Thursday, January 28, 2016
by julie
The Bridge team at software-as-a-service company Instructure has recently announced the results of a study assessing what millennials and non-millennials value most in leadership at work. Click here to read the article,
According to the results, both millennials and non-millennials have higher opinions of the leaders with whom they work most closely, indicating that face-time matters across generations.
Thirty-two percent of both millennials and non-millennials think their direct supervisor performs very well, as opposed to 23% for senior management and 18% for C-suite executives.
Additional survey findings include:
- Millennials and non-millennials alike value trustworthiness the most in a manager, with 59% of millennials and 73% of non-millennials dubbing it the most important quality.
- Millennials and non-millennials agree that managers are more effective in displaying industry knowledge and experience (42% say they are very effective) than they are at mentoring (25% say they are very effective) and utilizing all of employees’ talents and abilities at work (23% say they are very effective).
- Millennials think leadership is less concerned about them. They also are less optimistic about the benefits of work. Only 23% of millennials strongly agree that management is concerned about them compared to 40% of non-millennials. Only 32% of millennials strongly agree that work is good for their mental health compared to 40% of non-millennials.
- Millennials and non-millennials share a cohesive vision about how leadership will change by 2020. Employees feel managers will (1) Delegate more assignments (most likely), (2) Empower their teams more, (3) Master more technical skills, (4) Develop better teaching capabilities and (5) Develop better gender sensitivity (least likely).
The survey polled more than 1,000 employees across the United States to determine their attitudes about leadership, gender and training at work.
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Thursday, January 21, 2016
by julie
The Bridge team at software-as-a-service company Instructure has recently announced the results of a study assessing what millennials and non-millennials value most in leadership at work. Click here for the report.
According to the results, both millennials and non-millennials have higher opinions of the leaders with whom they work most closely, indicating that face-time matters across generations.
Thirty-two percent of both millennials and non-millennials think their direct supervisor performs very well, as opposed to 23% for senior management and 18% for C-suite executives.
Additional survey findings include:
- Millennials and non-millennials alike value trustworthiness the most in a manager, with 59% of millennials and 73% of non-millennials dubbing it the most important quality.
- Millennials and non-millennials agree that managers are more effective in displaying industry knowledge and experience (42% say they are very effective) than they are at mentoring (25% say they are very effective) and utilizing all of employees’ talents and abilities at work (23% say they are very effective).
- Millennials think leadership is less concerned about them. They also are less optimistic about the benefits of work. Only 23% of millennials strongly agree that management is concerned about them compared to 40% of non-millennials. Only 32% of millennials strongly agree that work is good for their mental health compared to 40% of non-millennials.
- Millennials and non-millennials share a cohesive vision about how leadership will change by 2020. Employees feel managers will (1) Delegate more assignments (most likely), (2) Empower their teams more, (3) Master more technical skills, (4) Develop better teaching capabilities and (5) Develop better gender sensitivity (least likely).
The survey polled more than 1,000 employees across the United States to determine their attitudes about leadership, gender and training at work
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Tuesday, January 12, 2016
by julie
B&B completed senior staff to executive level searches in 56 companies (e.g. family-owned, PE funded, publicly traded, partnerships) locally and across the USA. We are thankful for making a difference on career progression and talent acquisition.
Examples of successful searches by B&B include:
Assistant Brand Manager, OTC Healthcare Product
Audit Manager, Regional CPA Firm
Business Intelligence Analyst, Investment Management
CAD-Senior Designer, Automotive Products
CFO, Metalworking Industry
CFO, Real Estate Conglomerate
COO, Chemical Products Distributor
Contract Manufacturing Director, Consumer Products Industry
Controller, Film Coating Industry
Corporate Controller, Pre-IPO Medical Products
Credit-Senior Manager, Capital Equipment Distributor
Demand Planning Manager, Nutritional Products Leader
Digital Marketing Director, B2C Home Products Supplier
Director Human Resources, Entertainment Products Leader
Divisional Controller, Architectural Hardware Industry
Engineering Team Leader, Aeronautics Components Manufacturer
ERP Project Manager, Engineered Products Industry
Executive Director, B2C/B2B Trade Association
Finance Director, Communications Products Industry
General Manager, Injection Molding Manufacturer
Global Rewards Director, Consumer Product Leader
Global Marketing Manager, Sensors & Motion Controls Leader
Human Resources Director, Packaging Industry
Information Technology Director, Communication Products Leader
Manufacturing-Senior Engineer, OEM Automotive Supplier
Network Administrator, Consumer Packaging Manufacturer
North American HR Director, High Technology Tools Industry
Quality Assurance Manager, Tier 1 Automotive Supplier
Quality Director, FDA Products Supplier
SEC Reporting Director, NYSE Fortune 1000 Corporation
Tax Compliance Manager, Global Chemical Manufacturer
Tax Manager, National CPA Firm
Trade Marketing Manager, Wellness Products Industry
VP Credit Officer, Commercial Bank
VP Finance, Consumer Products Distributor
VP Product Development, Healthcare Products
VP Supply Chain, Beverage Products Industry
Top Ten Hot Searches We Are Trying To Fill:
Assistant Controller, $500+M B2B industry/Danbury
Commercial Lender-Global, International financer/Rocky Hill
Communications Manager, Healthcare Services/Westport
Controller, Privately-held distributor/Riverdale (NY)
Marketing Director, Real estate development/Norwalk
National Pricing Leader, Branded products/West Haven
Regulatory Affairs Specialist, Pharmaceutical products/Naugatuck
Robotics Engineer, World class manufacturer/North Haven
Tax Manager, Global industry/Farmington
Workforce Development Leader, Privately-held industry/Wolcott
Know someone? Click here to see our job openings and current jobs.
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Tuesday, December 29, 2015
by julie
Low turnover has long been perceived as indicative of a strong company. The rationale makes sense—a company must be doing something right if employees remain working there.
However, the issue is much more complex. Employees stay at companies for many reasons which may relate very little to the company. Employees may be:
• Under-skilled
• Unmotivated to advance
• Anxious that the economy is too unstable
• Comfortable and complacent in a known environment
Turnover can certainly be disruptive to a business, impacting employee morale and performance. It also has real costs, from job postings to interviewer time to lost productivity to higher salaries and sign-on bonuses. It’s no wonder that many employers want to avoid turnover.
But sometimes change is exactly what’s needed. Whether employees are let go or leave voluntarily, turnover can be a smart opportunity for employers to select, hire, and develop new talent into the organization. People who are excited about the company and have the capability to perform at a high level can make a significant difference. Some turnover is actually good for the company! Something to think about as we head into a new year. Is 2016 a year where your company is in need of some change?
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