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Listen A Minute: Easier English Listening and Lesson Plans

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English lesson plans: Free EFL/ESL lesson handouts (480 so far), online activities and handouts for teaching and learning listening.

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Our long-running series of topical discussion and new vocabulary, brought to you by your favourite BBC Learning English presenters.

From the archives

All 6 Minute English programmes pre-September 2014 can be found here.

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Our long-running series of topical discussion and new vocabulary, brought to you by your favourite BBC Learning English presenters. All 6 Minute English programmes pre-September 2014 can be found here.

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Home › Wheels › Archive for Chance & Fortune

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Free English lessons at Test-English.com: grammar, vocabulary, listening, reading. Learn English online for free with tests and exam prep.

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Travel and explore the world of cinema. Largest collection of video quotes from movies on the web. "Hello, dude. thanks for coming.", "This is joe mcandrew. he has something important to tell you. hello, mr. conlon.", "Hello? better call christof."

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PlayPhrase.me: Site for cinema archaeologists.

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Travel and explore the world of cinema. Largest collection of video quotes from movies on the web. "Hello, dude. thanks for coming.", "This is joe mcandrew. he has something important to tell you. hello, mr. conlon.", "Hello? better call christof."

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Motivando y celebrando a nuestros participantes

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As an entrepreneur, business owner and leader, the importance of leadership skills can't be underestimated. It's something you should look to improve every time you have a problem. When you have a challenge, look at it as an opportunity to learn and flourish. The first step in becoming a great leader is self-reflecting and understanding your weaknesses and your strengths so you can improve. Here are 13 skills to cultivate to become a better leader and a series of important questions to ask yourself right now.
1. Influence And Communication
What's your ability to influence people? How much are you affecting your business? How well do you communicate your points of view? Great leaders have the ability to influence people. If you get people to buy into your vision, you can lead them in the direction you want to go.
2. Innovation
Are you innovative? Are you the person who comes up with the amazing ideas? Are you the person who creates a new path when you come to a dead end?
3. Sales Ability
Are you able to sell your ideas and your vision? Do you sell your products and services better than anyone else? Are you good at selling yourself?
4. Talent Identification
What's your success rate at finding and keeping good employees? Can you identify talented people and then retain them in your team and have them grow with you? Great leaders build great teams. Discover each person's motivator and look for ways to engage with them and use their motivation positively and effectively.
5. Culture Creation
Culture is created from the top down. What's the culture of your brand or your team? Do you have a set culture with rules and a mission statement? Do you have a culture where everyone loves working alongside you? Are you building on that culture with your team?
6. Self-Discipline And Standards
Do you get to work early or on time? Are you one of the last ones to leave? Do you make sure you get things finished? Do you make sure you follow through on your promises? You should have high standards for yourself and also be able to communicate your expectations to your team. Are you raising the standards of your team? Do you have the ability to get more out of people by getting them to raise their levels? Do you make people want to aspire to work harder because they're around you?
7. Decision-Making/Execution
Are you great at making decisions, and then putting things in place so they can be carried out immediately? Do you make sure things get done? Act with boldness and exercise confidence in your actions.
8. Alliance Building
Do you have allies who support you? Do you have a variety of business contacts? Do you know who to call when you need help or support or when you're in a crisis?
9. Reputation Management
Does your reputation precede you when you enter a room? Are you someone who people respect and take seriously? Are people aware of what you stand for, what you do, who you are and what value you add? It's important to make sure you always keep your reputation and your hands clean. Practice good discipline when it comes to how you talk about other people and avoid negativity.
10. Conflict Mediation
We win by taking action, so it's important to keep moving forward. Don't let conflict or drama get in the way. Would you rather have an argument, or would you rather get things done? Master the conversations you don't want to have. With practice, you'll find you can enter difficult conversations with confidence and ease.
11. Ability To Look On The Brightside
Negativity is dangerous. Do you have negative or unhappy people constantly around you? Or do you have people around you who are positive and want to add value? Exemplify the kind of energy and passion you're looking for when it comes to your business.
12. Confidence
Are you someone who has an overwhelming belief that you will win - even under pressure - and you transfer that confidence to others?
13. Planning
Do you plan correctly? Do you plan the start, the middle and the end of your endeavors? Do you have a plan for how you're going to go out there and run your business?

Look at where you are weak, and work on those skills so you can become a better leader. As you improve your leadership skills, you will start to see an overall improvement in your business.

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

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Council Post: 13 Skills That Can Help You Become A Better Leader

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As an entrepreneur, business owner and leader, the importance of leadership skills can't be underestimated. It's something you should look to improve every time you have a problem. When you have a challenge, look at it as an opportunity to learn and flourish.

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Op-Docs is the editorial department’s section for short, opinionated documentaries, produced by independent filmmakers and artists with wide creative latitud...

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Writing practice to help you write clear, detailed text on a wide range of topics related to your interests. Texts include essays, reports, reviews, messages and emails.

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When I was in elementary school, I had a teacher who would have us freewrite to writing prompts he would write on the whiteboard. Every Monday morning, we would spend the first 10 minutes of class writing about dragons, time travel, or our weekends.

I had stopped using writing prompts after that 4th grade English class. This changed once I began writing thousands of words per day. Some days, I just didn't know what to write about. Other days, I already had a topic in hand, but I couldn't find the words. Writing prompts have been a great tool to help me defeat writer's block and swiftly put pen to paper.

A writing prompt is a topic around which you start writing ideas. You're free to stick to the subject or let your mind wander.

Benefits of writing prompts

1. Put pen to paper. Instead of thinking about what to write about, writing prompts give you a topic to start writing about immediately.

2. Practice makes perfect. Writing prompts help you build your writing "muscles". This habit will help make it easier for you to start writing and will teach you to write longer.

3. Increase your creativity. Writing prompts can make you see the world in a new light, or a way you've never imagined.

Maybe you want to buckle down and finish that novel. Or perhaps you needed to complete that blog post yesterday. Regardless of your circumstance, prompts can be your ticket out of uncreative purgatory and back to the writing promised land.

Sometimes, it can be hard to think of what to write, so we put together a list of 60 writing prompts to give you some fresh ideas.

1. Your favorite childhood vacation.

2. The last words of your novel are, "As night became day, he started to understand the truth." Now, go write the rest.

3. Turn one of the last texts you sent into a story.

4. Add an original scene to the last movie you watched.

5. Two friends have a disagreement.

6. Write about your favorite teacher.

7. Outside the window, you see something you can't believe.

8. Write about the first time you held someone's hand.

9. Write about the last thing/person that made you smile.

10. Write about a time you were lost.

11. Write about your first job.

12. Write a letter to your 14-year old self.

13. Write about why you write.

14. Five years from now, I will be.

15. Write about your dream vacation.

16. Do you like to be alone or with company?

17. You have $300 and a Prius, describe the 2,800 mile road trip from NYC to LA.

18. Write about your biggest goal.

19. Write about your biggest fear.

20. A conversation you and a stranger have on a plane.

21. A time you or someone you love was scammed.

22. Turn the last song you listened to into a story.

23. Describe the life of your favorite singer.

24. Write about a piece of furniture in the room you're in.

25. If I knew then what I know now.

26. If you could travel back in time, where would you go?

27. You have a billion dollars in your bank account. How did you make it?

28. You've discovered a new planet. Describe what you see.

29. If you could do anything for work, what would you do?

30. You live on an abandoned island, describe your morning routine.

31. You're in a foreign country and don't speak the native language.

32. Describe how you think your grandparents met.

33. Write about a time you failed.

34. You wake up today with the superpower of your choosing.

35. You're a dog, describe your interaction with a human.

36. Write about someone you admire.

37. Go to Twitter or Facebook and write about the first post you see.

38. Write about a time you were uncomfortable.

39. She tried to forget him, but never could.

40. Just as your flight takes off, you discover a shocking note under your seat.

41. None of your friends remember you, describe yourself to them.

42. An island rose from the sea.

43. Out of the ashes, arose a hero.

44. The whales grew feet.

45. I open the last book on earth.

46. You knock louder and louder on the door, but nobody answers.

47. The door you had locked, is wide open.

48. Just as you fall asleep, the phone rings.

49. She had the perfect party planned, only to have it ruined by her ex.

50. She said her final words and left, there's no turning back now.

51. A blind man falls in love, describe his feelings.

52. You have the power to stop time, what do you do?

53. The sun rose for the final time.

54. You discover that your partner is a robot.

55. You have 10 days to live.

56. How will cars look in 50 years?

57. This needs to be cleaned, the police will be here any minute.

58. For years, he carefully planned out this day.

59. The birds didn't go south for the winter.

60. It's June 13th, the snow won't stop falling.

That's two months worth of writing prompts to get you into the flow state! If you need help staying consistent, click the graphic below to learn more about our distraction-free writing tools before Freewrites run out.

