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Saturday, June 14, 2014

New roles for technology: Rise of the robots

Prepare for a robot invasion. It will change the way people think about technology

Mar 29th 2014


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ROBOTS came into the world as a literary device whereby the writers and film-makers of the early 20th century could explore their hopes and fears about technology, as the era of the automobile, telephone and aeroplane picked up its reckless jazz-age speed. From Fritz Lang’s “Metropolis” and Isaac Asimov’s “I, Robot” to “WALL-E” and the “Terminator” films, and in countless iterations in between, they have succeeded admirably in their task.

Since moving from the page and screen to real life, robots have been a mild disappointment. They do some things that humans cannot do themselves, like exploring Mars, and a host of things people do not much want to do, like dealing with unexploded bombs or vacuuming floors (there are around 10m robot vacuum cleaners wandering the carpets of the world). And they are very useful in bits of manufacturing. But reliable robots—especially ones required to work beyond the safety cages of a factory floor—have proved hard to make, and robots are still pretty stupid. So although they fascinate people, they have not yet made much of a mark on the world.

That seems about to change. The exponential growth in the power of silicon chips, digital sensors and high-bandwidth communications improves robots just as it improves all sorts of other products. And, as our special report this week explains, three other factors are at play.
One is that robotics R&D is getting easier. New shared standards make good ideas easily portable from one robot platform to another. And accumulated know-how means that building such platforms is getting a lot cheaper. A robot like Rethink Robotics’s Baxter, with two arms and a remarkably easy, intuitive programming interface, would have been barely conceivable ten years ago. Now you can buy one for $25,000.

C3 IPO

A second factor is investment. The biggest robot news of 2013 was that Google bought eight promising robot startups. Rich and well led (by Andy Rubin, who masterminded the Android operating system) and with access to world-beating expertise in cloud computing and artificial intelligence, both highly relevant, Google’s robot programme promises the possibility of something spectacular—though no one outside the company knows what that might be. Amazon, too, is betting on robots, both to automate its warehouses and, more speculatively, to make deliveries by drone. In South Korea and elsewhere companies are moving robot technology to new areas of manufacturing, and eyeing services. Venture capitalists see a much better chance of a profitable exit from a robotics startup than they used to.

The third factor is imagination. In the past few years, clever companies have seen ways to make robots work as grips and gaffers on film sets (“Gravity” could not have been shot without robots moving the cameras and lights) and panel installers at solar-power plants. More people will grasp how a robotic attribute such as high precision or fast reactions or independent locomotion can be integrated into a profitable business; eventually some of them will build mass markets. Aerial robots—drones—may be in the vanguard here. They will let farmers tend their crops in new ways, give citizens, journalists and broadcasters new perspectives on events big and small (see article), monitor traffic and fires, look for infrastructure in need of repair and much more besides.

As consumers and citizens, people will benefit greatly from the rise of the robots. Whether they will as workers is less clear, for the robots’ growing competence may make some human labour redundant. Aetheon’s Tugs, for instance, which take hospital trolleys where they are needed, are ready to take over much of the work that porters do today. Kiva’s warehouse robots make it possible for Amazon to send out more parcels with fewer workers. Driverless cars could displace the millions of people employed behind the wheel today. Just as employment in agriculture, which used to provide almost all the jobs in the pre-modern era, now accounts for only 2% of rich-world employment so jobs in today’s manufacturing and services industries may be forced to retreat before the march of the robots. Whether humanity will find new ways of using its labour, or the future will be given over to forced leisure, is a matter of much worried debate among economists. Either way, robots will probably get the credit or blame.

Invisible and otherwise

Robotic prowess will to some extent be taken for granted. It will be in the nature of cars to drive themselves, of floors to be clean and of supplies to move around hospitals and offices; the robotic underpinning of such things will be invisible. But robots will not just animate the inanimate environment. They will inhabit it alongside their masters, fulfilling all sorts of needs. Some, like Baxter, will help make and move things, some will provide care, some just comfort or companionship. A Japanese robot resembling a baby seal, which responds amiably to stroking and can distinguish voices, seems to help elderly patients with dementia.

The more visible robots are, the better they can help humanity discuss questions like those first posed in fiction. Is it necessary that wars always be fought by people who can feel pity and offer clemency, and yet who can also be cruel beyond all tactical requirements? (Already America is arguing about whether drone pilots deserve medals—see article.) Does it matter if the last kindnesses a person feels are from a machine? What dignifies human endeavour if the labour of most, or all, humans becomes surplus to requirements?

People, companies and governments find it hard to discuss the ultimate goals of technological change in the abstract. The great insight of Asimov et al was that it is easier to ask such questions when the technology is personified: when you can look it in the face. Like spacefarers gazing back at the home planet, robots can serve not just as workers and partners, but as purveyors of new perspectives—not least when the people looking at them see the robots looking back, as they one day will, with something approaching understanding.

Women in China: Why women’s rights in China are regressing

May 3rd 2014


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Leftover Women: The Resurgence of Gender Inequality in China. By Leta Hong Fincher. Zed Books; 213 pages; £14.99. Buy from Amazon.com, Amazon.co.uk

IN 2007 China’s official Xinhua news agency published a commentary about women who were still unmarried at the age of 27 under the title, “Eight Simple Moves to Escape the Leftover Woman Trap”. The Communist Party had concluded that young Chinese women were becoming too picky and were over-focused on attaining the “three highs”: high education, professional status and income. Newspapers have since reprinted similar editorials. In 2011 one said: “The tragedy is they don’t realise that as women age they are worth less and less, so by the time they get their MA or PhD, they are already old, like yellowed pearls.”

