Do not lose family in times of unemployment and finalcial loss

The money related emergency enthusiastic help hotline set up by volunteer associations with government subsidizing got in excess of 1,000 calls for help in its initial fourteen days of administration. Social issues brought about by the worldwide monetary wave have kept on surfacing. Hong kong individuals need to comprehend that the difficulty is a worldwide marvel. Further, regardless of how frantic the circumstance is today, there will be daylight after downpour. Other than cash and riches, there is a lot to respect and fortune around us. The brunt of the money related tidal wave has been borne by speculators who endured extraordinary misfortunes in the stock and monetary subordinate markets. Of them, Lehman small scale bond financial specialists stirred most concern, in spite of the fact that the misfortunes endured by individuals who brought stocks during the pinnacle of the hang seng list a year ago have been no not as much as that endured by the lehman smaller than normal bond speculators. On Monday, the HIS fell 1600 focuses, losing 15 trillion in showcase esteem over a year ago's high. It included the capital of numerous little speculators. Indeed, even residents who have not straightforwardly exchanged stocks yet who hold obligatory fortunate assets and childern's instructive supports will find that their riches has reduced extensively. Toward the start of the monetary tempest, little financial specialists endured misfortunes they despite everything had any expectations of recapturing their cash. In any case, the financial exchange kept on falling. Until the money related torrent this month, the HIS had dropped in excess of 60 percent from its recorded high. A significant number of the stocks fell radically. Indeed, even the generally solid great quality stocks endured a similar destiny. Some little speculators started to call it an endless chasm. They not, at this point needed to recapture their cash. What's more, they likewise would not like to keep on losing cash, or lose somewhat more. Tragically, as they haul themselves out of the market, they are paying for their costly exercises. During the 70s, the HSI dropped by in excess of 90 percent, from 1700 focuses to a little more than 100 focuses, transforming stocks into backdrop. The fall made some little financial specialists end it all. In spite of the fact that the current budgetary tidal wave isn't as serious, it has been an in the quantity of individuals sincerely upset by their money related misfortunes. The individuals who called the hotline for help incorporate the working class and proprietors of little and medium-sized endeavors. Some have even lost the reserve funds of their relatives. These pesple are neither expert theorists nor card sharks, but then the impacts of the money related emergency have spread to them, causing family and social difficulties. Indication of life after decimation Indication of life after decimation Contrasted with the SARS time frame five years prior, the current emergency has hit the working class a lot harder than it has the grassroots. The spate of terminations brought about by the contracting market and the credit mash in banking under the budgetary tidal wave has made joblessness, which will in future influence individuals. At the point when credit freezes up at the year end, endeavors will discover the remainder of the year particularly difficult to pass. On the off chance that the conditions intensified with rising joblessness and contracting openings for work, everything can turn out badly for the poor couple. Family debates and viciousness may rise.

Chapter Summarize Essay Example | Topics and Well Written Essays - 250 words

Part Summarize - Essay Example The medicinal services proficient must achieve a consistency between their responsibility and activities. This will teach in the patient a sentiment of trust. Every single individual from the group must perform with a similar degree of trustworthiness. Individualizing your methodology The expert should initially comprehend the methodology and afterward act as per the circumstance. Rather than being a captive to the clock he should be adaptable enough to treat the patient as indicated by the circumstance. The specialist should oppose receiving an easy route and on the off chance that it is truly required, at that point an exhaustive clarification ought to be given to the patient. Additionally the holding up patients ought to be dealt with suitably so they don’t lose certainty. Seemingly insignificant details mean a ton †Practitioner’s individualized consideration on a patient even on little issues can manufacture a solid expert bond. These may incorporate creation a patient agreeable cleanly (furnishing with a tissue or a glass of water when out of luck) , recollecting patient’s interests (films, matches and so on.) or extending patient’s mindfulness (causing a patient to feel near and dear ). Reacting to endowments Patients and their particular relatives frequently offer blessings to medicinal services experts. This makes a situation for these experts , whether to acknowledge them or not. Before concluding specialists ought to think about the money related worth, patient’s expectation , nature of expert closeness .