Carlton Clark loves to write about business, baseball, and popular culture. A writer, marketer, and entrepreneur. At the age of 14, he founded the media company ballplayerplus.com. Currently, Carlton helps businesses share their stories through social media and blogging. When he's not writing or creating content, Carlton coaches youth baseball at his local high school and plays guitar. You can find him online on Instagram @itscarltonclark, and on Twitter @carlton_mukasa

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Writing Prompts: 60 Ideas You Can Use Today

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When I was in elementary school, I had a teacher who would have us freewrite to writing prompts he would write on the whiteboard. Every Monday morning, we would spend the first 10 minutes of class writing about dragons, time travel, or our weekends. I had stopped using writing prompts after that 4th grade English class.

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Universe of SelfieLearn - Welcome to Selfielearn

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12 Ejemplos de dinámicas de grupo para empresas

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Dentro de una organización encontramos varios grupos. Las personas que se unen a los grupos son una realidad: pueden ser grupos formales o informales. Las personas trabajan en grupos con bastante frecuencia y en muchas áreas diferentes de su vida, por ejemplo, en el trabajo, la escuela, la universidad, el deporte, los pasatiempos. Los gerentes deben comprender las que pueden permitirles adoptar el enfoque correcto para interactuar con ellos. Te contamos aquí qué son las dinámicas de grupo, sus tipos, ventajas y los ejemplos de dinámicas de grupo para empresas.

En este artículo hablamos de:

¿Qué son las dinámicas de grupo?

La dinámica de grupo se ocupa de las actitudes y los patrones de comportamiento de un grupo. La dinámica de grupo se refiere a cómo se forman los grupos, cuál es su estructura y qué procesos se siguen en su funcionamiento. Por lo tanto, se refiere a las interacciones y fuerzas que operan entre los grupos.

La dinámica de grupo es relevante para grupos de todo tipo, tanto formales como informales.

El comportamiento interpersonal se rige por las necesidades interpersonales. Lo que un miembro quiere contribuir, lo que puede contribuir a la causa del grupo y el grado en que interactuará con los otros miembros del grupo dependerá de factores como su físico, habilidades mentales e inteligencia, aptitud, capacitación, interés y personalidad.

El comportamiento intergrupal consiste en interacciones entre los diversos grupos y depende de factores como el conocimiento de la tarea, los objetivos y la interdependencia. Cuando los grupos conocen su trabajo y los objetivos detrás de él, es probable que se desempeñen mejor.

Las relaciones intergrupales en cualquier organización están además reguladas por la regla de división del trabajo, regulaciones y procedimientos. Algunos departamentos pueden tener autoridad funcional, mientras que otros pueden tener un estado de asesoramiento.

Un departamento puede tener control total sobre las finanzas, mientras que otro puede ocuparse de los recursos humanos. El poder del grupo se define en muchos casos. Por ejemplo, el consejo de administración elabora la política, mientras que el equipo de gestión es responsable de su implementación. Los grupos también pueden impulsar el poder a través de negociaciones y contratos, absorbiendo o uniendo manos con otros grupos.

Algunos de los principios más críticos de la dinámica de grupos para las empresas son los siguientes:

Una dinámica de grupo esencial es que los miembros del grupo tengan un fuerte sentido de unión. Además, un grupo no podrá funcionar al máximo sin la coordinación y pertenencia que sienten los miembros. Es muy importante que los miembros del grupo sientan que pertenecen al grupo correcto.

Además, este sentimiento de pertenencia es lo que impulsa al grupo a rendir al máximo, lo que a su vez aumenta la moral del grupo. Por lo tanto, el principio de pertenencia es un principio bastante importante de la dinámica de grupo.

Este principio se centra en el prestigio de los miembros del grupo y en cómo los miembros del grupo perciben este prestigio. Es muy similar al principio de estatus. Sin embargo, este principio de dinámica de grupo establece que cuanto mayor es el prestigio, mayor es la influencia.

Además, el principio de percepción arroja luz sobre la importancia de la percepción grupal. Además, esto garantiza la coordinación, una dirección común y la finalización exitosa de los objetivos.

Este principio de conformidad establece la importancia de que los miembros del grupo se ajusten a las normas generales del grupo. Sin embargo, este principio es una de las reglas más esenciales que es la más difícil de lograr.

El principio del cambio es uno de esos principios importantes de la dinámica de grupo que establece la importancia del cambio. Cada decisión en un grupo está destinada a cambiar en un momento específico.

Un grupo bien equilibrado y coordinado no sufriría este cambio. Además, este principio dinámico de grupo enfatiza la importancia de manejar bien un cambio.

Este principio es el resultado del principio de cambio. Debido a los cambios realizados en un grupo, las normas del grupo, los objetivos del grupo o la delegación de miembros del grupo, el reajuste de toda la dinámica del grupo es crucial.

Por lo tanto, este principio de reajuste enfatiza la esencialidad de reajustar la dinámica del grupo después de implementar un cambio. El reajuste debe estar sincronizado con el logro de la meta del grupo.

El objetivo principal detrás de la creación de grupos es ayudar al proceso de logro de objetivos. Los miembros del grupo tienen un motivo común que implica el logro exitoso de la meta predeterminada.

Orientación del objetivo

Cada grupo se crea con el objetivo de lograr el objetivo con la ayuda de su motivo común. El principio primario del grupo es que están orientados a objetivos y enfocan todas sus actividades hacia la finalización exitosa de la tarea.

Ser parte de un grupo puede permitir que un miembro del grupo crea que tiene poderes conferidos a ellos. Uno de los principios más críticos de la dinámica de grupo es la existencia de poder entre los miembros del grupo.

Por último, pero no menos importante, el funcionamiento del grupo es un proceso continuo. Este principio establece que cada grupo así formado y cada miembro que forma parte de dicho grupo es responsable del funcionamiento continuo del mismo grupo.

Los grupos se suspenden solo al completar la tarea o el logro de la meta. Hasta entonces, el principio del proceso continuo se aplica ampliamente a la dinámica de grupo.

Tipos de dinámicas de grupo para empresas

Los tipos de dinámicas de grupo de empresa suelen basarse en la creación de dinámicas en las que se describe cuáles son los roles de cada miembro de un equipo. Estas actividades ayudan a que se cree un comportamiento más adecuado al entorno y se entienda de mejor forma las responsabilidades.

Una forma común de clasificar los grupo es si son de naturaleza formal o informal. Los grupos de trabajo formales son establecidos por una organización para lograr los objetivos de la organización. Los grupos formales pueden tomar la forma de grupos de comando, grupos de tareas y grupos funcionales.

Los grupos de comando están especificados por el organigrama y, a menudo, consisten en un supervisor y los subordinados que informan a ese supervisor. Un ejemplo de un grupo de comando es un presidente del departamento académico y los miembros de la facultad en ese departamento.

Los grupos de tareas consisten en personas que trabajan juntas para lograr una tarea común. Los miembros se reúnen para lograr una gama limitada de objetivos dentro de un período de tiempo específico. Los grupos de tareas también se denominan comúnmente grupos de trabajo.

La organización nombra miembros y asigna los objetivos y las tareas a realizar. Ejemplos de tareas asignadas son el desarrollo de un nuevo producto, la mejora de un proceso de producción o la propuesta de un concurso motivacional.

Otros grupos de tareas comunes son los comités ad hoc, los grupos de proyectos y los comités permanentes. Los comités ad hoc son grupos temporales creados para resolver una queja específica o desarrollar un proceso. Los grupos de proyectos son similares a los comités ad hoc y normalmente se disuelven después de que el grupo completa la tarea asignada.

La organización crea un grupo funcional para lograr objetivos específicos dentro de un marco de tiempo no especificado. Los grupos funcionales siguen existiendo después del logro de las metas y objetivos actuales. Ejemplos de grupos funcionales serían un departamento de marketing, un departamento de servicio al cliente o un departamento de contabilidad.

A diferencia de los grupos formales, los grupos informales se forman naturalmente y en respuesta a los intereses comunes y los valores compartidos de los individuos. Se crean para fines distintos al cumplimiento de los objetivos de la organización y no tienen un marco de tiempo específico.

Los grupos informales no son designados por la organización y los miembros pueden invitar a otros a unirse de vez en cuando. Los grupos informales pueden tener una fuerte influencia en las organizaciones que pueden ser positivas o negativas.