The tone of these articles is surprising, given the Communist Party’s past support for women’s advancement. Mao Zedong destroyed China, but he succeeded in raising the status of women. Almost the first legislation enacted by the Communist Party in 1950 was the Marriage Law under which women were given many new rights, including the right to divorce and the right to own property. Though collectivisation made the latter largely irrelevant, women played an active role in Mao’s China, and still do today. By 2010 26% of urban women had university degrees, double the proportion ten years earlier. Women now regularly outperform men at Chinese universities, which has led to gender-based quotas favouring men in some entrance exams. However, many of the earlier advances have been eroded in recent years by the gradual re-emergence of traditional patriarchal attitudes.

Leta Hong Fincher, an American journalist-turned-academic, argues that the same party that pushed through the elevation of women’s status in the 1950s is now trying to engineer their return to the kitchen. The new campaign seems to be working. In 1990 urban Chinese women’s salaries were 78% of the level of men’s pay. In 2010, that had decreased to 67%. The female urban employment rate also fell, from 77% in 1990 to 61% in 2010.

Under Mao almost all women married, but now the expanding social freedoms of the new century have led more women to remain single, whether by choice or not. That alarms the party, says Ms Fincher. Society, it believes, is more stable with fewer single people. New families, it argues, can drive consumption and the property boom, and if most educated, alpha females are married, then, it believes, better “quality” children will be born.

The party has joined an alliance of property companies and dating websites to confront the issue. Government surveys on marriage and property are often sponsored by matchmaking agencies, and perpetuate the perception that being “leftover” is the worst thing that can happen to a woman. They also promote other myths, such as the idea that a man must have a house before he can marry.

The law is reflecting the shift away from women’s empowerment too. An interpretation by the Supreme Court in 2011 of the 1950 Marriage Law stated that, when a couple divorces, property should not be shared equally, but each side should keep what is in his or her own name. This ruling, says Ms Fincher, has serious implications. In the big cities a third of marriages now end in divorce but, based on hundreds of interviews, she finds that only about 30% of married women have their name on the deeds of the marital flat. Women believe the party hype about becoming a “leftover” woman so strongly, she says, that many rush into unhappy marriages with unsuitable men, made on condition that the brides agree not to put their name on the property deeds. Consequently, many women have been shut out of “possibly the biggest accumulation of residential real-estate wealth in history”, worth more than $30 trillion in 2013.

“Leftover Women” is a compelling piece of original research, though the author may be over-egging the pudding a little. Compared with women in most developing countries Chinese women are still doing quite well. Even compared with Korea or Japan, in many areas of society their status and participation are high. And there are signs that they are fighting back. Determined not to be re-subjugated, some have taken a word that sounds like “leftover” in Chinese but means “triumphant”, and are using it to describe themselves and defend their decision to remain single.

Sunday, October 27, 2013

Top Five Personality Traits Employers Hire Most

I know you: You’ve made looking for your next job, well… your job. You’ve scoured your resume of clichéd buzzwords, brushed up on body language and even gotten a handle on the dreaded video interview.

But all that might be for naught if you just don’t have the personality your dream employer is looking for. New research shows that the vast majority of employers (88%) are looking for a “cultural fit” over skills in their next hire as more and more companies focus on attrition rates. Lucky for you, we’ve drilled down into data from 1,200 of the world’s leading employers (think General Electric, P&G and Accenture) to find precisely the personalities big business is looking for.

Universum, the Stockholm-based employer branding firm that annually surveys over 400,000 students and professionals worldwide on jobs-related issues, has culled their data to the top five personality traits employers are looking for in job candidates in 2012. How’s that for a leg up on the competition?

“We surveyed employers to get a handle on the challenges that face them in hiring,” says Joao Araujo of Universum. “What are they looking for in employees and what are they not finding?” By identifying both traits, he says, aspiring job applicants can both identify the most sought after traits—and brush up resumes and interview tactics to best position themselves.

Professionalism (86%), high-energy (78%) and confidence (61%) are the top three traits employers say they are looking for in new hires. Kathy Harris, managing director of Manhattan-based executive search firm Harris Allied says these first-impression traits are the most critical for employers to prepare for as they all can be evaluated by a recruiter or hiring manager within the first 30 seconds of meeting a candidate.

“A manager can read you the moment you walk in the door,” she says; from the clothes you wear to the way you stand to the grip of your first hand-shake, presenting yourself as a confident, energetic professional is about as basic as career advice gets. But don’t be off-put by this commonplace advice. Harris, who specialized in high-level executive placement says even the most seasoned of CEOs can get tripped up by the basics. Universum clients agree: confidence ranks highest on the list of skills companies think employees are missing most.

“We remind every candidate of the most granular advice,” she says. The most successful applicant is the one who walks into every interview with her hand outstretched for a handshake, has done her homework on the interviewer and company and is dressed to fit effortlessly into the culture of the workplace.

The remaining personality traits that Universum clients say are critical in the hiring process aren’t ones that can be read on-sight but instead call for both resume and interview preparation. To present yourself as a self-monitoring (58%) personality type, Harris says to adjust resume language to call attention to work experience where you’ve worked independently or excelled without the guidance of direct leadership. “In interviews, chose anecdotes that show how you’ve saved, made or achieved in previous positions… and how self-motivation was critical to that success.”

Intellectual curiosity (57%) is, fittingly, a curious trait for Harris, who says she generally advises clients to tightly edit the “hobbies and interests” sections of their resumes. “I’d imagine that in looking for intellectual curiosity employers are looking for two things,” she says. “The ability to problem solve and the ongoing dedication to learning new technologies or solutions that will continue to advance in the changing workplace.” Employers are asking themselves whether new hires will be with the company for the long term, she says. An employee who will grudgingly adopt a new database is not as attractive as one who is truly passionate about learning new things.

The Top Jobs for 2013

Struggling to find a job? If you’re an accountant, computer systems analyst or event coordinator, there’s a good chance your luck will change in 2013.

