Focuses on the training and development needs of admin professionals and features topics such as hard skills (software competencies, writing, communication, filing) and soft skills (teamwork, time management, leadership).
Issue link: https://digital.hrreporter.com/i/745332
NOVEMBER 2016 2 E D I TO R ' S N OT E George Pearson Navigating the new tech landscape If you're waiting for your executive to tell you what you're to do next, stop reading here. If you're thinking about what you and your organization need to do to stay relevant and grow, here's something to think about. Ten years ago, the five most valu- able companies on the Standard and Poor's 500 Index were Exxon, GE, Microsoft, Gazprom and Citigroup. Today the five most valuable compa- nies are Apple, Alphabet (Google's parent company), Amazon, Microsoft and Facebook. This contrast was recently pointed out in "Finding a Better Way to Value Companies in the Digital World," an article in Knowledge@Wharton, the online business analysis journal of the University of Pennsylvania's Wharton School. "What is so amazing," said the authors of the article, is that these five tech-based companies, which rose relatively quickly to reach top market evaluations, "supplanted asset-based organizations, which experienced an astonishing decline." The authors' main point was that current S&P industry classifications are outmoded because they rely so heavily on physical assets. In 1975 83 per cent of the market value of the S&P companies was made up of physical or tangible assets, according to financial consultancy Ocean Tomo; by early 2015 that number had shrunk to 16 per cent. "We all need to recognize Face - book's 1.7 billion monthly active users as valuable an asset as GM's or GE's physical assets, says K@W, "if we want to help investors, customers and employees navigate the new tech landscape with better insights." Further, the authors contend, "every firm in time needs to become a digital firm that leverages intangibles, virtual networks and technology platforms if it wants to compete in the virtual and non-material world that will be characterized by virtual reality and augmented reality." No matter what the nature of your organization's business, it has a digital presence that needs to be looked after. Administrative professionals, by their proximity to the organization's lead - ers, are in a position to support and influence that presence. Administrative Assistant's Update is published once a month by Thomson Reuters Canada Ltd. Director, Carswell Media: Karen Lorimer Publisher: Todd Humber Editor: George Pearson george@adminupdate.ca Associate Editor: Jennifer Lewington jennifer@adminupdate.ca EDITORIAL OFFICE (519) 271-6000 Administrative Assistant's Update Thomson Reuters Canada Ltd. 1 Corporate Plaza, 2075 Kennedy Road Toronto, ON M1T 3V4 CUSTOMER SERVICE (416) 609-3800 (800) 387-5164 FAX (416) 298-5082 (877) 750-9041 carswell.customerrelations@ thomsonreuters.com Contents copyright. All rights reserved. © 2016 Thomson Reuters Canada Ltd. Contents may not be reproduced without written permission. Brief extracts may be made with due acknowledgement. Annual subscription: $189. Publications Mail Registration No. 40065782 GST# 897176350 UPDATE Administrative Assistant's Bottom-up employee engagement By Staff Sometimes employee engagement is recognized and promoted by management and sometimes it's not. Regardless, there are things admins can do to promote a more positive work environment within their own team, if not on a broader scale. Employee engagement, says Tanveer Naseer, a leadership coach, speaker and writer, "is about offering recognition and appreciation for the contributions others give to a shared goal." Here are his suggestions: Be specific about what you appreciate Telling a co-worker she did a good job is not enough; it's too vague to send the message that her work really connected with you. Instead, mention something specific about her work that impressed you. Show co-workers you value their expertise Asking co-workers for help will show them you see them as an in-house expert on a par - ticular point, and promote future collaboration. Co-workers may then be more inclined to come to you for things they see you as being the in-house expert on. Encourage others to participate This is not a one-person crusade to promote engagement. It needs to grow beyond your own efforts. Encourage others to reach out as well, mentioning the success of your own efforts. Promoting engagement and collaboration can help your team become more posi- tively aligned with organization goals, as well as energized with a greater sense of commitment. Learn more about Tanveer Naseer: www.tanveernaseer.com.