Por ejemplo, los empleados que forman un grupo informal pueden discutir cómo mejorar un proceso de producción o cómo crear atajos que pongan en peligro la calidad. Los grupos informales pueden tomar la forma de grupos de interés, grupos de amistad o grupos de referencia.

Los grupos de interés generalmente continúan en el tiempo y pueden durar más que los grupos informales generales. Los miembros de los grupos de interés pueden no ser parte del mismo departamento de organización, pero están unidos por algún otro interés común.

Las metas y objetivos de los intereses del grupo son específicos de cada grupo y pueden no estar relacionados con las metas y objetivos de la organización. Un ejemplo de un grupo de interés serían los estudiantes que se unen para formar un grupo de estudio para una clase específica.

Los grupos de amistad están formados por miembros que disfrutan de actividades sociales, creencias políticas, valores religiosos u otros vínculos comunes similares. Los miembros disfrutan de la compañía de los demás y, a menudo, se reúnen después del trabajo para participar en estas actividades.

Por ejemplo, un grupo de empleados que forman un grupo de amistad puede tener un grupo de ejercicio, un equipo de fuftbol o un almuerzo informal una vez al mes.

Un grupo de referencia es un tipo de grupo que las personas usan para evaluarse a sí mismas. Los propósitos principales de los grupos de referencia son la validación social y la comparación social.

La validación social permite a los individuos justificar sus actitudes y valores, mientras que la comparación social ayuda a los individuos a evaluar sus propias acciones comparándose con los demás.

Los grupos de referencia tienen una fuerte influencia en el comportamiento de los miembros. Al compararse con otros miembros, los individuos pueden evaluar si su comportamiento es aceptable y si sus actitudes y valores son correctos o incorrectos. Los grupos de referencia son diferentes de los grupos discutidos anteriormente porque en realidad no pueden reunirse o formarse voluntariamente.

Por ejemplo, el grupo de referencia para un nuevo empleado de una organización puede ser un grupo de empleados que trabajan en un departamento diferente o incluso en una organización diferente. La familia, los amigos y las afiliaciones religiosas son grupos de referencia sólidos para la mayoría de las personas.

Ventajas de la dinámica de grupos para empresas

Los equipos reúnen a personas con diversas habilidades para crear algo que nadie podría hacer solo. Un equipo bien planificado mejora la motivación. La comunicación es mayor en los equipos, y el conjunto diverso de habilidades significa que los equipos pueden descubrir nuevos enfoques. Las empresas realizan actividades motivacionales para empleados con el fin de obtener numerosos beneficios.

Debido a que los equipos tienen objetivos compartidos específicos, los miembros del equipo generalmente disfrutan de una mayor autonomía, variedad, identidad de tarea, importancia de la tarea y comentarios. Los equipos a menudo disfrutan del apoyo social para tareas difíciles, mejorando la moral y la motivación.

Las técnicas de dinámicas de grupo para empresas tienen otro beneficio que es mejorar la calidad de los productos y servicios. Cada equipo asume la responsabilidad de la calidad de los productos y servicios en su área.

La eficiencia en el desarrollo de productos es otra ventaja para formar equipos dentro de la jerarquía tradicional. Los equipos pueden analizar e identificar tareas dependientes en un proceso no lineal, a veces realizando mejoras sorprendentes.

Los empleados también se benefician de participar en equipos. Desarrollan relaciones con personas de otras áreas del negocio y aprenden más sobre lo que sucede a través de las líneas funcionales del departamento ( capacitación cruzada ). Además, el 69% de las personas que tienen relaciones personales o amistades con sus compañeros de trabajo informan que están satisfechos con el trabajo y que están comprometidos en el trabajo, en comparación con menos de un tercio de las personas que no lo hacen.

Ejemplos de dinámicas de grupo en la empresa

Existen distintos tipos de dinámicas de grupo que pueden aplicarse en empresas. Cada uno incluye estrategias específicas, en las que se trabajan los distintos aspectos y necesidades de los empleados y la empresa.

Vamos los principales ejemplos de dinámicas de grupo de empresas:

Dinámica de la isla desierta

Este es un ejercicio sencillo y bastante utilizado entre los departamentos de recursos humanos. En esta dinámica se pide a los participantes que respondan tres preguntas simples:

suponiendo que estás perdido en una isla desierta, ¿con qué compañero te gustaría estar?

Suponiendo que ganaste un viaje al que puedes llevar a tres compañeros, ¿a quién del grupo elegirías?

Si necesitas organizar un evento, ¿a qué compañero elegirías para ayudarte?

Debe pedirse a los empleados que en sus respuestas no den solo los nombres de los compañeros, sino también una justificación. Cada persona llenará su tarjeta sin identificarse.

Cuando se han rellenado las tarjetas, se colocarán en un sobre. El coordinador de la dinámica solicitará que todos se sienten en un círculo y presenten sus justificaciones para las elecciones, sin indicar los nombres de los colegas elegidos.

Las palabras clave presentadas en estas justificaciones se anotarán en una tabla y se convertirán en valores importantes de compañerismo, siendo las características necesarias para desarrollar y mejorar con el trabajo en equipo.

Esta dinámica pretende que el grupo de empleados entienda la importancia de enfrentar nuevos desafíos y les motive a buscar estas oportunidades, superándose cada día. Es una dinámica de grupo divertida para empresas.

Esta dinámica de grupo necesita algo más de preparación para realizarla. Es necesario tener una caja que no sea transparente para mantener el contenido en secreto.

En esa caja se introducen las reglas del juego. Estas reglas son que los desafíos que deben cumplir los empleados.

Después se divide el equipo en 2 grupos con el mismo número de personas. Se distribuirán estas personas en un solo círculo, intercalando a los participantes de estos grupos.

Una vez formado el círculo, y asegurándose de que los participantes del mismo equipo no permanezcan uno al lado del otro, se entrega la caja negra a uno de los colaboradores al azar.

Pon una canción y, mientras suena, los colaboradores deben pasar la caja al compañero del lado. Cuando la canción se detiene, el participante que tiene la caja debe escoger una de las siguientes posibilidades:

cumplir el reto que se le indique;

designar a un compañero para que cumpla este desafío;

pasar la caja hacia adelante.

La persona que elige cumplir el desafío gana 3 puntos para su equipo. Cuando el participante no cumple el desafío, se le excluye del juego y se penaliza al grupo con la pérdida de 4 puntos.

En cada ronda hay nuevos desafíos y cada grupo puede negarse a cumplir 3 desafíos. La cuarta vez, quien recoja la caja está obligado a aceptar el desafío.

En el último desafío se puede añadir un regalo, como una caja de bombones. La persona que se queda en la última ronda puede decidir si comparte el regalo sólo con su equipo o con todo el grupo.

Dinámica de darse las manos

Esta dinámica de grupo para adultos está dirigida a mejorar la percepción del trabajo en grupo. En ella, los empleados se darán cuenta de que serán más productivos y estratégicos cuando unen sus habilidades con otros compañeros y se comprometen a trabajar más estrechamente.

Este es un ejercicio muy fácil y rápido. Para comenzar, reúne al grupo en una habitación y pídeles que formen un círculo agarrados de las manos. Cada participante debe memorizar quién está en su lado derecho y en el lado izquierdo.

Después, el grupo se separará, caminará por la habitación y se distraerá. Luego, se pone un cartón grande de colores en el suelo de la habitación, y se pide al grupo que se coloquen sobre o alrededor de este material.

Es adecuada para equipos más jóvenes, ya que les ayuda a desarrollar una sana competitividad y el trabajo en equipo, lo que permite diseñar estrategias de defensa y ataque, a través de la colaboración de todos.

El primer debemos separar 2 equipos, preferiblemente por distintos colores. Daremos a cada participante en la dinámica 2 globos y una cuerda para atarlos a la cintura.

Después, cada uno de ellos debe intentar reventar, con sus manos, el mayor número de globos del equipo contrario, al mismo tiempo que defienden los suyos. Gana el equipo que primero reviente todos los globos del equipo contrario.

Dinámica de similitudes

Son dinámicas de cooperación grupal para adultos simples y rápidas. Ayuda a aumentar la empatía, las habilidades de comunicación y la unidad entre los empleados, posibilitando un trabajo en equipo con respeto, paciencia y tolerancia.

En esta dinámica, se dividen a los participantes en parejas o tríos, según el número de participantes.

Una vez divididos, deben hablar entre sí sobre sus gustos profesionales y personales. Durante este proceso, las parejas anotarán al menos 2 o 3 características y habilidades que tienen en común.

