does, including her employees, who only know each other at work and through work, as they have no memory of life outside of work. Inside the office, productivity is rewarded with treats like an egg bar or dance breaks, where employees can choose a type of music and a small instrument to play with, as seen in the episode ” Defiant Jazz”.

It’s very different from what “Resident Evil” presents in that Lumon seems to offer incentives to its employees beyond just staying alive. That’s not far off from what we see in play in the current season of “Westworld,” where Evan Rachel Wood’s character is tracked during her off-hours by her employer when she calls in sick – you know, just to see if she is telling them the truth.

Between those shows and the world portrayed in “The Boys,” where Vought International has inserted itself into every corner of American life, it’s a chance of the popular representations of labor that have ruled for decades, primarily looking at life cabin through the lens of workplace comedy.

But office life here tends not to be fun or familiar, but psychologically exhausting. Digging into the fierce corporate culture of Umbrella, “Resident Evil” showrunner Andrew Dabb draws parallels to the inhuman corruption of Sackler’s and Purdue Pharma.

As one news report explains, the company’s move from bioweapons to direct-to-consumer drugs via its antidepressant and anti-anxiety drug Joy is meant to change its fortunes. A side effect of Joy that isn’t talked about beyond the company’s boardroom is the drug’s ability to condition the mind to be exploited, influencing behavior and attention. Our social media apps do just that without drugs. It would beat that natural addiction and as you might expect it’s created from a derivative of the T virus. It’s a company that refuses to say die to its worst discoveries but is perfectly fine if consumers drop dead.

resident EvilLance Reddick as Albert and Paola Nunez in ‘Resident Evil’ (Netflix)

It’s as ridiculous as the show’s zombie arm, which sends the plot into chaos in the second half of the season. Again, this allows Reddick, who is always one of the best parts of the shows he’s been a part of, to appreciate the type of dramatic athletic acting they like to engage in, especially these days.

Working until exhaustion, committing to being loyal to a company or an industry, sacrificing family time for work, little or none of these are an acceptable price for success.

He also acknowledges the franchise’s need to re-establish itself with Generation Z by appealing to this age group’s general distrust of systems, primarily those imposed by corporations, government, and other institutions.

To them, the undead are probably less of a threat than the corporate education system that heavily censors internet access and controls what they learn about everything, including viruses. In poll after poll, Billie and Jade’s contemporaries aren’t interested in the status quo when it comes to their professional lives: working to exhaustion, swearing loyalty to a company or industry, sacrificing time in family for their work, little or none of this is an acceptable price for success.

To be clear, “Resident Evil” is by no means a good show. None of the many films based on these video games are. And yet, somehow, I saw every single one of them and really enjoyed a couple.

The franchise has been alive and kicking around in one form or another since 1996 because of people like me who played video games or, from 2002, enjoyed watching Paul W.S. Anderson’s wacky action showcases for his wife Milla Jovovich, the upgraded hero of the Alice franchise.

We live in a world where most of us have given up on “The Walking Dead,” leaving little to no good reason to build eight episodes of “Resident Evil” expressly around its survival horror, though that’s precisely what the show is in its futuristic 2036. However, a terror at the heart of the game’s mythology that’s more relatable than its remaking of an apocalypse by pustule-covered cannibals is its take on the all-consuming Corporate Matrix.

And it’s through the brief bout of intimidation of Billie by another student that we see how the social structure works.

Since Albert is higher in the Umbrella Corporation than the father of the girl torturing him, he simply shows up at the manager’s office and threatens to destroy the man’s life down to the studs.

The bully’s father must comply with Albert’s wishes, not because his bullying child was wrong – clearly, she was – but because he knows where he fits in the social order imposed by Umbrella. . Office politics is the politics of life in this social food chain – which, unfortunately, tends to be the case in many industries.


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There’s a reason “The Office” remains hugely popular among Millennials and Gen Z: It makes even the most mind-boggling work situations fun and adorable because of the family bond shared by the Scranton crew, Pennsylvania. subsidiary of Dunder Mifflin Paper Company. It shows a group of people brought together by hiring executives who enjoy being together and generally care about each other’s well-being.

New Raccoon City and its corporate housing communities take working life to another extreme, reflecting an existence like the one many workers endure in exchange for a steady paycheck, 401K and health insurance – it’s ie the understanding that you are being watched and could be shot for any reason.

This surveillance doesn’t just take place in the same offices that house secret labs with a contagious, biting dog – cameras are installed throughout the Weskers’ home, for security reasons and to make sure no one leaves the premises. beaten track. For this society, the house is an extension of work. Depending on your state of mind, there is more to fear in this image than the thought of being overrun by the undead.

“Resident Evil” is currently streaming on Netflix.

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