How to Keep Your Top Talent from Churning - Focus

How to Keep Your Top Talent from Churning - Focus I work in an industry where “startup” is a daily word, everyone’s fantasies seem to involve a “unicorn”, and “office perks” are the currency. The resource we seek  is a team of efficient, dedicated, employees. But when so many startups focus on acquisition and the resource is limited, shouldn’t we focus more on reducing our top talent churn? Reducing Churn They say in growth, it’s easier to stop your already invested customers from leaving than to acquire new ones. Things are no different when it comes to HR. An existing employee has already seen enough value in your company to seek a job, is (hopefully) motivated enough to produce good work, and is invested in the product that you’re building together. This makes them a lot more likely to stay with you than the employee who is just learning about you, along with the other 50 tech companies looking to hire them. If you want to build a team of top tech talent, its better to invest in developing the talented  employees you already have in-house.  Here are 5 tips that will help you retain your top talent, based on what others say and on what we’ve discovered at our own company, MeisterLabs. 1. Find out what motivates your high performers The first step in retaining your high performers is finding out what motivates and engages them. This is not something that you should take for granted. Even if they seem happy and productive you might find out the truth when it’s already too late. Potentially when they’re handing you their resignation letter. That’s why it’s crucial you don’t skip your yearly (or even more often) evaluations and that you do them thoroughly. Asking your employees if they’re satisfied in their job isn’t enough. Instead, ask “What would cause you to take a job with another company tomorrow?” This query prompts people to share their underlying criteria for job satisfaction and to list which of those elements are missing. Surprisingly enough, we have never run a proper employee satisfaction questionnaire or discussion at MeisterLabs. But as they say, better late than never. We ran our questionnaire anonymously, but the general results gave us a much clearer view of what’s important for our employees, or as we like to call it in growth, their AHA! Moment. Product is king Somehow unsurprisingly, after the monetary factor, working on a meaningful product (one that they would use, believe in, etc.) ranked highest within our company. Your product is the most important thing to your customers, to your users, and to your employees. People want to work on something close to their heart and a product thats useful. 2. Focus on training and transforming your managers into coaches They say in HR that employees don’t quit jobs or companies, they quit managers. And we’ve confirmed this in our company when we saw in our questionnaire that “Knowledgeable managers and colleagues” came in very close after working on a meaningful product. Our team also rated constant feedback and recognition highly. It’s no surprise that people want to learn from each other, want to know they work with someone they can trust, and want to keep growing professionally. To help your managers be the kinds of leaders that people want to work hard for, transform them into coaches. “A manager shows someone how to do something, such as the day-to-day tasks for his job, and a coach goes a step further to help an individual realize his full potential and maximize positive outcomes,” says Clifton Harski, the director of training and national head coach at Fitwall. If you feel your team leaders arent providing this yet, its worth investing in managerial training. A good training course will help  your managerial team to better support their teams to grow, perform and stay in their roles. In short, theyre worth the investment. Team management made simple Discover MeisterTask Its free! Discover MeisterTask 3. Offer remote working options In our internal questionnaire, 50% of my colleagues rated remote working and flexible hours as very important requirements. And its not just internal.  Were asked a lot during job interviews whether we offer these kinds of working arrangements. Intuit also found that 79 percent of full-time workers want to work from home at least part of the time.   Luckily we already offer flexible hours, but the options for remote working are still limited.  In our industry, remote work is not so much a perk anymore  but is closer to becoming standard procedure. This has, of course, been facilitated by the many tools that help us to do so: Slack, UberConference, MeisterTask, GitHub, Dropbox, Harvest, just to name a few. To retain top talent, it’s important that you enable your team to work wherever they work best. If this means establishing procedures and tools for remote working, itll likely to be worth the effort. 