Esta actividad también ayudará a identificar a los empleados: pueden unirse a través de estas características que comparten e incluso pueden encontrar formas de aprovechar estas similitudes en la rutina de trabajo.

Dinámica de la observación

En esta dinámica se fomentan las capacidades de observación del día a día, lo que permite a los participantes aprender a observarse unos a otros y prestar atención a los detalles de la empresa.

Reúne a los participantes en una habitación en un círculo. Luego pídeles que cierren los ojos. Entonces comenzarán las preguntas.

El responsable de coordinar la dinámica les preguntará cuestiones relacionadas con los participantes. Por ejemplo: "¿quién lleva una camisa amarilla o quién lleva un pantalón verde?".

Los participantes que sepan las respuestas levantarán la mano. De esa manera, con cada respuesta correcta, el participante gana un punto y el que finalice el juego con la puntuación más alta gana un premio.

Esta dinámica de grupo no es muy normal, pero se establece para valorar la capacidad de comunicación no verbal de los candidatos. La dinámica consiste en que todos los participantes se pasean por la habitación sin comunicarse con otros. En un papel llevan escrito un mensaje que deben transmitir.

Cada candidato debe intentar establecer contacto con otra persona con la que le gustaría mantener un encuentro. Cuando esa persona acepta se sitúan enfrente uno a otro, y cada interlocutor expresa algo de forma no verbal que quiere comunicarle. Después se pregunta a cada participante que ha comprendido de lo que el otro pretendía transmitirle. Mediante esta dinámica se pretende explorar la capacidad de expresión y la empatía. Se valora la rapidez para encontrar pareja, la elegancia, la originalidad, la capacidad de expresión y la de interpretación de los gestos del otro.

Esta es una de las dinámicas de grupo que menos les gusta a los candidatos.

Esta actividad grupal presenta una situación a la que es posible que tenga que enfrentarse el candidato en su futuro puesto de trabajo.

Por ejemplo, esos roles pueden ser: presidir una reunión, liderar un equipo, atender a un cliente, efectuar una llamada telefónica, cerrar un contrato, etc.

Con ello se pretende ver la capacidad de desempeñarse bien en el papel que le tocará asumir.

RRHH deberá evaluar las cualidades de liderazgo, la capacidad de atender al cliente o de resolver problemas cuando existe una situación de presión.

Lluvia de ideas o brainstorming

RRHH propondrá un tema y los candidatos deben dar sus ideas para solucionar ese caso. Los temas objeto de debate pueden ser la creación de nuevos productos o servicios o mejoras para empresa o para el sector específico del puesto que se quiere cubrir.

Las lluvias de ideas son dinámicas de cohesión de grupo para empresas que fomentan la creatividad. Con esta actividad puede valorarse la capacidad de solucionar un problema y la habilidad de proponer soluciones. También se tiene en cuenta el nivel de proactividad.

En este caso, se presenta un tema y los candidatos deben explicar sus argumentos frente al profesional de RRHH.

En este tipo de mecánica grupal se valora la capacidad de síntesis, los conocimientos y el orden de exposición. También se observa el carácter conversacional, cooperativo y resolutivo.

Las entrevistas de selección de personal grupales normalmente incorporan una tarea práctica en la que todos los candidatos deben solucionar juntos un problema.

Con la realización de esa tarea pueden averiguarse capacidades observando la situación. Por ejemplo, la tarea puede consistir en que los aspirantes construyan estructuras con piezas de Lego.

Se proporcionará a los participantes en la entrevista grupal un resumen sobre una situación a la que tendrán que enfrentarse como empleado.

El resumen incluirá una descripción de ciertos problemas que los entrevistados deberán resolver.

Las actividades del caso de estudio estarán diseñadas para evaluar las capacidades de trabajo en equipo que tiene cada uno de los participantes del proceso de selección de personal, así como también analizar sus habilidades de liderazgo y su capacidad de resolver problemas.

En tu empresa, ¿qué dinámicas de grupo se utilizan para la selección de personal?

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12 ejemplos de dinámicas de grupo para empresas

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Dentro de una organización encontramos varios grupos. Las personas que se unen a los grupos son una realidad: pueden ser grupos formales o informales. Las personas trabajan en grupos con bastante frecuencia y en muchas áreas diferentes de su vida, por ejemplo, en el trabajo, la escuela, la universidad, el deporte, los pasatiempos.

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Podcasts with transcription about new normal at the workplace

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Podcasts with transcription about new normal at the workplace

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https://hbr.org/2018/01/podcast-ideacast?utm_medium=email&utm_source=editorial&utm_campaign=ideacast_podcast_backtoworkbetter_20210916&deliveryName=DM150680

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A weekly podcast featuring the leading thinkers in business and management.

About the hosts

Alison Beard is a senior editor at Harvard Business Review. She oversees the "Experience" section of the magazine, which guides individual managers in their careers. She previously worked at the Financial Times.

Curt Nickisch is a senior editor at Harvard Business Review. He earned an MBA from Boston University and has reported for NPR, Marketplace, and Fast Company. He speaks ausgezeichnet German and binges history podcasts. Twitter: @CurtNickisch

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A weekly podcast featuring the leading thinkers in business and management. About the hosts Alison Beard is a senior editor at Harvard Business Review. She oversees the "Experience" section of the magazine, which guides individual managers in their careers. She previously worked at the Financial Times.

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Jeff bezos motivational video | Jeff Bezos inspiration for all

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Phil

I'm going to tell you how we use the with public buildings.

Often, when we talk about public buildings with prepositions of place, what we're really talking about is the main reason that people go there.
If you're at school, at college or at university, you're studying.
Now in British English, if that's what you're doing, don't use the with the name of the building.

Here are some other examples:
If you're in hospital, you're ill.
Natasha's at the hospital - she's visiting her brother. I'll meet you at the school, then we'll go to the party. If you're at church, you're praying.
And if you're in court or worse - in prison, you're in trouble.
If we do use the in these expressions, then it probably means somebody's doing something else.

Now it's not every public building - it only works for some, but if you're talking about the most common activity, don't use the.

If you're talking about something else, you can.

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BBC Learning English - Course: English In A Minute / Unit 2 / Session 44 / Activity 1

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Phil I'm going to tell you how we use the with public buildings. Often, when we talk about public buildings with prepositions of place, what we're really talking about is the main reason that people go there. If you're at school, at college or at university, you're studying.

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Are you confused about whether to add an s at the end of a word? It's not just for plural nouns, but also for verb endings, and there's also a pronunciation issue in some cases. Then, there's the added question of whether to add an apostrophe-even native English speakers get mixed up about that one! This lesson on when to add the s, and how exactly to add it, is designed to clarify all of this for you. Make sure to practice with the quiz after watching.

about engVid

Learn English for free with 2002 video lessons by experienced teachers. Classes cover English grammar, vocabulary, pronunciation, IELTS, TOEFL, and more. Join millions of English learners worldwide who are improving every day with engVid.

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Learn English for free with hundreds of video lessons by experienced native-speaker teachers. English grammar, vocabulary, pronunciation, IELTS, TOEFL, writing, and more.

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Pizarra online

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Hemos seleccionado tres herramientas que facilitan el trabajo docente de forma remota u online. Una de ellas es perfecta para la organización de tareas fuera del aula (tanto para la gestión individual como colectiva) y otras dos son ideales para que tus alumos puedan seguir aprendiendo desde casa: una permite crear videolecciones y la otra itinerarios de aprendizaje con una imagen de base.
ORGANIZACIÓN DE TAREAS Y GESTIÓN DE PROYECTOS:
Trello es una herramienta digital que permite organizar el trabajo y flujos de trabajo. Puedes crear "equipos" (tarjetas), asignar tareas, subir archivos, enviar notificaciones y mover las tareas a diferentes columnas (por ejemplo: "para hacer", "en proceso", "finalizadas").

Más concretamente, Trello permite:

Crear tableros y listas para organizar cualquier proyecto en el que esté trabajando.

Utilizar esos tableros individualmente o invitar a compañeros, alumnos o padres a que colaboren.

Personalizar flujos de trabajo para distintos proyectos.

Añadir listas de tareas pendientes en tarjetas.

Asignarse tareas individuales a los alumnos.

Realizar comentarios sobre los distintos elementos.

Adjuntar archivos de Google Drive y Dropbox.

Cargar fotos y vídeos.

Responder a los comentarios desde Android Wear.

Mostrar tarjetas en una vista de calendario con el Power-Up Calendario.