These three professions are among the best jobs that require a bachelor’s degree for 2013, according to a new study by CareerBuilder and Economic Modeling Specialists Intl. (EMSI).

The study used EMSI’s rich labor market database, which pulls from over 90 national and state employment resources and includes detailed information on employees and self-employed workers, to find the 18 top jobs for 2013, based on the occupations with the most jobs added since 2010.

“The list identifies occupations that are on an upward trajectory regarding employment,” says Matt Ferguson, chief executive of CareerBuilder. “Job seekers can gain insights into where companies are expanding and opportunities that are available.”

The occupation that has produced the most jobs post-recession: Software developer (applications and systems software). Since 2010, 70,872 jobs have been added (7% growth).

Why? “Companies are competing to get to market first with innovations that will create new revenue streams,” Ferguson says. “They want to capitalize on mobile technologies and social media.  They want to extract, parse and apply Big Data to bring better solutions to their clients and their own businesses. They need technologists in place who can devise bigger and better strategies, and execute.”

According to the Bureau of Labor Statistics, most software developers work for computer systems design and related services firms or software publishers. Others work in computer and electronic product manufacturing industries. They typically have a bachelor’s degree in computer science.
The average pay for these professionals is $90,530 a year, and the BLS expects a 30% increase in the number of software developers by 2020 (from 2010).

In the No. 2 spot is accountants and auditors. These professionals prepare and examine financial records, and ensure that taxes are paid properly and on time. Over 37,100 jobs have been added since 2010 (a 3% increase).

Most employers require an accountant or auditor job candidate to have a bachelor’s degree in accounting or a related field, and others will want the candidate to be certified within a specific field, according to the BLS. These professionals make $61,690, on average, per year.

The third best job for 2013: Market research analysts and marketing specialists. The profession has added 31,335 jobs since 2010, which is a 10% increase. According to the BLS, they earn about $60,570 a year, on average. The profession is expected to grow 41% by 2020 (from 2010).

What do they do? Market research analysts study market conditions to examine potential sales of a product or service. They help companies understand the marketplace; what products people want, who will buy them, and at what price. Strong math and analytical skills are typically required, as well as a bachelor’s degree. Top research positions often require a master’s, according to the BLS.

Elsewhere on the list: Computer systems analysts (No. 4), mechanical engineers (No. 9), and database administrators (No. 15).

“Technology and engineering roles make up the majority of the top ten positions, indicative of the continued and heightened investments companies are making in these areas,” Ferguson says. “You also see growth in production-related jobs as U.S. manufacturing rallies after experiencing significant losses during the recession. There is also strong demand for sales and marketing roles as companies look to grow revenue and extend their visibility and reach. Finally, there are more jobs supporting overall business operations as the economy improves.”

Occupations requiring a bachelor’s degrees that have produced the most jobs post-recession include:
No. 1 Software Developers (Applications and Systems Software)
70,872 jobs added since 2010, 7% growth
No. 2 Accountants and Auditors
37,123 jobs added since 2010, 3% growth
No. 3 Market Research Analysts and Marketing Specialists
31,335 jobs added since 2010, 10% growth
No. 4 Computer Systems Analysts
26,937 jobs added since 2010, 5% growth
No. 5 Human Resources, Training and Labor Relations Specialists
22,773 jobs added since 2010, 5% growth
No. 6 Network and Computer Systems Administrators
18,626 jobs added since 2010, 5% growth
No. 7 Sales Representatives (Wholesale and Manufacturing, Technical and Scientific)
17,405 jobs added since 2010, 4% growth
No. 8 Information Security Analysts, Web Developers and Computer Network Architects
15,715 jobs added since 2010, 5% growth
No. 9 Mechanical Engineers
13,847 jobs added since 2010, 6% growth
No. 10 Industrial Engineers
12,269 jobs added since 2010, 6% growth
No. 11 Computer Programmers
11,540 jobs added since 2010, 3% growth
No. 12 Financial Analysts
10,016 jobs added since 2010, 4% growth
No. 13 Public Relations Specialists
8,541 jobs added since 2010, 4% growth
No. 14 Logisticians
8,522 jobs added since 2010, 8% growth
No. 15 Database Administrators
7,468 jobs added since 2010, 7% growth
No. 16 Meeting, Convention  and Event Planners
7,072 jobs added since 2010, 10% growth
No. 17 Cost Estimators
6,781 jobs added since 2010, 3% growth
No. 18 Personal Financial Advisors
5,212 jobs added since 2010, 3% growth

The 10 Skills That Will Get You Hired In 2013

The experts agree: anyone can take a course in C++, but it’s not going to land you the job. The most in-demand jobs for the new year might be rooted in the booming computer industry, but it’s not only technical and programming chops that prospective hires should be showcasing.

“The most sought-after skill-sets for recruiters are becoming less and less about proficiency in specific processes and coding languages,” says Rich Milgram, CEO of career network Beyond, “And more about how you think systems through and work within the context of the team. Learning a technology is the easy part. Having the mindset to apply it, having the mindset and logic to process it, being thorough and detail-oriented while doing so, these are the critical skills.”

It’s no surprise that companies are racing to get innovations on the market to increase revenue said CareerBuilder CEO Matt Ferguson when he laid out the top jobs of 2013 for my colleague Jacquelyn Smith. But while creating technologies is critical, it takes a unique—and well-rounded skill sets—to bring those innovations to market.  “[Employers] want to extract, parse and apply Big Data to bring better solutions to their clients and their own businesses,” he says. “They need technologists in place who can devise bigger and better strategies, and execute.”

To unearth the 10 most in-demand skills of 2013 we drilled into the critical skill-sets for the top jobs of 2013 as defined by CareerBuilder as the occupations with the most jobs added since 2010 using O*NET, the U.S. clearinghouse of occupational information. Not surprisingly, technical expertise and their various applications figure heavily on the list–but it’s the less flashy skills that really dominate.