4. Allow your top talent to fail In many top talent development programs and companies, one of the concerns of top executives is the possibility of derailment or the failure/underperformance of a candidate at the next level. Usually, when a promotion is planned or a top position opens up, promising employees are offered training assignments that provide very little risk of failure. But by being too cautious you risk never allowing emerging top talent to develop. True leadership and professional development take  place under conditions of real stress. We’ve become aware of this quite recently ourselves so amended our development process, creating the role of a feature owner. This puts responsibility in the hands of our developers as they have to go through all of the required steps. Writing specification documents; holding departmental design meetings; coordinating the development team; communicating with the QA team; its all down to them. Feature owners need to ensure that high-quality code is being produced and that their feature is delivered on time. It sounds like a lot and it has put considerable pressure on some of our developers. But with help from managers and colleagues, they’ve learned from their occasional failures and emerged with more knowledge and confidence. Assigning feature owners has helped us to identify management talent within our developer ranks. Weve also demonstrated that we trust our team and will recognize their good work, motivating them to keep it up. 5. Share your corporate  strategy with your high performers In the traditional working environment, meetings happened behind closed doors. Whispers were everywhere and employees lived in fear of being fired at any moment. I remember vividly my mother telling me about her workplace scare stories. Luckily for me, and hopefully everyone else working in a modern company, this is not the case anymore. Honesty and transparency  have become so much more important, not only to employees  but also to top management. Make sure you make these values part of your company culture too. High performers and potentials are acutely aware of your company’s health and are focused on the senior team’s strategy. The same way they want to work for knowledgeable managers, they also need to trust their top executives. With 90% of startups  reportedly  failing, you can’t blame them. There are many ways in which you can involve your high potentials in your company strategy. Some companies send out email updates detailing company performance and strategic shifts; some invite top performers to quarterly meetings; others even invite them to attend closed-door briefings on important strategic updates. Which path(s) you choose is up to you, as long as honesty and transparency are central to those decisions. Don’t wait for your top talent to start churning for you to create a company that everyone loves. Start by looking inside. Identify your high performers, and start creating a company culture that aligns their highest values with yours. Have any questions or tips of your own, on how to hold on to top talent? Wed love to hear from you in the comment section below. Team management made simple Discover MeisterTask Its free! Discover MeisterTask How to Keep Your Top Talent from Churning - Focus I work in an industry where “startup” is a daily word, everyone’s fantasies seem to involve a “unicorn”, and “office perks” are the currency. The resource we seek  is a team of efficient, dedicated, employees. But when so many startups focus on acquisition and the resource is limited, shouldn’t we focus more on reducing our top talent churn? Reducing Churn They say in growth, it’s easier to stop your already invested customers from leaving than to acquire new ones. Things are no different when it comes to HR. An existing employee has already seen enough value in your company to seek a job, is (hopefully) motivated enough to produce good work, and is invested in the product that you’re building together. This makes them a lot more likely to stay with you than the employee who is just learning about you, along with the other 50 tech companies looking to hire them. If you want to build a team of top tech talent, its better to invest in developing the talented  employees you already have in-house.  Here are 5 tips that will help you retain your top talent, based on what others say and on what we’ve discovered at our own company, MeisterLabs. 1. Find out what motivates your high performers The first step in retaining your high performers is finding out what motivates and engages them. This is not something that you should take for granted. Even if they seem happy and productive you might find out the truth when it’s already too late. Potentially when they’re handing you their resignation letter. That’s why it’s crucial you don’t skip your yearly (or even more often) evaluations and that you do them thoroughly. Asking your employees if they’re satisfied in their job isn’t enough. Instead, ask “What would cause you to take a job with another company tomorrow?” This query prompts people to share their underlying criteria for job satisfaction and to list which of those elements are missing. Surprisingly enough, we have never run a proper employee satisfaction questionnaire or discussion at MeisterLabs. But as they say, better late than never. We ran our questionnaire anonymously, but the general results gave us a much clearer view of what’s important for our employees, or as we like to call it in growth, their AHA! Moment. Product is king Somehow unsurprisingly, after the monetary factor, working on a meaningful product (one that they would use, believe in, etc.) ranked highest within our company. Your product is the most important thing to your customers, to your users, and to your employees. People want to work on something close to their heart and a product thats useful. 