Trabajar sin conexión y los tableros se sincronizarán automáticamente cuando se vuelva a conectar.

Aquí tienes un tutorial en el que te contamos cómo usar Trello:

APRENDIZAJE INTERACTIVO:
Existen varias herramientas interesantes para crear videolecciones o itinerarios de aprendizaje. En este caso hablaremos de dos de ellas; Edupuzzle, que permite crear lecciones interactivas uniendo diferentes videos (propios o de la Red) y Thinglink, que nos permite crear imágenes interactivas añadiendo enlaces, comentarios, vídeos etc. Y de esta forma generar un itinerario de aprendizaje.
PARA PREPARAR VIDEOLECCIONES:
Edupuzzle es una herramienta que nos permite crear lecciones en vídeo. Podemos insertar preguntas para hacer a los alumnos, a ellos les permite contestar (tanto con preguntas cerradas o abiertas) y a nosotros evaluar la adquisición de conocimientos. Es muy interesante ya que permite crear listados de clases y asignar una periodicidad en la que deben realizar la actividad.
PARA CREAR ITINERARIOS DE APRENDIZAJE SOBRE IMÁGENES:
Thinglink es una aplicación web que permite crear imágenes interactivas y con ellas desarrollar itinerarios de aprendizaje o actividades para los alumnos.

Thinglink podrá enriquecer tus apuntes y lecciones incorporando contenido progresivo en niveles con cada vez mayor detalle. Añade imágenes, descripciones, vídeos y audios a tus mapas, a tus esquemas, a las obras de arte a estudiar, o a tus cronologías históricas... y compártelas con otros miembros de la comunidad educativa mediante una simple url.

Esperamos que estas tres herramientas seleccionadas os resulten de utilidad.

Ante las necesidades de muchos docentes de comenzar a impartir clases a través de internet, compartimos una herramienta muy útil y fácil de usar adecuada para desempeñar esa tarea. Puedes acceder a un tutorial paso a paso de Google Meet (Hangout) en nuestro último artículo: "Imparte tus clases online con una herramienta sencilla"
PIZARRA DIGITAL REMOTA:
Classroomscreen es una herramienta sencilla que permite convertir tu escritorio en una pizarra digital con sencillas funcionalidades, últiles para una clase online u offline.

En el siguiente tutorial exploramos todas sus posibilidades:

Puedes ver más tutoriales y herramientas en nuestro canal de YouTube.

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Tutoriales y herramientas para facilitar las lecciones y el trabajo docente de forma online

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Hemos seleccionado tres herramientas que facilitan el trabajo docente de forma remota u online. Una de ellas es perfecta para la organización de tareas fuera del aula (tanto para la gestión individual como colectiva) y otras dos son ideales para que tus alumos puedan seguir aprendiendo desde casa: una permite crear videolecciones y la otra itinerarios de aprendizaje con una imagen de base.

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Find video clips by quote. GetYarn.io now.

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Hace varios años que en el blog Oye Juanjo nos propusimos democratizar el conocimiento, difundiendo cultura y contenidos educativos que benefician a estudiantes de todas partes del mundo: cursos virtuales, herramientas de estudio, recursos, canales de Youtube, y por supuesto, libros de acceso público.

Para esta oportunidad hemos preparado una excelente recopilación de libros virtuales sobre ortografía, con el único propósito de continuar cultivando el hábito de la buena escritura, respetando las reglas y convenciones que rigen el sistema de escritura universal.

Todos estos contenidos están disponibles en formato PDF, es decir, podemos leer cómodamente desde cualquier navegador web con solo ingresar a los enlaces (que compartimos más abajo), o en su defecto, podemos guardar los archivos en nuestro equipo o dispositivo para leer más adelante.

Te puede interesar: 25 libros PDF para leer en cualquier momento

Estoy convencido que este aporte será muy significativo en la formación cultural de miles de estudiantes, y para continuar beneficiando a más personas, los invito a compartir y recomendar el blog en sus principales círculos sociales. Puedes seguirnos directamente desde la página de Facebook para mantenerte actualizado de todas las novedades que publicamos a diario.

Aclaración: es importante recordar que los libros que difundimos en esta ocasión se encuentran alojados en los servidores de bibliotecas virtuales y organizaciones educativas que garantizan la libre difusión y acceso público.

Sin más preámbulos, es momento de echar un vistazo a esta selecta lista de libros virtuales para mejorar tu ortografía. ¡Buena suerte a todos!

30 libros gratis en PDF sobre Ortografía

#01. Ortografía de la lengua española - Real academia española ()
#02. Ortografía y gramática, tecnicas básicas de comunicación y archivo ()
#03. Ortografía en la escuela ()
#04. Novedades de la Ortografía de la lengua española ()
#05. Normas ortográficas y gramaticales ()
#06. Reglas de ortografía y gramática ()
#07. Gramática y ortografía. ¡Vamos a escribir! ()
#08. Reglas de ortografía y puntuación ()
#09. La enseñanza dela ortografía: un problema de tres dimensiones ()
#10. Ortografía de la Lengua Española ()
#11. Nueva edición de la Ortografía - Real Academia Española ()
#12. Ortografía para principiantes ()
#13. Guía de ortografía ()

#14. Buena ortografía sin esfuerzo ()

#15. Las reglas para el uso de las mayúsculas y los signos de puntuación ()

#16. Manual de redacción científica - Escritorio Académico UNAM ()
#17. Manual de lectura y redacción ()
#18. Taller de Lectura y Redacción ()
#19. Abreviaturas y tratamientos de cortesía ()
#20. Ocho lecciones de ortografía ()
#21. Introducción a la redacción académica ()
#22. Iniciarse en la redacción universitaria ()
#23. A escribir se aprende escribiendo ()
#24. Redacción y ortografía periodística ()
#25. La enseñanza integrada de la ortografía y el vocabulario ()
#26. ¿Por qué evadimos la ortografía? ()
#27. Ortografía del castellano para Educación Secundaria ()

#28. Ortografía: Usos de c, s, z. ()
#29. Manual de Ortografía ()
#30.Guía breve y práctica para la ortografía diaria ()

Te puede interesar: 150 libros gratis en PDF de mujeres escritoras

¡Y bien! ¿Te fue útil esta colección digital de libros PDF para mejorar tu ortografía? Como siempre, los invito a participar con sus comentarios, pedidos y sugerencias para próximas publicaciones. ¡Hasta pronto!

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30 libros gratis en PDF para mejorar tu Ortografía

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Hace varios años que en el blog Oye Juanjo nos propusimos democratizar el conocimiento, difundiendo cultura y contenidos educativos que benefician a estudiantes de todas partes del mundo: cursos virtuales, herramientas de estudio, recursos, canales de Youtube, y por supuesto, libros de acceso público.

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Blog con recursos para docentes y actividades interactivas para todos los niveles educativos

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Temas y preguntas para las clases de conversación en español

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Ideas, temas y preguntas para animar las clases de conversación en español, organizadas en diferentes niveles y completamente gratuitas.

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English4good provides Worksheets, Lesson Plans, Games, and Flashcards for ESL teachers. Have fun teaching!

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When words sound different in isolation vs. in a sentence, look up the pronunciation first in a dictionary, then use https://youglish.com

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There are numerous benefits of reading, and every child deserves the gift of a good book.

With this list of free online books for kids in English and various other languages, children can read books online free anytime they like.

Whether you are lacking books at home for your child's age group, or you have a home library full of books but your child is bored with those they have, free online books for kids are always accessible if you know where to find them.

There is a huge range of books on line for free that you can utilise.

Here are a few sites where you can find them.

Benefits of reading books online for kids

While nothing can beat curling up with a physical book, reading books online actually has many advantages:

1. Try before you buy

Reading books online is also a great way to try books out to see if your kids like them. Rather than buying books and finding out your child isn't interested, read books online a few times and when you know they love the book, you can go out and purchase it if you want.

2. Space saver

Reading books online saves space in your home. Rather than buying hundreds of books that eventually can sit and collect dust, kids have a wider choice. They can sit and read one of their physical books, or if they are looking for something different, they can try a new one online.

3. Money Saver

These free online books for kids save you money! Books aren't always cheap, and depending on where you live, they aren't always widely available. Finding online books for free saves money as you don't have to buy so many.

Read Books Online Free

Below you will find a list of websites which provide free online story books for kids. Some you may need to register with or sign up to read books online. Others you are able to navigate freely.