“Knowing which skills are in high demand can help guide decisions around education and work experience,” says Brent Rasmussen, President of CareerBuilder North America. “It can help workers identify where they can potentially transfer their current skill sets or supplement their education to prepare for future opportunities.”

Highlighting skills on resumes may be critical, but it’s in the interview setting where a prospective hire can really let them shine. “I don’t know that many employers are sitting in an interview checking off boxes on ‘critical thinking’ or ‘active listening’ in candidates,” says Milgram. “But they absolutely are looking for those qualities.” Through anecdotes or proven track-records Milgram and Rasmussen agree:  It’s critical to show how you put those skills into action and contributed to the success of previous employers.  Providing specific examples of how these skills spelled success can mean the difference between an offer letter or being shown the door.

Here, the 10 most critical job skills to parlay in your job search for 2013:

No. 1 Critical Thinking (found in 9 out of the 10 most in-demand jobs)
Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.

No. 2 Complex Problem Solving (found in 9 out of the 10 most in-demand jobs)
Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.

No. 3 Judgment and Decision-Making (found in 9 out of the 10 most in-demand jobs)
Considering the relative costs and benefits of potential actions to choose the most appropriate ones.

No. 4 Active Listening (found in 9 out of the 10 most in-demand jobs)

Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate and not interrupting. 

No. 5 Computers and Electronics (found in 8 out of the 10 most in-demand jobs)
Knowledge of circuit boards, processors, electronic equipment and computer hardware including applications and programs.

No. 6 Mathematics (found in 6 out of the 10 most in-demand jobs)
Knowledge of arithmetic, algebra, geometry, calculus, statistics and their application.

No. 7 Operations and Systems Analysis (found in 5 out of the 10 most in-demand jobs)
Determining how a system or operation should work and how changes in conditions, operations and environments will affect outcomes. Understanding the needs and product requirements of a particular design.

No. 8 Monitoring (found in 5 out of the 10 most in-demand jobs)
Monitoring and assessing performance of yourself, other individuals or organizations to make improvement or take corrective action.

No. 9 Programming (found in 3 out of the 10 most in-demand jobs)
Writing computer programming for various purposes.

No. 10 Sales and Marketing (found in 2 out of the 10 most in-demand jobs)
Knowledge of principles and methods for showing, promoting and selling products or services. Includes marketing strategy and tactics, product demonstration, sales techniques and sales control systems.

14 Things Successful People Do On Weekends

Spencer Rascoff is only 37. Yet, the Harvard grad and father of three has already accomplished so much.

He co-founded Hotwire.com and served as a VP for Expedia EXPE -0.05%; he held the roles of CFO, vice president of marketing and COO at Zillow; and in 2008, Rascoff was promoted to chief executive of the popular real estate information site.

 

Wondering how the Zillow CEO has achieved and maintained his success? His weekend routine has something to do with it.

“My weekends are an important time to unplug from the day-to-day and get a chance to think more deeply about my company and my industry,” Rascoff says. “Even when I’m technically not working, I’m always processing in the background and thinking about the company. Weekends are a great chance to reflect and be more introspective about bigger issues.”

He says he always spends weekends with his family. “Even if I’m on the road on a Friday and have to be back in that same city the following week, I always come home no matter what.”

Last year Rascoff’s New Year’s resolution was to refrain from checking e-mail during the day on Saturdays–but it didn’t stick. “I’m trying again this year and am having more luck,” he says. “I have three young children so weekends are usually an exhausting but fun smorgasbord of fort-building, bike-riding, soccer-playing, chess-tournament-competing, stroller-pushing, zoo-going, diaper-changing, book-reading and birthday-party-going. I never go into the office on weekends but I do check e-mail at night, and I use weekends as an opportunity to catch up on work-related reading.”

Laura Vanderkam, author of What the Most Successful People Do Before Breakfast (Portfolio, 2012) and What the Most Successful People Do on the Weekend (Portfolio, 2012), says successful people know that weekends are actually the secret weapon in professional success. “You need to hit Monday ready to go,” she says. “To do that, you need weekends that rejuvenate you, rather than exhaust or disappoint you. Cross-training makes you a better athlete, and likewise, exercise, volunteer work, spiritual activities, and hands-on parenting make you a better worker than if you just worked all the time.”

Executive coach Dale Kurow, M.S., says successful people usually spend their weekends participating in a “combination of family activities with their kids and spouse, errands, and creative activities to exercise the right side of their brain.”

Penelope Trunk, a career coach and author of Brazen Careerist: The New Rules for Success, adds: “A highly successful person is very focused on what they want to be doing. The weekend and the week look very similar: They are focused on creating the life they want.”

So who are “successful people,” and what exactly are they doing on weekends?

Sometimes success is defined by an internal compass, says Marsha Egan, a board certified professional coach.

“A successful person is usually one who has achieved a measure of happiness and fulfillment in their work, family, and spiritual life (however that is defined for the individual),” Kurow adds. “Most successful people need to feel a sense of accomplishment and are self-motivated to tackle the next challenge.”

Roy Cohen, career coach and author of The Wall Street Professional’s Survival Guide, believes success is often defined in two ways: Achieving and exceeding financial milestones or achieving great satisfaction through one’s work. “From my perspective as a career coach, real meaningful success bridges the two–great prosperity combined with real joy and passion for your work.”

Here are 14 things successful people do (or should be doing) on weekends:
 
1. Make time for family and friends. This is especially important for those who don’t spend much time with their loved ones during the week.

2. Exercise. Everyone needs to do it, and if you can’t work out 4 to 5 days during the workweek, you need to be active on weekends to make up for some of that time, Vanderkam says. It’s the perfect opportunity to clear your mind and create fresh ideas.

 

“I know an owner of a PR firm who takes walks in the park with his dog to spark ideas about how to pitch a new client, or what angle to take with the press for a story,” Kurow says.

