Work-life balance as a IT Snr Manager Tech is a term used for the idea that an individual needs time for both work and other aspects of life (personal interests, family and leisure activities).
Our schedules are getting busier than ever before, which often causes our work or our personal lives to suffer. The compounding stress of IT Snr Manager Tech from never-ending workday is damaging. It can hurt relationships, health and overall happiness.
The best work-life balance is different for each of us because we all have different lives and different priorities. Work-life balance doesn’t mean an equal balance. There is no perfect balance you should be striving for. At the core of work-life balance is meaningful daily Achievement and Enjoyment.
When employees feel a greater sense of control and ownership over their own lives, they tend to have better relationship with management and tend to feel more motivated and less stressed out at work, which in turn increases company productivity and reduces conflicts.
Companies that encourage work-life balance have become very attractive to workers. These companies also tend to enjoy higher employee retention rates and more loyalty. Promoting balance is beneficial to both employees and companies.
Vendor risk management is now a very important concept that needs meticulous planning. It is a necessity and also a policy that many companies are following for greater efficiency and profit.
There are many Third party vendors or direct company vendors are present in many industries including software, hardware etc. Today it is an integral part of business to manage information and knowledge, as it is the most important asset of an organization. Information security, legal documentation, trademarks, patents, copyright are some traditional and newly evolved concepts. Starting from design to concept today all can be patented or protected by legal documentation.
Today companies assess the brand value, customer information, internal customer satisfaction report, past and present client information before handing over non public information to vendors, like credit card details, bank information, even address phone numbers in mailing and calling lists, (PCI DSS Requirement 12.8 similarly requires covered entities to maintain a list of service providers with whom card holder data is shared.) To back up the institution's vendor risk assessments in conversations with regulators and auditors, it is also helpful to keep handy files containing due diligence and audit reports on the vendors or summaries of such reports.
Vendor risk management is the process organizations analyze not only from the point of view of past experience but also in case to case basis that can be particular to the partnership. This is particularly important for companies that relates to data sharing and the outsourcing of business functions and processing. Vendor risk management is a standard practice today and has matured to an extent where some leading financial industry groups such as BITS have standardized the process significantly through their Standard Information Gathering (SIG) and Agreed upon Procedures (AUP) standards. The use of these standards or their derivatives helps organizations quantify the risk that may be involved with their vendors and then incorporate appropriate risk lessening techniques and measures to alleviate the risk.
Vendor risk management process helps organizations to operate in a mutually secured environment that encircles security of organizations information, customer data and also third party vendor's operational security. It does not eliminate but certainly minimize security concerns involved in third party production of good and services, processing of information and handling data and process. This also enables the third party vendors to draw border line for their employees on basis of certain legal or agreed points within which they have to deliver and work. So it is mutually benefiting the principle organization and the vendor creating a secured platform of operation where both can deliver excellent product or service to their customers or interest groups.
There are many ways employers can promote work-life balance in office, some of which are: company outings, offering remote working and flexible hours, providing good health coverage, encouraging employee education.
Creating a Customer-Centric Organization
Empowering employees like IT Snr Manager Tech to take control over their work and home lives can have a profound impact on their job satisfaction and performance, enabling companies to achieve success. Achieving work-life balance is a daily challenge. It can be tough to make time for family, friends, community participation, spirituality, personal growth, self-care, and other personal activities, in addition to the demands of the workplace.
How should the practice of business continuity evolve to manage the threats and opportunities faced by organizations today and in the future?
Business resilience is the ability an organization has to quickly adapt to disruptions while maintaining continuous business operations and safeguarding people. The CulturalManagement provides experts to partner with your organization and develop a comprehensive emergency preparedness and disaster management program.
It's popular to tout customer-centricity, yet it's very difficult to consistently demonstrate. The word centric means having a specific thing as the focus of attention and efforts. Customer-centric means that concerns other than the customer's well-being are in the background while the customer stays in the foreground.
That may seem simple enough, yet reality proves the elusiveness of customer-centricity. In Accenture's Delivering the Promise study, 75% of executives viewed their customer service as above-average, while 59% of their customers reported their experience with these companies' service as somewhat to extremely dissatisfying. Likewise, in CMO Council's Customer Affinity study, half the companies said they are extremely customer-centric, but only a tenth of their customers agreed.
The building blocks of customer-centric culture are communication, skills, accountability and systems.
1. Communication. The vision and values that top management communicates, both verbally and behaviorally, set the tone and direction. What top management focuses on guides the thinking and efforts of the entire organization. The key is consistency: at every opportunity, continually communicate the necessity of making it easier and nicer for customers to get and use solutions. Consistency occurs in formal and informal meetings, written correspondence, external messages, and in every business process and every management ritual such as performance reviews, annual operating plans, performance dashboards, etc. Consistency builds trust and passion, which are necessary ingredients for true customer-centricity.
At Amazon.com, founder Jeff Bezos once began a meeting by announcing that an empty chair at the table represented the customer. Throughout the meeting, the executives were compelled to include the customer in the discussion, as if present. This became a habit - the group's way of thinking and doing.
2. Skills. Customer-centric values and vision must be supported by proficiency in related technical and soft skills. Examine competency requirements for everyone - not just customer-facing roles - relative to your customer-centric values and vision. This includes channel partners, suppliers, and other external entities. Proficiency is the vital link between strategy and execution.
At Nordstrom, employees are selected on their capabilities to anticipate and meet people's needs. They're encouraged to try new approaches to selling and customer service, with the mantra use good judgment in all situations giving them a tremendous sense that they're trusted to always do right by the customer.
3. Accountability. What gets rewarded gets done - whether the rewards are tangible or intrinsic. Interestingly, intrinsic rewards have proven to be more powerful in adjusting a group's ways of thinking and doing. Risk tolerance and penalties also determine the degree to which customer-centricity takes root. Above all, monitor cause-and-effect and also perceptions of fairness in terms of logic and equity; these elements are pivotal to success.
At Enterprise Rent-a-Car, customer sentiment is measured at the rental office level. Only employees in offices that score at or above the overall company average are eligible for promotion, raises or bonuses. At EMC, achieving the target for their leading indicator of customer sentiment, system availability, is a go/no-go determinant of the bonus for the entire company.
4. Systems. Systems-thinking means acknowledging the big picture and linkages between its components. Scrutinize your business policies and procedures and tools for their contribution or detraction from the goal of making it easier and nicer for customers to get and use solutions. Systems include formal and informal inter-department communication and interactions and handoffs, and connections outside the enterprise.
At Dell, SVP of customer service Dick Hunter asked employees to send him notes about the inconsistent and dumb things the company was doing. Combining this input with customer's verbatim comments to their call center led to significant changes in the customer experience.
Motives are at the heart of true or false customer-centricity. Customer-centricity as priority number one must permeate the entire business, and be un-challenged by other concerns as the organization's primary focus of attention and efforts. All other goals are more likely to fall into place with consistent customer-centricity.
When a IT Snr Manager Tech spends the majority of its days on work-related activities and feel as if they are neglecting other important components of their lives, stress and unhappiness result. Thus, you must learn to draw a clear line between your personal and work time and set clear expectations with your colleagues.