Recommended: Best story books for kids

1. Oxford Owl

The British Oxford Owl Website offer a large range of free books online for kids aged 3-11 years old. Simply select the categories and choose from the various options including Age Group, Book Type, Level, and Series.
See Website
2. International Children's Digital Library

This website provides free books online in English, but also other languages including Spanish, Russian. Here you can find a wide range of multicultural kids books and story books online for free. Simply choose the age range and the type of book you wish to read.
See Website
3. Storyline Online

Another great website for finding free books for kids online. On this site when you select the book you want to read, it streams the reading of the book. For each book there are also activity guides after for building children's literacy skills
See Website
4. Children's Books Online

This website has a range of free online books for kids in various different languages. Children can select books according to the reading stage they are at and read along, or they can select the audio version where there is a narrator.
See Website
5. Magic Blox

Magic Blox have many different books in multiple languages including English, French, German, Italian, Mongolian, Spanish. Simply choose the category, reading level, and language, to find a range of free online books for kids to read. To read these online books, simply click the button to turn the page.
See Website
Read Books on Youtube

YouTube is another fantastic resource for reading free books online for kids. Check out our book recommendations in the posts below, then head to the Youtube Website and search something like "Read (Book Name) book" A list will come up of videos you can watch where people read the books for you.
English books for kids
Spanish books for kids

Free online books for kids

Of course, there is nothing better than curling up with a good book on the couch or in bed with your child. And once upon a time, the only way to have access to kids books was to buy them at your local store, or visit your local library.

With the advancement of technology, it is now possible to find websites where you can read books online free for kids and adults and there are many advantages to benefit from. If you have an Ipad or a Tablet, it is really easy and super comfortable too.
Turn any book into a multilingual audio book with Chameleon Reader
Stages of Reading Development for Kids
Bilingual Kidspot is a website offering practical advice for parents seeking to raise bilingual or multilingual children; with inspiration, support and strategies based on experience as a parent, and as a teacher of a foreign language to children.

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The Best Sites Where Kids Can Read Books Online for FREE!

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A list of resources with free online books for kids. Now you can read story books online from the comfort of your own home!

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Z-Library single sign on | Z-Library. Download books for free. Find books

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Learn English With TED Talks - Business English Tips

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Learn English With TED Talks - Business English Tips

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Derek Callan - English for Professionals

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Learn English With TED Talks - Business English Tips

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Explore live radio by rotating the globe.

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LyricsTraining es la nueva forma de aprender Inglés y otros idiomas por medio de la música y la letra de tus canciones favoritas

Mejora tu comprensión auditiva y practica diferentes acentos con los mejores vídeos musicales, rellenando la letra de las canciones y con el Karaoke

Miles de profesores en todo el mundo ya usan LyricsTraining para enseñar idiomas y motivar a sus alumnos favoreciendo la inmersión lingüística

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Aprender Inglés Gratis con Música, Letras y Karaoke!

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Disfruta aprendiendo Inglés como nunca antes jugando con los vídeos musicales y rellenando la letra de tus canciones favoritas. Es fácil, divertido y 100% gratis.

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Reykjavík City Council took part in the trial

Trials of a four-day week in Iceland were an "overwhelming success" and led to many workers moving to shorter hours, researchers have said.

The trials, in which workers were paid the same amount for shorter hours, took place between 2015 and 2019.

Productivity remained the same or improved in the majority of workplaces, researchers said.

In Iceland, the trials run by Reykjavík City Council and the national government eventually included more than 2,500 workers, which amounts to about 1% of Iceland's working population.

A range of workplaces took part, including preschools, offices, social service providers, and hospitals.

The trials led unions to renegotiate working patterns, and now 86% of Iceland's workforce have either moved to shorter hours for the same pay, or will gain the right to, the researchers said.

Workers reported feeling less stressed and at risk of burnout, and said their health and work-life balance had improved. They also reported having more time to spend with their families, do hobbies and complete household chores.

Will Stronge, director of research at Autonomy, said: "This study shows that the world's largest ever trial of a shorter working week in the public sector was by all measures an overwhelming success.

"It shows that the public sector is ripe for being a pioneer of shorter working weeks - and lessons can be learned for other governments."

Gudmundur Haraldsson, a researcher at Alda, said: "The Icelandic shorter working week journey tells us that not only is it possible to work less in modern times, but that progressive change is possible too."

Spain is piloting a four day working week for companies in part due to the challenges of coronavirus.

And consumer goods giant Unilever is giving staff in New Zealand a chance to cut their hours by 20% without hurting their pay in a trial.

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Four-day week 'an overwhelming success' in Iceland

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The majority of workers in Iceland now look set to move to shorter hours for the same pay.

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Idioms. Power with examples

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Hybrid work and returning to the office - podcast

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Hybrid work and returning to the office - podcast

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CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I'm Curt Nickisch.

To say the last year has changed us would be an understatement. The pandemic forced many people to work and manage much more remotely and differently. Now, as a growing number of places return to more in-person work, it's a good time to explore the issues that organizations and managers face as they reset and reorganize their working lives.

Throughout the next few months, HBR IdeaCast will look at these challenges and today we're starting with implementing hybrid work across an organization. That's a mix of remote work and onsite activity. Our guest today has studied remote work for nearly 20 years and he's here to explain how leaders can think through hybrid work arrangements so that they're fair to employees and effective for the organization, and not just short term.

Nicholas Bloom is a professor of economics at Stanford University and the author of the HBR article, "Don't Let Employees Pick Their Work From Home days." Nick, thanks so much for coming on the show.

NICHOLAS BLOOM: Curt, lovely to be here, thanks.

CURT NICKISCH: So I have a lot of nitty gritty questions for you about this, but just to get us going here, why is it important for managers and leaders to have a strategy in place when it comes to work from home and hybrid work? Why cant you just figure it out as you go along?

NICHOLAS BLOOM: Oh, that's, in a sense the easy question. Firms and CEOs, in particular, CHRs, are under enormous pressure right now to tell their employees what they're going to do in future, because these employees need to plan their lives around this. What most firms have decided is to go for hybrid. The typical plan will be something like three days in the office, two at home. So huge numbers of firms have announced this, Google, Microsoft, Apple, Citi Bank, HSBC, blah, blah, blah. Around 70 to 80% of firms are going to hybrid, the other 20 to 30% have mostly not decided.

So why is that? The reason is, hybrid represents a great trade-off between the benefits of being in-person, which is better innovation, typically better creativity, and the ability to build office culture, versus the benefits of not having to go into the office, which enables you to work quietly at home and avoid the painful commute. It looks like from the research firms are going to be about 5% more productive doing that. And employees on average are significantly happier.

CURT NICKISCH: Nick, in a recent HBR article, you argued that workers shouldn't all get to choose what days they have off. Why is prescribing the days in and out of the office a good policy?

NICHOLAS BLOOM: Choices may be the most controversial and the most difficult issue, I think for managers I talk to right now. So the issue is, imagine you, as in the huge majority of firms have decided you're going to do hybrid post pandemic. Now the question is how to execute the scheme and in particular, who gets to choose which days of the week they work from home. And also how many days do they get to work from home? So one extreme is full decentralization. Every employee gets to choose which days and how many days. So if you want to work from home four days a week and only come in on Wednesdays, you can, if you want to work from home zero days a week, you can. That's one extreme. The middle position, I think, is team by team. So as a corporation, you say each team managers decides and he or she basically polls the people in their team, maybe polls other teams that they want to work closely with and makes the decision.

And then the final choice is fully centralized, which is the CEO, CHR, basically the people running the company, they decide, and they tell each team, you will work from home on these days. And importantly, you will not work from home on these other days. So for example, take Apple. Apple has announced you're going to come in Monday, Tuesday, Thursday, work from home Wednesday, Friday. What that means is Monday, Tuesday, Thursday, you have all of your in-person meetings, big events, training sessions, leaving events, lunches, et cetera. It's like three exhaustingly social days. And then Wednesday, Friday, you leave report writing, reading presentations, emails. And I have to say, in survey data I've seen, and from talking to companies, firms are pretty equally split between those three different positions.

CURT NICKISCH: And you recommend the harder prescription, right?

NICHOLAS BLOOM: My views have also changed to start off with, so the fully decentralized, the full choice version was what I was actually suggesting a year ago. And the justification for this is there is a huge variation in what employees want. If we look at survey data, around 20% of employees never want to work from home, they want to come in five days a week. They tend to be young singles or empty nesters. And they're frankly fed up with working at home and they find it isolating. At the other extreme, 30% of people never want to come into work again. They tend to be middle-aged with kids and family, they live far away, or it's expensive to commute. And then the remaining 50% want anything between one to four days a week. So given this huge variety, why not let people choose?