Cohen suggests spin classes and outdoor cycling in the warmer months. “Both are energizing and can be organized among people with shared interests. For example, it is not uncommon for hedge fund folks and Wall Street professionals to ride together on weekends. It is a great way to establish and cultivate relationships based on membership in this elite professional community.”

3. Pursue a passion. “There’s a creative director of a greeting card company who went back to school to pursue an MFA because of her love of art,” Kurow says. “Pursuing this passion turned into a love of poetry that she now writes on weekends.”

“Successful people make time for what is important or fun,” Egan adds. “They make space for activities that add to their life balance.”

4. Vacation. Getting away for the weekend provides a great respite from the grind of an intense week at work, Cohen says.

5.  Disconnect. The most successful people avoid e-mail for a period of time, Vanderkam says. “I’m not saying the whole weekend, but even just a walk without the phone can feel liberating. I advocate taking a ‘tech Sabbath.’ If you don’t have a specific religious obligation of no-work time, taking Saturday night to mid-day Sunday off is a nice, ecumenical time that works for many people.”

6. Volunteer. “I know a commercial real estate broker who volunteers to help with cook-off events whose proceeds are donated to the Food Bank,” Kurow says. “The volunteer work provides a balance to the heavy analytical work she does all week and fulfills her need to be creative — she designs the promotional material for the non-profit.”

Cohen says a lot of successful people participate in fundraising events. “This is a great way to network and to meet others with similar interests,” he says. “The visibility also helps in branding a successful person as philanthropic.”

7. Avoid chores. Every weekend has a few have-to-dos, but you want these to take the minimum amount of time possible, Vanderkam explains. Create a small window for chores and errands, and then banish them from your mind the rest of the time.

8. Plan. “Planning makes people more effective, and doing it before the week starts means you can hit Monday ready to go, and means you’ll give clear directions to the people who work for you, so they will be ready to go, too,” Vanderkam says.

Trunk agrees. She says successful people plan their month and year because “if you get stuck on short-term lists you don’t get anything big accomplished.”

9. Socialize. “Humans are social creatures, and studies of people’s experienced happiness through the day finds that socializing ranks right up there, not too far down below sex,” Vanderkam says.

 

Go out with friends and family, or get involved in the local community.

“It has been demonstrated that successful people find great satisfaction in giving back,” Cohen says. “Board membership, for example, also offers access to other successful folks.”

10. Gardening/crafts/games/sports/cooking/cultural activities. This is especially important for those cooped up in an office all week.

“For the pure joy, some folks find great satisfaction in creating beautiful gardens,” Cohen says.

Kurow knows an attorney who uses her weekends to garden and do mosaics and tile work to satisfy her creative side. “Filling her life this way enables her to be refreshed on Monday and ready to tackle the litigation and trial prep work. Artwork for her is fulfilling in a way that feeds her soul and her need to connect with her spiritual side.”

Bridge lessons and groups can also sharpen the mind and often create relationships among highly competitive smart professionals, Cohen says. “I once saw a printout of a bridge club’s membership list; its members were a who’s who of Wall Street.”

Theatre, opera and sporting events can also enrich one’s spirit, he adds.

11. Network. “Networking isn’t an event for a successful person, it’s a lifestyle,” Trunk says. Wherever they go and whatever they do, they manage to connect with new people.

 

12. Reflect. Egan says truly successful people make time on weekends to appreciate what they have and reflect on their happiness and accomplishments. As Rascoff said, “weekends are a great chance to reflect and be more introspective about bigger issues.”

13. Meditate. Classes and private instruction offer a bespoke approach to insight and peace of mind, Cohen says. “How better to equip yourself for success in this very tough world?”

14. Recharge. We live in a competitive world, Vanderkam says. “Peak performance requires managing downtime, too–with the goal of really recharging your batteries.” That’s how the most successful people get so much done.

Successful people know that time is too precious to be totally leisurely about leisure, Vanderkam concludes. “You’re not going to waste that time by failing to think about what you’d like to do with it, and thus losing the weekend to TV, puttering, inefficient e-mail checking, and chores. If you don’t have a busy workweek, your weekend doesn’t matter so much. But if you’re going from 8 a.m. to 8 p.m. every day, it certainly does.”

http://www.forbes.com/sites/jacquelynsmith/2013/02/22/14-things-successful-people-do-on-weekends/2/

Lee Kuan Yew One Man's View Of The World

Lee Kuan Yew One Man's View Of The World

Lee Kuan Yew One Man's View Of The World
Publisher : Straits Times Press
Published Date : 2013/08
ISBN : 9789814342568

BookWeb Price : S$ 39.90
Kinokuniya Privilege Card member price : S$ 35.91

Availability Status : In stock at the Fulfillment Centre.
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In One Man’s View of the World, Mr. Lee Kuan Yew draws on his wealth of experience and depth of insight to offer his views on today’s world and what it might look like in twenty years. In this broad-sweep narrative that takes in America, China, Asia and Europe, he analyses their society, probes the psyche of the people and draws his conclusions about their chances for survival and just where they might land in the hierarchy of tomorrow’s balance of power.

In spare, unflinching prose that eschews political correctness, he describes a China that remains obsessed with control from the centre on its way to an unstoppable rise, an America that will have to share its pre-eminence despite its never-say-die dynamism, and a Europe that struggles with the challenges of keeping its union intact. His candid and often startling views – on why Japan is closed to foreigners, why the Arab Spring won’t bring one man, one vote to the Middle East, and why preventing global warming is not going to be as fruitful as preparing for it – make this a fresh and gripping read.

