décembre 2017 | Hélène Roulot-Ganzmann - Collaboration spéciale | Éducation
Ce texte fait partie d'un cahier spécial.Concordia propose plusieurs certificats et programmes courts permettant de perfectionner ses compétences et ses connaissances sans s’embarquer dans un programme de MBA de deux ans. Des formations qui gagnent en popularité.
Parce que les carrières sont de moins en moins rectilignes ou parce que les connaissances et les savoir-faire évoluent aujourd’hui à la vitesse grand V, de plus en plus de travailleurs se voient dans l’obligation de retourner à un moment ou un autre de leur vie professionnelle sur les bancs de l’université. Mais il n’est pas donné à tout le monde de quitter son emploi pendant deux ans pour décrocher un MBA. En réponse à cela, les universités proposent de plus en plus de programmes courts permettant une remise à niveau rapide. Concordia ne fait pas exception.
Parmi eux, un certificat en entrepreunariat, qui, alors que l’économie québécoise est composée à 99 % de PME, dont un grand nombre tenues par des baby-boomers désireux de prendre leur retraite, vise à fournir les outils nécessaires pour faire qu’une acquisition soit une réussite, non un désastre.
Gérer sa micro-entreprise
D’autres ont pour objectif de rendre les étudiants meilleurs en négociation ou encore de les amener à utiliser leur intelligence émotionnelle pour diriger et motiver leurs équipes.
Les participants apprennent de ceux qui enseignent, mais aussi de la cohorte. Au final, nous en faisons de meilleurs gestionnaires et beaucoup d'entre eux prennent par la suite du galon.
Éric Paquette, président et cofondateur de l'Institut de leadership en gestionDepuis la rentrée, l’École de gestion John‑Molson de l’Université Concordia offre également un tout nouveau certificat de deuxième cycle en entrepreneuriat destiné notamment aux travailleurs autonomes.
« Qu’ils soient artistes ou psychologues, ou encore graphistes ou rédacteurs, les travailleurs et travailleuses autonomes représentent plus de 15 % de la main-d’oeuvre canadienne, peut-on lire dans le document de présentation. Le certificat permet d’acquérir les compétences et les connaissances pour planifier, lancer et gérer leur propre micro-entreprise. Il est conçu spécialement par exemple pour des artistes souhaitant créer un studio autogéré, une musicienne voulant faire carrière comme travailleuse autonome, ou encore des professionnels désirant fonder un cabinet ou une société de conception. »
Devenir de meilleurs gestionnaires
Certains de ces programmes se donnent également en collaboration avec d’autres organismes. C’est le cas du Certificat en leadership et habiletés de direction, proposé par l’Institut de leadership en gestion. Vingt-cinq candidats par session, six jours, une thématique par jour. Communication, créativité, mobilisation des équipes, gestion des talents, etc. : les contenus ont été développés par l’Institut de leadership en gestion, le tout ayant été validé par le Centre des dirigeants John-Molson de l’Université Concordia.
« L’intérêt de la formation, c’est qu’elle propose un travail intégrateur, explique Éric Paquette, président et cofondateur de l’Institut. Les participants se penchent sur la manière dont ils pourraient intégrer ce qu’ils apprennent dans leur vie professionnelle. »
Chaque jour, plusieurs experts se succèdent ainsi sur l’estrade. Des personnalités connues également comme Pauline Marois, Pierre Marc Johnson ou encore Pierre Lavoie. Dans la salle, on retrouve des gestionnaires, des gens qui dirigent du personnel et qui se demandent comment mobiliser.
« Nous faisons en sorte que les cohortes soient disparates avec des gens qui viennent du privé mais aussi d’OBNL et même d’organismes publics, note M. Paquette. Le choc des cultures est intéressant. Les participants apprennent de ceux qui enseignent, mais aussi de la cohorte. Au final, nous en faisons de meilleurs gestionnaires et beaucoup d’entre eux prennent par la suite du galon. »
Depuis quatre ans que la formation est donnée, environ mille gestionnaires y ont participé et sa popularité ne fait que croître.
Published in INC-
By Jacob Morgan, Author and Futurist
A lot of change is coming in the future of work, but we can start by removing these five outdated work practices from our office:
Some things, like hair scrunchies and jazzercise, simply run their course and go by the wayside. The same should be true for things in the workplace, but sometimes it can take a little longer for people to realize those practices and trends have reached their end. As we head towards the future of work, more outdated practices will start to be replaced by newer, more innovative thinking and streamlined, employee-friendly processes. A lot of change is coming, but we can start by removing these five outdated work practices from our offices:
1. Hierarchy. In the old way of thinking, organizations were shaped like pyramids with all of the power and communication flowing from the top to the bottom. That meant that executives controlled everything about the company and the smaller workers at the bottom were simply powerless cogs in the machine. The system may have worked well in the olden days of agriculture and manufacturing, but it is completely outdated today. Hierarchy breads bureaucracy and red tape and makes it difficult for anyone to have a voice. Instead, organizations are looking to flatten out and to give power to employees at all levels.