And in fact, one very senior manager I spoke to perfectly encapsulated this when she said, "Look for my team, I have great performance metrics and I've told them, I'm going to treat you adults. America is a free country. If you perform your job well, you can choose which days and how many days you come in and it's up to you. Of course, if you don't perform your job, I'm going to get serious with you and maybe haul you back into the office. But as long as you are performing, it's entirely your choice." That's the defense for the full choice model. My view has changed because I see three problems with the full choice model.

CURT NICKISCH: Can I guess that one problem with this is that if it's a complete mix of people every day with who's in and who's out, then some people start to think what's the point of coming in if other people that I need to work with today are remote anyway, I might as well just stay home.

NICHOLAS BLOOM: Yes, exactly. So one issue is what I'd call the challenges of mixed mode. Mixed mode is the name that's being given when some are in the office and some are at home, turns out that really doesn't work that well. So imagine trying to take Zoom or a Teams call with six people of which three are in the office, three are at home. You can imagine what happens. The three in the office will get in a conference room. They're like three small heads in one screen. The other three are big heads on the other three screens. A, you can't really see their expressions. And even worse, you can see there's whispering -

CURT NICKISCH: Some companies try to solve this by making everybody join remotely, even when they're at the office.

NICHOLAS BLOOM: Exactly. So that's the next step along this evolution is, right -

CURT NICKISCH: So let's make this equitable. We're all talking to each other over a screen, even though we're next to each other.

NICHOLAS BLOOM: Exactly. And so a lot of firms are going to set up these cubicles, I hear there's soundproofing issues that people shout. They try their best. The problem with having people, join on their laptops in the office is A, as you said, why come in, in the first place, and B, more seriously, any controversial meeting, you know exactly what's going to happen. If you're one of the three from home, as soon as the meeting ends, the three folks in the office close their laptops, walk out of the cubicle and talk to each other, probably go grab a coffee.

So you cannot escape really this in-group out-group without some kind of Orwellian setup, some managers said, well, we're just going to ban employees after meetings from talking about it. It's like, can you imagine how you implement that? That's like the secret police. Mixed mode is honestly really problematic and you can have better or worse mixed mode, but even the best execution runs into problems.

CURT NICKISCH: What other downsides are there to letting workers choose when to work from home?

NICHOLAS BLOOM: Imagine people were asked, if you get to work from home two days a week, which two days would you think they typically choose to work from home?

CURT NICKISCH: Monday and Friday, so they have long weekends.

NICHOLAS BLOOM: Yes, exactly. In the survey data, what we find is we asked, we've done this two waves, we've asked 10,000 people. So it's pretty good data at this point, which days you would choose. And you find that only 18% percent of people choose Wednesday and 64% choose Friday. So if you reverse that around, you can see the problem. So if you think about how many people are going to come in, 82% of employees are going to come in on a Wednesday and you're only going to have 36% come in Friday. What that means is if you have enough desks and office space to fully accommodate everyone on Wednesday, more than half of that is empty on the Friday and a Monday. So Wednesday is crammed, people are uncomfortable. There's packed elevators, kitchens, doorways. Post COVID, people are very nervous about dense congestion. Monday, Friday in particular, it's like tumbleweed blowing down the office.

CURT NICKISCH: You also wrote in your article about a diversity crisis, explain that.

NICHOLAS BLOOM: Yes. So the third point was something that, to be honest, came up looking at the data and talking to managers. So there are two facts you need to know. Fact one is who chooses to come into the office and how many days is not random. So for example, in our surveys, we found that if you look at college graduates, so that's just over half the labor force folks with one plus year of college and you look at college grads with young kids, so kids under the age of 12, you see women are almost 50% more likely to want to work from home five days a week than men. It's also the case, if you look at people who are disabled, who live far from the office, who are lower income, so can't afford a car, these groups have a higher preference to work from home more days than other groups. And there's nothing wrong with that, too, that's completely as you'd expect, and it makes a lot of sense, but just to say that the choice if left open, it's not going to be random.

Fact two, where this causes the problem is if you have teams where some people are working from home and others are coming in the office, those working from home face a very large promotion penalty. So to give you a number on that, I did a big randomized control trial on working from home in China, back in from 2010 to 2015. And what you found is people that work from home, their promotion rates were 50% of those that were coming in everyday. That is an enormous effect. And you can see why, they're not around, they're getting forgotten about, maybe they're not developing managerial skills, et cetera. So if you put that together, you can see if you allow choice, you could easily find a situation five, 10 years from now whereby young single men are promoted up the firm, married people with young kids, particularly women, disabled people, people living further away don't come in and they fall behind. And there's both a diversity and a huge legal issue around them.

CURT NICKISCH: All right. So I'm a manager and I've decided to have a bit more structure when it comes to who works from home and when. How do I approach that decision? How do I decide that in an equitable way and communicate it and have it be an effective policy? What do you recommend?

NICHOLAS BLOOM: I think there are really two choices that I would advise. One is the team-based and one is the company-based and it depends what matters to firms. So you can say, look as a company, we would like some choice, but not complete choice. So we're going to allow each team to decide it within the team, you've all got to come in on those days and all stay at home on the same days. And you may want to say, look, we advise teams to have three days in the office and two working from home. If you set it up at a team level, you immediately address the mixed mode problem for most meetings, because most meetings, at least if companies are set up on a team or a project basis or within team, within project, it's not perfect, but you deal with most of it.

And you address most of the diversity concerns because promotions are normally considered against other folks in your team, that's often the benchmark. You obviously don't address the office use question. So at the team level you give more choice, but you're going to have an inefficient use of office because most teams you're going to discover are going to choose at least one of, if not both, Monday, Friday to work from home. The other version is just to centralize it. And coming back to the discussion earlier is say, we're going to start off centralizing it. And we're going to see how it plays out. Deciding upon hybrid now and announcing it's a very good idea. And that's what a huge number of companies have done, but announcing the full set of all the details and precisely how this will work is probably not best done now because it's hard to predict and it's going to change. And if you notice in the press, most companies have not announced the details precisely for those reasons.

CURT NICKISCH: There are also some people who have to come in more because of the nature of their work. When you have that variation, you are going to have differences and that can breed some issues of resentment and perceptions of unfairness. How do you deal with that?

NICHOLAS BLOOM: Multiple managers have said to me, roughly half or a third or two thirds of our employees can work from home, they're very happy with this hybrid plan. The other one third or half, whatever it is, can't and they're feeling angry. They've said that they've had the whole pandemic having to come in everyday. Some of them have faced infection risk, been infected in fact, and now they're not going to get this nice perk post-pandemic. First thing is a genuine issue. It is a real issue. That's there's no getting around it. And just to put numbers on it, in our survey, people report that working from home two days a week is equivalent to something like a 6% pay increase. They report it's a pretty valuable thing to have.

And you can imagine why. So the types of solutions, one basic solution is obviously, and this has been discussed a fair bit, is having some make good pay bonus yearly for those that can't work from home. Say, for example, you say for anyone that is not able to work from home, that's coming in five days a week, we're going to give you a 5% pay top up in reflection of the fact that you're not getting this benefit. That's mostly going to go to lower income individuals. If you look in the data, that's slightly more likely to go to women, that's slightly more likely to go to minorities, because they're the kinds of roles we see in the data they hold, it tends to be slightly harder to have these working from home. So that's definitely one policy that is on the table.

CURT NICKISCH: I imagine that some companies are in a little bit of a pickle there too, because they've also hired people who were remote first. Now you may have to merge that or you have that same resentment from other people who say, "Well, now these people were hired and they get to stay remote and meanwhile, I have to come in three days a week."

NICHOLAS BLOOM: What I've been hearing a lot from various companies is, particularly actually tack firms, during the pandemic, because they've hired so aggressively, they have now way more headcount that they can ever fit in their headquarters. They also, as you say, have a number of employees that have been hired and never been into the office. So I think the way this is going to shake out, there're some guidelines on this. I personally would advise against having teams where some people are fully remote and others are coming in three days a week because of the promotion costs and the disruption. If you had a team of say six people and you hired a seventh person fully remote in the pandemic, I would probably make them come in.

And if they are extremely resistant to coming in, you face a devil's dilemma of, do you basically move them, ask them to come in or quit. I'm not sure. I personally would not have a team, where one person is remote and feeling resentful, doesn't get promoted for three, four years, because I just don't think that's a healthy situation. For teams where I would try and unify the team level and that may well mean some people quit and some turnover, I think that's unavoidable. Then as you say, there are other teams where they've mostly been staffed up remote. And for those teams, companies may take the view, look, if I have a team of eight people and they're all basically remote and they've been hard remote, sure it may be better to have had them all else equal hybrid come in three days a week, but most of them are going to quit rather than do that. And I'd probably rather the team working remotely at 90% efficiency, then two thirds of them quit and try and get the other one third in. So I think there's going to be a lot of legacy effects.