Mr. Lee completes the book by looking into the future of Singapore – his enduring concern – and by offering the reader a glimpse into his personal life and his view of death. The book is interspersed with a Q&A section in each chapter, gleaned from conversations he had with journalists from The Straits Times.  

http://www.kinokuniya.com/sg/index.php/fbs003?common_param=9789814342568

Tuesday, October 15, 2013

Atheism in India: He’s not the son of God

Saturday, September 14, 2013

Harvard Business School Case Study: Gender Equity

BOSTON — When the members of the Harvard Business School class of 2013 gathered in May to celebrate the end of their studies, there was little visible evidence of the experiment they had undergone for the last two years. As they stood amid the brick buildings named after businessmen from Morgan to Bloomberg, black-and-crimson caps and gowns united the 905 graduates into one genderless mass. 

But during that week’s festivities, the Class Day speaker, a standout female student, alluded to “the frustrations of a group of people who feel ignored.” Others grumbled that another speechmaker, a former chief executive of a company in steep decline, was invited only because she was a woman. At a reception, a male student in tennis whites blurted out, as his friends laughed, that much of what had occurred at the school had “been a painful experience.” 

He and his classmates had been unwitting guinea pigs in what would have once sounded like a far-fetched feminist fantasy: What if Harvard Business School gave itself a gender makeover, changing its curriculum, rules and social rituals to foster female success? 

The country’s premier business training ground was trying to solve a seemingly intractable problem. Year after year, women who had arrived with the same test scores and grades as men fell behind. Attracting and retaining female professors was a losing battle; from 2006 to 2007, a third of the female junior faculty left. 

Some students, like Sheryl Sandberg, class of ’95, the Facebook executive and author of “Lean In,” sailed through. Yet many Wall Street-hardened women confided that Harvard was worse than any trading floor, with first-year students divided into sections that took all their classes together and often developed the overheated dynamics of reality shows. Some male students, many with finance backgrounds, commandeered classroom discussions and hazed female students and younger faculty members, and openly ruminated on whom they would “kill, sleep with or marry” (in cruder terms). Alcohol-soaked social events could be worse. 

“You weren’t supposed to talk about it in open company,” said Kathleen L. McGinn, a professor who supervised a student study that revealed the grade gap. “It was a dirty secret that wasn’t discussed.” 

But in 2010, Drew Gilpin Faust, Harvard’s first female president, appointed a new dean who pledged to do far more than his predecessors to remake gender relations at the business school. He and his team tried to change how students spoke, studied and socialized. The administrators installed stenographers in the classroom to guard against biased grading, provided private coaching — for some, after every class — for untenured female professors, and even departed from the hallowed case-study method. 

The dean’s ambitions extended far beyond campus, to what Dr. Faust called in an interview an “obligation to articulate values.” The school saw itself as the standard-bearer for American business. Turning around its record on women, the new administrators assured themselves, could have an untold impact at other business schools, at companies populated by Harvard alumni and in the Fortune 500, where only 21 chief executives are women. The institution would become a laboratory for studying how women speak in group settings, the links between romantic relationships and professional status, and the use of everyday measurement tools to reduce bias. 

“We have to lead the way, and then lead the world in doing it,” said Frances Frei, her words suggesting the school’s sense of mission but also its self-regard. Ms. Frei, a popular professor turned administrator who had become a target of student ire, was known for the word “unapologetic,” as in: we are unapologetic about the changes we are making. 

By graduation, the school had become a markedly better place for female students, according to interviews with more than 70 professors, administrators and students, who cited more women participating in class, record numbers of women winning academic awards and a much-improved environment, down to the male students drifting through the cafeteria wearing T-shirts celebrating the 50th anniversary of the admission of women. Women at the school finally felt like, “ ‘Hey, people like me are an equal part of this institution,’ ” said Rosabeth Moss Kanter, a longtime professor. 

And yet even the deans pointed out that the experiment had brought unintended consequences and brand new issues. The grade gap had vaporized so fast that no one could quite say how it had happened. The interventions had prompted some students to revolt, wearing “Unapologetic” T-shirts to lacerate Ms. Frei for what they called intrusive social engineering. Twenty-seven-year-olds felt like they were “back in kindergarten or first grade,” said Sri Batchu, one of the graduating men. 

Students were demanding more women on the faculty, a request the deans were struggling to fulfill. And they did not know what to do about developments like female students dressing as Playboy bunnies for parties and taking up the same sexual rating games as men. “At each turn, questions come up that we’ve never thought about before,” Nitin Nohria, the new dean, said in an interview. 

The administrators had no sense of whether their lessons would last once their charges left campus. As faculty members pointed out, the more exquisitely gender-sensitive the school environment became, the less resemblance it bore to the real business world. “Are we trying to change the world 900 students at a time, or are we preparing students for the world in which they are about to go?” a female professor asked. 

From left, Robin Ely, Nitin Nohria, Frances Frei and Youngme Moon, administrators at the school, pledged to continue their efforts to foster women's success in the program.Katherine Taylor for The New York Times

The Beginning
Nearly two years earlier, in the fall of 2011, Neda Navab sat in a class participation workshop, incredulous. The daughter of Iranian immigrants, Ms. Navab had been the president of her class at Columbia, advised chief executives as a McKinsey & Company consultant and trained women as entrepreneurs in Rwanda. Yet now that she had arrived at the business school at age 25, she was being taught how to raise her hand. 

A second-year student, a former member of the military, stood in the front of the classroom issuing commands: Reach up assertively! No apologetic little half-waves! Ms. Navab exchanged amused glances with new friends. She had no idea that she was witnessing an assault on the school’s most urgent gender-related challenge.

Women at Harvard did fine on tests. But they lagged badly in class participation, a highly subjective measure that made up 50 percent of each final mark. Every year the same hierarchy emerged early on: investment bank and hedge fund veterans, often men, sliced through equations while others — including many women — sat frozen or spoke tentatively. The deans did not want to publicly dwell on the problem: that might make the women more self-conscious. But they lectured about respect and civility, expanded efforts like the hand-raising coaching and added stenographers in every class so professors would no longer rely on possibly biased memories of who had said what. 

