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#292-1. Managers may be afraid to embrace simplicity. In business we are all scared of being called "too simple." People confuse simplicity, which is hard to achieve, with simplistic, which is easy and usually lacking value. When in doubt, a manager may add a layer of complexity where it is not needed just to be safe. It takes courage to be simple.
-Garr Reynolds, author of Presentation Zen
#292-2. McKinsey reported in 1999 that there is a war for talent that would continue for the next 50 years. But in my opinion it's already over. Talent won; we lost. We as employers are battling against some dire demographic trends.
-Lance J. Richards, senior director, Kelly Services at the World Human Resources Congress in Sep-2010
#292-3. A 2009 study tracking over 3,000 men/women for 10 years found that those with bad bosses suffered 20 to 40 per cent more heart attacks than those with good bosses.
-Shyamal Majumdar in his article, Are you a control freak? in the Business Standard dated Sep. 17, 2010
We discussed earlier the importance of distinguishing between simplistic and simple. Simplicity is hard to achieve because it takes effort to simplify without sacrificing essential content.
The HR fraternity and managers in general need to change their focus from “How do we retain the talent needed to achieve our objective?” to “What does the new generation workforce seek, and what are their capabilities?”
Do we really need detailed research reports to know the importance of not being bad bosses?