CURT NICKISCH: It's definitely an interesting business problem. Organizations have smade some short-term decisions to really see themselves through a crisis and then accelerate out of the crisis. And now you have this problem of trying to integrate that into a more sustainable way, but also not lose the advantages that you've clawed towards yourself, short term.

NICHOLAS BLOOM: Yes. And another thing just from watching this since the beginning of the pandemic is suddenly entering spring and particularly summer of 2021, the jobs market is completely heated up and now it's the war for talent is back on. And that has turbocharged the remote work discussion because you see in the data what firms want is typically one to two days a week remote work on average, what employees want is typically two to three as in at least a day to a day and a half more. And employees are getting their way more and more because you're desperate to hire. And this is meaning the number of days a week remote work is drifting up because it's, often when I talk to companies that are saying, "Look, we wanted to have people work from home one day a week, we realized we'd never managed to hire or retain anyone. So we've moved to two or we wanted two, we've moved to three." The pandemic is having an effect actually through the rapid recovery, forcing remote work, really as a perk in a way to retain employees.

CURT NICKISCH: Let's talk about the timing of seeing this decision through. This will vary naturally a lot around the world and how the response to the pandemic has gone in different regions, in different countries. In the U.S. it seems like a lot of organizations are eyeing these returns after the Labor Day holiday, which is in early fall, typically when children go back to school. How do you think through the timing of making this change?

NICHOLAS BLOOM: One way to think about the timing is if you've ever been, as probably everyone has, in an airport and your plane has been delayed and it's been delayed twice, you currently have a departure time. You think the plane may take off then, but you're also thinking, well, it could be delayed again. Well, that's what's happening with the return to work. It's been on the cards for some time. Currently, as of June, July 2021, it's penciled in for most organizations for Labor Day, September. A lot of companies are getting a few employees back, a few companies like Goldman Sachs is the most obvious, they're trying to get all their employees back. But I would say the stages of this for most companies, the best guess is you start to get 10, 20 people back from July, August onwards to test the systems out, blow the cobwebs off. From September, October, you start to get in large numbers of people probably ramping up pretty rapidly. And maybe by the end of this year, by Christmas 2021, you're pretty much back to what you think is the long run, probably hybrid.

But this is a revolution in the future of work. A change that we've never seen before, and it's going to take some time to play out. Revolutions are not quick. And so I think the whole throughout 2022, probably into 2023, there's going to be endless turbulence. My advice for companies is the exact reverse of the Silicon Valley mantra of go fast and break things. I would be slow and cautious and boring on working from home, go for hybrid, maybe you decide that the team go for a three two plan, the very typical vanilla flavor decision, because sure, there are other things you can do, but it's not clear they'll work and I'd frankly wait for other firms to try it out and learn from their mistakes. So I think a lot of firms will do boring vanilla stuff throughout this year and it will become clearer what works and what doesn't as we run into '22, '23.

CURT NICKISCH: Nick, you study management decisions as an economist. You've got these big sweeping views of how these very practical changes at the managerial level effect the economy. What's your advice for a manager or leader anywhere in the world, really for how to go about keeping workers happy with remote options, but also making sure their business runs well. What's a good mindset to approach this whole conundrum with?

NICHOLAS BLOOM: One other key piece of advice, I'll call the Marissa Mayer story. So to set the scene, Marissa Mayer was the CEO of Yahoo from 2012 until I think maybe 2016, quite a few years, actually. And when she took over Yahoo, I know this because I spent about 45 minutes interviewing her what, six months ago. And it was fascinating. She said as she was putting in this performance management system, she discovered this whole group of people who worked from home full-time permanently. And when she started to look at what was going on, she pulled up their call logs and discovered a bunch of them had basically never logged in. It was like they hadn't turned on their computer for over a week. And so she canceled it and it was in the media. She got, I think, quite unreasonably, a bunch of bad press, but the lesson she said she learned is very relevant to managers now.

And so she said, "Look, there's two ways you can evaluate manager people. There's what economists would call input based management. You can look at what they're doing. Do they seem to be at their desk, working hard, furiously typing away, appearing to be productive, or you can use output based management, which is you manage based on what they do. Do they hit their sales targets, do they get their reports written, do they produce new products? Et cetera." Now, if you're running input based management, working from home is a nightmare because you can't see what people are doing. Now, firms that are trying to do that have ended up trying to go for that spooky, horrible surveillance software, where you're taking screenshots and using cameras to look at employees, faces, et cetera. It's just awful.

Input based management is kind of okay, I'd never say it was actually particularly good, but it's workable in the office. It is a disaster for working from home. Output based management, on the other hand is really from the get go has been best practice in the office. You want to reward people on what they achieve, but it turns out to be really the only workable way to run working from home. So what I've heard from a lot of managers is the pandemic has really accelerated their push to put in place, better performance management systems. So better data collection, better 360 reviews, more regular performance appraisals, better tracking and monitoring, et cetera, because that turns out to be absolutely essential if you want to have effective working from home.

CURT NICKISCH: Nick, this has been so great to hear about your research and thinking about this really big problem. Thanks for coming on the show to talk about it.

NICHOLAS BLOOM: Thanks very much for having me on. Great to be here.

CURT NICKISCH: That's Nicholas Bloom, professor of economics at Stanford University. He wrote the recent HBR article, "Don't Let Employees Pick Their Work From Home Days." You can find it at HBR.org.

This episode was produced by Mary Dooe. We get technical help from Rob Eckhardt. Adam Buchholz is our audio product manager. Thanks for listening to the HBR IdeaCast. I'm Curt Nickisch.

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CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I'm Curt Nickisch. To say the last year has changed us would be an understatement. The pandemic forced many people to work and manage much more remotely and differently.

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Transcript

Ron and Jean were married for 56 years, but at the start of the pandemic Jean died of cancer.

Ron Dalton
Three weeks after we got the funeral over with, lockdown came - it couldn't have come at a worse time.

Stuck shielding at home for months, Ron faced his grief alone until he decided to learn how to video chat.

Ron Dalton
To be quite honest, without my iPad I'd have been totally lost. In my particular position, it is brilliant because I can't walk, so it's been a godsend to be able to talk to people, you know, without going out of my house.

He was remotely taught digital skills by local charities in Leeds [in the north of England]. After never having touched a tablet device before last year, he's now used his to find bereavement counselling and chat to people.

Ron Dalton
At least you're not talking to faceless people - when you talk to them on the phone, you can't imagine who you're really talking to. I've got in touch with a cousin of mine in Kent [UK], who I haven't spoke [spoken] to for 45 years, and I've got through to her on Messenger and all you do is press a camera thing and it gets you through. Unbelievable.

Laxmi Gopal, BBC reporter
And Ron's experience reflects a trend among his generation. An Ofcom study [UK's telecoms regulator], found the proportion of over-65s using video calling nearly tripled after lockdown, and the Leeds branch of Age UK says during the pandemic it has seen a doubling in demand for its digital support services among older people.

Of course, it is not about replacing face-to-face contact, but simply offering more options.

Lee Potter, Age UK, Leeds
It is about giving people that choice. We're trying to give people the skills to... and the access to the devices and the connectivity which there are all challenges that we face, but if we can encourage people to give it a go so they can see what it's like and to use it if they need to.

There's work to be done to ensure wider access to the internet and devices for the older community but the past year of lockdown has at least encouraged more engagement. And the final thought from Ron on Zoom...

Ron Dalton
You're never too old to learn - it's as simple as that, if I could [can] learn, anybody can.

Did you get it?

Who did Ron contact for the first time in 45 years?

He got in touch with his cousin in Kent [UK].

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BBC Learning English - Lingohack / Digital skills: "You're never too old to learn!"

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Need a good question? Often a good discussion starts with a good question. But beyond the meaning attached to the question, you can also consider the cognitive demand various questions can represent. All throughout my career as an ESL teacher and tutor or as an instructional designer, I have used the Question by Cognitive Skill tool below to help inspire and calibrate questions that make sense with the learning objective. I got this tool from an eLearning conference and have never let it go. It doesn't make sense to everyone, but I find it makes perfect sense when designing learning materials. Let me know if it is useful to you. But, if you are looking for just general discussion questions, check out the to get things going section.

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