2. Focus on training and transforming your managers into coaches They say in HR that employees don’t quit jobs or companies, they quit managers. And we’ve confirmed this in our company when we saw in our questionnaire that “Knowledgeable managers and colleagues” came in very close after working on a meaningful product. Our team also rated constant feedback and recognition highly. It’s no surprise that people want to learn from each other, want to know they work with someone they can trust, and want to keep growing professionally. To help your managers be the kinds of leaders that people want to work hard for, transform them into coaches. “A manager shows someone how to do something, such as the day-to-day tasks for his job, and a coach goes a step further to help an individual realize his full potential and maximize positive outcomes,” says Clifton Harski, the director of training and national head coach at Fitwall. If you feel your team leaders arent providing this yet, its worth investing in managerial training. A good training course will help  your managerial team to better support their teams to grow, perform and stay in their roles. In short, theyre worth the investment. Team management made simple Discover MeisterTask Its free! Discover MeisterTask 3. Offer remote working options In our internal questionnaire, 50% of my colleagues rated remote working and flexible hours as very important requirements. And its not just internal.  Were asked a lot during job interviews whether we offer these kinds of working arrangements. Intuit also found that 79 percent of full-time workers want to work from home at least part of the time.   Luckily we already offer flexible hours, but the options for remote working are still limited.  In our industry, remote work is not so much a perk anymore  but is closer to becoming standard procedure. This has, of course, been facilitated by the many tools that help us to do so: Slack, UberConference, MeisterTask, GitHub, Dropbox, Harvest, just to name a few. To retain top talent, it’s important that you enable your team to work wherever they work best. If this means establishing procedures and tools for remote working, itll likely to be worth the effort. 4. Allow your top talent to fail In many top talent development programs and companies, one of the concerns of top executives is the possibility of derailment or the failure/underperformance of a candidate at the next level. Usually, when a promotion is planned or a top position opens up, promising employees are offered training assignments that provide very little risk of failure. But by being too cautious you risk never allowing emerging top talent to develop. True leadership and professional development take  place under conditions of real stress. We’ve become aware of this quite recently ourselves so amended our development process, creating the role of a feature owner. This puts responsibility in the hands of our developers as they have to go through all of the required steps. Writing specification documents; holding departmental design meetings; coordinating the development team; communicating with the QA team; its all down to them. Feature owners need to ensure that high-quality code is being produced and that their feature is delivered on time. It sounds like a lot and it has put considerable pressure on some of our developers. But with help from managers and colleagues, they’ve learned from their occasional failures and emerged with more knowledge and confidence. Assigning feature owners has helped us to identify management talent within our developer ranks. Weve also demonstrated that we trust our team and will recognize their good work, motivating them to keep it up. 5. Share your corporate  strategy with your high performers In the traditional working environment, meetings happened behind closed doors. Whispers were everywhere and employees lived in fear of being fired at any moment. I remember vividly my mother telling me about her workplace scare stories. Luckily for me, and hopefully everyone else working in a modern company, this is not the case anymore. Honesty and transparency  have become so much more important, not only to employees  but also to top management. Make sure you make these values part of your company culture too. High performers and potentials are acutely aware of your company’s health and are focused on the senior team’s strategy. The same way they want to work for knowledgeable managers, they also need to trust their top executives. With 90% of startups  reportedly  failing, you can’t blame them. There are many ways in which you can involve your high potentials in your company strategy. Some companies send out email updates detailing company performance and strategic shifts; some invite top performers to quarterly meetings; others even invite them to attend closed-door briefings on important strategic updates. Which path(s) you choose is up to you, as long as honesty and transparency are central to those decisions. Don’t wait for your top talent to start churning for you to create a company that everyone loves. Start by looking inside. Identify your high performers, and start creating a company culture that aligns their highest values with yours. Have any questions or tips of your own, on how to hold on to top talent? Wed love to hear from you in the comment section below. Team management made simple Discover MeisterTask Its free! Discover MeisterTask