2. Working fixed hours. Forget the commute and being stuck at your desk from 9-5 every day. Technology has made it possible for employees to work essentially wherever and whenever they want, and many organizations are embracing that. Employees are much more productive when they can choose a work schedule and location that fits their lifestyle, whether that's working early mornings from home or evenings from a shared work space. The workplace is increasingly global, which means employers needs to be flexible to make sure they employees can work and connect with whoever they need to.
3. The office as simply a workplace. Before technological innovation, offices served one main purpose--a place where employees could show up to get their jobs done. It could simply be four walls and a desk, but employees had to show up there every day if they wanted to work. Now, employees have more options than just working in offices, so the offices themselves can serve more purposes. Many organizations are re-thinking office design and focusing on creating an office experience that engage employees and get them excited about their work and the company.
4. Managers controlling information. Executives used to create the company strategy and then send it down to the employees to execute without getting feedback from them. Today's organizations are more about gathering information and getting perspectives from a variety of employees before making a choice. Collective intelligence brings employees into the conversation and allows them to have more buy-in as they help decide the direction of the company. It gives employees more power and helps them feel more engaged in the work, which can lead to great bottom-line results.
5. Annual employee reviews. No one actually likes annual employee reviews, so it's about time they were on the way out. HR managers don't find the reviews effective, and they can often be incredibly stressful to employees. After all, can a single once-yearly meeting really dictate your workplace success and pay? Instead, forward-thinking organizations are moving to more frequent conversations that are less formal. These real-time check-ins allow employees and managers to touch base to discuss projects and get feedback in a way that is more accessible and useful to implementing change right away.
With these practices making their workplace exit, how we work could be entirely different in the next three to five years--and that's not a bad thing. Looking forward and removing outdated practices prepares employees and organizations for the future that is to come.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
Published on: Mar 10, 2017
The Office Group out of London, England. One idea turned into -29 buildings, 12,000+
Coworking, workplace of the future.
Alex Rollings is the co-founder and co-CEO of Creative Debuts, an innovative platform for the art world’s new talents. Founded in 2014 by Rollings and friend Calum Hall while both were still at university, Creative Debuts became a full-time concern last year. Here he tells us about their journey.
Shared work spaces are popping up far away from urban cores. by Pooja Makhijani for CITYLAB
When Anju Kurian works, she fires up her computer at Serendipity Labs, a co-working space in Rye, a Westchester County suburb of New York City. “Work is everywhere,” says Kurian, the co-founder of Vermilion Talent, a business that helps women reenter the workforce after leaving corporate life to raise their children.
For many, the word “co-working” still conjures up images of skinny-jeans-clad, cold-press-swilling tech types in a downtown warehouse. But the practice has grown by leaps and bounds in a short period of time. According to a study by the magazine Deskmag, the number of co-working spaces worldwide is expected to increase by 22 percent in 2017. And as it has grown, co-working has spread to the suburbs.
Here are a few facts about coworking you might not already know.
In 2005, there was exactly one coworking space in the United States.
Emergent Reseach has compiled a study of coworking spaces around the world. As of 2016, the number of coworking facilities stands at around 11,000 with 976,000 coworking members worldwide. By the year 2020, this number is expected to increase to just over 26,000 coworking spaces and just over 3.8 million members.
The Harvard Business Review found such staggering benefits to coworking that they decided to study the impact even further. “As researchers who have, for years, studied how employees thrive, we were surprised to discover that people who belong to them (coworking spaces) report levels of thriving that approach an average of 6 on a 7-point scale. This is at least a point higher than the average for employees who do their jobs in regular offices, and something so unheard of that we had to look at the data again
According to HBR “….the people we surveyed reported finding meaning in the fact that they could bring their whole selves to work. They have more job control. And while coworkers value this autonomy, we also learned that they equally value some form of structure in their professional lives. Too much autonomy can actually cripple productivity because people lack routines. Coworkers reported that having a community to work in, helps them create structures and discipline that motivates them. Thus, paradoxically, some limited form of structure enables an optimal degree of control for independent workers. But what matters the most for high levels of thriving is that people who cowork have substantial autonomy and can be themselves at work.”
#coworking #whycoworkingworks #harvardstudyoncoworking #harvarduniversity
In case you missed this, here is a repost of an article By Kevin Fulmer of Seeking Alpha
Facebook's Oculus Rift will begin arriving to consumers this Monday, March 28th.
The virtual reality market value is slated to reach $30 billion in just four years.
The applications for virtual reality are diverse and far reaching, including sectors such as medicine, sports, entertainment, and education.