They rounded out the case-study method, in which professors cold-called students about a business’s predicament, with a new course called Field, which grouped students into problem-solving teams. (Gender was not the sole rationale for the course, but the deans thought the format would help.) New grading software tools let professors instantly check their calling and marking patterns by gender. One professor, Mikolaj Piskorski, summarized Mr. Nohria’s message later: “We’re going to solve it at the school level, but each of you is responsible to identify what you are doing that gets you to this point.” 

Mr. Nohria, Ms. Frei and others involved in the project saw themselves as outsiders who had succeeded at the school and wanted to help others do the same. Ms. Frei, the chairwoman of the first-year curriculum, was the most vocal, with her mop of silver-brown hair and the drive of the college basketball player she had once been. “Someone says ‘no’ to me, and I just hear ‘not yet,’ ” she said. 

After years of observation, administrators and professors agreed that one particular factor was torpedoing female class participation grades: women, especially single women, often felt they had to choose between academic and social success. 

One night that fall, Ms. Navab, who had laughed off the hand-raising seminar, sat at an Ethiopian restaurant wondering if she had made a bad choice. Her marketing midterm exam was the next day, but she had been invited on a very business-school kind of date: a new online dating service that paired small groups of singles for drinks was testing its product. Did Ms. Navab want to come? “If I were in college, I would have said let’s do this after the midterm,” she said later. 

But she wanted to meet someone soon, maybe at Harvard, which she and other students feared could be their “last chance among cream-of-the-crop-type people,” as she put it. Like other students, she had quickly discerned that her classmates tended to look at their social lives in market terms, implicitly ranking one another. And like others, she slipped into economic jargon to describe their status. 

The men at the top of the heap worked in finance, drove luxury cars and advertised lavish weekend getaways on Instagram, many students observed in interviews. Some belonged to the so-called Section X, an on-again-off-again secret society of ultrawealthy, mostly male, mostly international students known for decadent parties and travel. 

Women were more likely to be sized up on how they looked, Ms. Navab and others found. Many of them dressed as if Marc Jacobs were staging a photo shoot in a Technology and Operations Management class. Judging from comments from male friends about other women (“She’s kind of hot, but she’s so assertive”), Ms. Navab feared that seeming too ambitious could hurt what she half-jokingly called her “social cap,” referring to capitalization. 

“I had no idea who, as a single woman, I was meant to be on campus,” she said later. Were her priorities “purely professional, were they academic, were they to start dating someone?” 

As she scooped bread at the product-trial-slash-date at the Ethiopian restaurant, she realized that she had not caught the names of the men at the table. The group drank more and more. The next day she took the test hung over, her performance a “disaster,” she joked. 

The deans did not know how to stop women from bartering away their academic promise in the dating marketplace, but they wanted to nudge the school in a more studious, less alcohol-drenched direction. “We cannot have it both ways,” said Youngme Moon, the dean of the M.B.A. program. “We cannot be a place that claims to be about leadership and then say we don’t care what goes on outside the classroom.” 

But Harvard Business students were unusually powerful, the school’s products and also its customers, paying more than $50,000 in tuition per year. They were professionals, not undergraduates. One member of the class had played professional football; others had served in Afghanistan or had last names like Blankfein (Alexander, son of Lloyd, chief executive of Goldman Sachs). They had little knowledge of the institutional history; the deans talked less about the depressing record on women than vague concepts like “culture” and “community” and “inclusion.”


7 Shocking Discoveries From Harvard Business School’s Attempt To Improve Gender Equality

Jenna Goudreau Sep. 8, 2013, 4:53 PM 

Harvard Business School graduation 

Students cheer at the Harvard Business School graduation ceremony


Harvard Business School, one of the world’s most elite institutions, is nothing but a microcosm of the larger business world, where students are judged by wealth, appearance, and social status; a testosterone-fueled environment quiets, objectifies, and holds women back from achievement; and a predominately male leadership continues replicating itself.

That is according to a riveting new article by Jodi Kantor in The New York Times, which exposes the vast inequity on campus and also a controversial attempt to turn it around.

A two-year experiment initiated in 2010 by Drew Gilpin Faust, Harvard’s first female president, set out to improve the numbers and effectiveness of the school’s female professors, as well as the classroom participation and academic achievement of its female students, according to the Times.

Faust brought in a new dean, Nitin Nohria, who vowed to “remake gender relations at the business school” by changing “how students spoke, studied and socialized,” the article says. Administrators provided coaching to teachers, made attempts to level grading inequities, assigned students into study groups, and addressed the social environment.

The findings are pretty incredible.

Female students revealed a hostile environment for women:
Rather than an environment devoted to academic rigor, women called Harvard "worse than any trading floor," where they were seen as objects of amusement more than intellectual equals. "Some male students, many with finance backgrounds, commandeered classroom discussions and hazed female students and younger faculty members, and openly ruminated on whom they would 'kill, sleep with or marry' (in cruder terms)," Kantor writes. "Alcohol-soaked social events could be worse.”

It was like high school all over again, where men were judged by their cars and women by their looks:
There was a clear pecking order, and it was not meritocracy. At the top were men who "worked in finance, drove luxury cars, and advertised lavish weekend getaways on Instagram," according to the article. While the ultra-wealthy, mostly male students reigned, female students were judged on their looks. Many of them "dressed as if Marc Jacobs were staging a photo shoot in a Technology and Operations Management class," says Kantor.

Some of the smartest women in the world silenced themselves:
Women at Harvard struggled to find their voices and suffered for it. A subjective measure known as "class participation" made up 50% of each final mark, the article says. And despite doing fine on their exams, women lagged far behind on this metric. "Every year the same hierarchy emerged early on: investment bank and hedge fund veterans, often men, sliced through equations while others — including many women — sat frozen or spoke tentatively,” writes Kantor. They were coached to speak up and raise their hands, as HBS alum and "Lean In" author Sheryl Sandberg now advises, and stenographers sat in on classes, so that teachers had a more objective way to grade participation.