Helping Treat Post-Traumatic Stress Disorder...... see below
By Jim Duff,
According to traffic analysis provider INRIX, Montreal’s average off-island morning commute takes between 45 and 60 minutes, depending on the day of the week. The ride home averages between 60 and 75 minutes.
That was before the latest Turcot closure.
Beginning Nov. 21, the average off-island total daily commute increases to between 130 and 165 minutes – and that’s minus accidents, weather delays or other delay factors.
In 2014, INRIX’s scorecard ranked Montreal as Canada’s most congested city, with construction, accidents and congestion adding up to a 21.6% delay in the city’s collective trips per year. That translates into 38.1 hours wasted in traffic – an entire work week wasted in traffic every year.
#The traffic data used to compile the scorecard was collected in 2013, prior to the Turcot and Ile aux Tourtes closures as well as dozens of other traffic-blocking measures.
There’s no way to compute the loss of time with family or the health cost of the stress of being trapped in traffic knowing you have to be somewhere.
I have a personal interest. This fall we opened Le champignon.ca, a co-working space in Hudson. We see co-working as the solution to our region’s greatest challenge — attracting entrepreneurs and professionals with quality jobs. As it now stands, the only jobs our region offers are in either entry-level sales and service or public/parapublic service, many of them off limits to anyone whose mother tongue isn’t French.
There is an alternative. A growing number of corporations understand the benefit of allowing their employees a chance of working closer to home and make it part of their pay package. Not only does it reduce office rental costs, but companies see sharing space as a way to tap into new ideas with those not related to their industry. They can pitch ideas and gain valuable feedback. Coworking is proving to be a disruptive movement with an expected 30% increase by 2018.
Centrally located in Hudson, Le champignon.ca is minutes from Vaudreuil-Dorion and St. Lazare. We offer a plan and a workspace configuration for your needs and the flexibility to accommodate your schedule. We offer everything a modern professional workspace requires —Wi-fi, lounge areas, conference and training rooms, kitchen facilities and proximity to restaurants, coffee shops and the spectacular Sandy Beach Park trails.
Call us for a visit, 450-458-5353 and visit our website to see which of our affordable packages works best for you. We look forward to meeting you!
#coworkinghudsonstlazarevaudreuilarea #commutingtimefromstlazare #commutingtimefromhudson #hudson #saintlazare #commuting
By TONY SCHWARTZ and CHRISTINE PORATHMAY 30, 2014. From the New York Times, Sunday Review
Editors’ note: We hope you’re not totally miserable at the office tomorrow, but if you are, here’s one article from the archives that may explain why.
THE way we’re working isn’t working. Even if you’re lucky enough to have a job, you’re probably not very excited to get to the office in the morning, you don’t feel much appreciated while you’re there, you find it difficult to get your most important work accomplished, amid all the distractions, and you don’t believe that what you’re doing makes much of a difference anyway. By the time you get home, you’re pretty much running on empty, and yet still answering emails until you fall asleep.
Increasingly, this experience is common not just to middle managers, but also to top executives.
Our company, The Energy Project, works with organizations and their leaders to improve employee engagement and more sustainable performance. A little over a year ago, Luke Kissam, the chief executive of Albemarle, a multibillion-dollar chemical company, sought out one of us, Tony, as a coach to help him deal with the sense that his life was increasingly overwhelming. “I just felt that no matter what I was doing, I was always getting pulled somewhere else,” he explained. “It seemed like I was always cheating someone — my company, my family, myself. I couldn’t truly focus on anything.”
In America today, compared with 50 years ago, three times as many working-age men are completely outside the work force
In light of today’s U.S. Presidential election, let’s take a moment to reflect on what is truly meaningful.
Here is an OP-ED piece posted in The New York Times by the Dalai Lama and Arthur Brooks
Dalai Lama: Behind Our Anxiety, the Fear of Being Unneeded
In many ways, there has never been a better time to be alive. Violence plagues some corners of the world, and too many still live under the grip of tyrannical regimes. And although all the world’s major faiths teach love, compassion and tolerance, unthinkable violence is being perpetrated in the name of religion.
And yet, fewer among us are poor, fewer are hungry, fewer children are dying, and more men and women can read than ever before. In many countries, recognition of women’s and minority rights is now the norm. There is still much work to do, of course, but there is hope and there is progress.
Here is a CNBC interview with Elon Musk with his look into the future of robotics.
Catherine Clifford Friday, 4 Nov 2016 | 2:19 PM ET
Computers, intelligent machines, and robots seem like the workforce of the future. And as more and more jobs are replaced by technology, people will have less work to do and ultimately will be sustained by payments from the government, predicts Elon Musk, the iconic Silicon Valley futurist who is the founder and CEO of SolarCity, Tesla, and SpaceX.
According to Musk, there really won't be any other options.
"There is a pretty good chance we end up with a universal basic income, or something like that, due to automation," says Musk to CNBC. "Yeah, I am not sure what else one would do. I think that is what would happen."