As if it were the 1950s and women were majoring in husband-hunting, the article reveals that many female students were more concerned with meeting a suitable match than acing exams. What's more, some felt they couldn't be both desirable to men and academic stars at once. “One particular factor was torpedoing female class participation grades: women, especially single women, often felt they had to choose between academic and social success,” Kantor writes. One female student quotes a male student as saying, “She’s kind of hot, but she’s so assertive."

Female professors made up only a fifth of the tenured faculty, with 76 male tenured professors to just 19 women, and garnered little respect:
Because the business world is skewed toward male leadership, it was harder to find qualified women to teach at HBS, the article says. The environment also made it difficult for them to succeed. It says they faced "uncertainty over maternity leave, a lack of opportunities to write papers with senior professors, and students who destroyed their confidence by pelting them with math questions they could not answer on the spot or commenting on what they wore.”

Female leaders can make all the difference:

Gender dynamics at the school were not actively addressed until a female leader, President Faust, forced the issue.

An administrator, Frances Frei, observed the female teachers and discovered they were either too lenient or too tough. She exclusively provided them feedback, coaching them to project warmth and high expectations simultaneously. Just this small amount of attention sent their teaching scores way up.

Female students began asserting themselves, raising the profile of women and the confidence of their female peers. When one female investment banking veteran took the lead on a class study session, another called it a "powerful message" to the class that a "girl knows it better than all of you."

Despite some hesitation by faculty members and grumbling by mostly male students, the social engineering worked:
By graduation, female teachers were performing better, female students were participating more in class, and record numbers of women were winning academic awards, the article notes. Many male students seemed to resent the effort to create a more female-friendly environment and called the time spent on it a poor investment of their money. Some of the faculty, too, wondered at the uses of the initiative, since gender dynamics in the real world would prove harsh in comparison. Even so, it worked, showing a laissez-faire approach to gender equality in organizations is not the answer. At a time when we are debating institutional policies to level pay inequity and get more women on boards and in management ranks, that is a powerful finding.

Harvard, where some students are more equal than others

Harvard, where some students are more equal than others

Class was a bigger divide than gender at HBS, according to students and alumni. Photo: The New York Times 

11 September
 
NEW YORK — Is class a more divisive issue at the Harvard Business School (HBS) than gender? 

As soon as new students arrive, they are expected to write cheques of about US$300 (S$380) to their “sections”— groups with whom they take first-year classes — if they want to participate in social events. 

In recent years, second-year students have organised a mid-winter ski trip that costs more than US$1,000; while others, including members of “Section X” (a secret society of extremely wealthy students), spend far more on weekend party trips to places like Iceland and Moscow. 

When Ms Christina Wallace, now Director of the Startup Institute, attended HBS on a scholarship, she was told by her classmates that she needed to spend more money to fully participate, and that “the difference between a good experience and a great experience is only US$20,000”.

“Class was a bigger divide than gender when I was at HBS,” she said after graduating in 2010.

In reaction to a New York Times article on Sunday about the school’s attempt to improve its atmosphere for women, many students, alumni and readers echoed her comments.

“A pervasive problem,” a member of this year’s class wrote on http://www.nytimes.com. Another said she had borrowed tens of thousands a year to keep up socially, and that she never invited classmates to her parents’ home nearby as she did not feel it was lavish enough.

But many alumni from decades ago, including Ms Suzy Welch, former Editor of the Harvard Business Review, said they were startled by the culture of spending that was depicted in the article. 

When Ms Welch graduated in 1988, money mattered, she said in a post on Twitter, “but conspicuous consumption events were rare”.

A reader named Ken H said the tone at the school in the 1970s was egalitarian, and that anyone who “flashed money around” would have earned jeers. “Maybe what has changed isn’t so much HBS, but America,” he added.

The student body is somewhat economically diverse, with 65 per cent of students on financial aid, receiving an average grant of US$60,000 over the two-year programme, according to a spokesman. (Tuition costs more than US$50,000 a year.)

The Class of 2013 includes former members of the military, children of struggling single mothers and a former butcher, among others. 

But just as the school has made efforts in recent years to draw students from a wide array of economic backgrounds, the global elite has been accumulating far more wealth and the American income divide has been widening. The result is a school that mixes students of relatively modest means with extremely wealthy ones. 

Many Harvard business students and readers were troubled by “Section X” and the idea that, even within the extremely elite confines of one of the nation’s premier business schools, the ultra-rich are segregating themselves.

According to students, the members are mostly male and international students from South America, the Middle East and Asia. 

After hearing complaints from students, the co-presidents of the Class of 2013, Mr Kunal Modi and Ms Laura Merritt, worked to introduce less expensive activities, including trivia nights and coffee hours. They persuaded administrators to install lawn furniture on campus so students would have another setting where they could relax without spending money.

To help bring the school’s culture back down to earth, Mr Thomas J Peters, co-author of In Search of Excellence who has been a frequent critic of business education, suggested that HBS apply a simple admissions rule: Anyone from a privileged background needs to have done something of significant social value to be admitted.

But it is hard to say if HBS could ever mount a true effort to resolve class issues on campus along the lines of the one on gender. Many of the school’s top donors and alumni include members of the same ultra-moneyed culture that some students criticise. 

And as many attend business school in the hope of building a network of influential contacts, they tend to fear offending anyone, especially rich classmates who might one day provide connections and financing.

Harvard’s efforts towards egalitarianism come as Singapore recently announced measures to prevent its top schools from becoming “closed circles”, as Prime Minister Lee Hsien Loong said in his National Day Rally speech last month. Agencies