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Seniority no longer reigns in today’s organizations. In fact, it’s not uncommon to manage people 10 or 20 years older than you. Leading is hard enough when you have experience on your side. Here are three ways to make sure your age doesn’t betray you:

  1. Be confident. Start strong. Don’t qualify your statements or ideas. Speak with conviction and assume that your ideas are good ones.
  2. Be open-minded. Balance your poise with an open mind. Put your proposals out there and then solicit opinions and ideas. Give your colleagues a voice.
  3. Ask for feedback regularly. Make sure people know you care about continuous improvement. They’ll be more likely to give you useful feedback about your performance.

Tips of the Day – Harvard Business Review

ប្រសិនយើងចេះវិធីថែទាំថ្ម Laptop ខ្លះៗ វាមិនត្រឹមតែធ្វើឱ្យ Laptop របស់អ្នកកាន់ថ្មបានយូរទេ ថែមទាំងធ្វើមិន ឱ្យវាងាយឆាប់ខូចថ្មទៀតផង ។

១. ដំបូងយើងអាចធ្វើការ Defrag ដើម្បីឱ្យ Hard Drive ដើម្បីឱ្យវាធ្វើការតម្រៀប File ដែលនៅកន្លែងផ្សេងគ្នា​ទៅតាម Block និង តាមប្រភេទ File ដែលស្ថិតនៅក្នុង Sector នីមួយៗនៅក្នុង Hard Drive ហើយនៅពេល​ដែល​យើងធ្វើការ Search រកអ្វីមួយវាធ្វើលឿន ដូចនេះវាទាមទារ ថាមពលថ្មតិចដើម្បីដំណើរការលើ Hard Drive នេះ ។ ប៉ុន្តែនៅពេលដែលអ្នកធ្វើការ Defrag សូមដោត Plug Adapter ដើម្បីកុំឱ្យវាទាញថាមពល ពីថ្មខ្លាំងនាំឱ្យខូចឆាប់ ។

២. កុំដាក់ឱ្យមានកម្មវិធី Run នៅលើ Background ច្រើនពេកដូចជា Wallpaper ដែលមានចលនា វានាំឱ្យមាន​ដំណើរ​ការ CPU ខ្លាំង នេះក៏ជាចំនុចមួយដែលធ្វើឱ្យ ការប្រើប្រាស់ថ្មបានរយៈពេលយូរដែរ ។

៣. កាត់បន្ថយការដោតជាមួយ External Hard Drive, USB និង Mouse USB វាធ្វើឱ្យមានការប្រើប្រាស់ថ្ម​ខ្លាំង ព្រោះនៅពេលដែលយើងដោតវា វាត្រូវការថាមពលមួយចំនួនដើម្បីឱ្យវាអាចដំណើរការវាបាន

៤. គួរតែដាក់ RAM ឱ្យគ្រប់ចំនួន ចៀសវាង ឱ្យវាដំណើរការលើ Virtual Ram  វានាំឱ្យ Hard Drive ដំណើរការ​ខ្លាំងដែរ ។

៥. គួរតែដំណើរការកម្មវិធីលើ Hard Drive ជាជាងដំណើរការលើ CD ឬ DVD ROM ព្រោះវាធ្វើឱ្យដំណើរការ CPU កាន់តែខ្លាំង ដោយសារវា Device ផ្សេងទៀត ។ ម្យ៉ាងទៀតនៅពេលដែលយើង ធ្វើការ Set Up Window យើងគួរតែធ្វើការដំឡើងតាម Flash ព្រោះវាចំណាយថាមពលថ្មតិចជាងយើងប្រើ CD-ROM ។ ប៉ុន្តែជាការល្អ​នៅពេលដែលត្រូវការ Plug Adapter នៅពេលដែលយើងធ្វើការជាមួយ CD-ROM ។

៦. Multi Task ៖ យើងគួរតែដំណើរការ កម្មវិធីដែលចាំបាច់ត្រូវប្រើចៀសវាង បើកកម្មវិធីច្រើនហើយមិនប្រើវា ធ្វើឱ្យ CPU ដំណើរការខ្លាំង ហើយអស់ RAM ថែមទៀតផង ។

៧. ពេលដែលអ្នក Copy ទិន្នន័យ លោកអ្នកអាចបិទ Screen Laptop របស់អ្នក ដើម្បីកុំឱ្យវាយកថាមពល​មក​ប្រើ​លើ Screen ដែលយើងមិនបានប្រើវា ឬ ក៏អាច Manage Power Option គឺមានន័យថានៅពេលដែល​យើង​មិន​ប្រើ រយៈពេល ៥ នាទីឱ្យ Brightness របស់វាមិនសូវភ្លឺ ធ្វើដូចនេះវាអាចធ្វើឱ្យថ្មរបស់ យើងប្រើបានយូរ ។

៨. ប្រើ Hibernate កុំប្រើ Standby (ឬ Sleep) ៖ យើងមិនគួរប្រើការ Standby Laptop ដើម្បី Resume ពេលដែលអ្នកទុកវាចោលនេះទេ អ្នកគួរតែ Hibernate ព្រោះវាអាចបិទដំណើរការ Hardware មួយចំនួនធំ ។

អត្ថបទដើម៖ ទស្សនាវដ្ដី អាន

គេហទំព័រដើមអំពិលត្រូវបានគេដឹងថាជាគេហទំព័រខ្មែរ ដែលមានអ្នកមើលច្រើនជាងគេ ។ បន្ទាប់ពីដំណើរការ​អស់​ជាច្រើនឆ្នាំមកជាមួយនឹងការប្រើពុម្ភអក្សរលីមូន ឥឡូវគេហទំព័រនេះបានប្តូរមកប្រើ ខ្មែរយូនីកូដហើយ ។ នេះជាការវិវឌ្ឍថ្មីមួយទៀត ដែលបង្ហាញឲ្យយើងឃើញអំពីភាពរីកចម្រើននៃការប្រើប្រាស់ ខ្មែរយូនីកូដ

Firefox 4 ទើបតែចេញបានប្រហែលបីខែ ឥឡូវ Mozilla បានចេញ Firefox 5 ជាផ្លូវការនៅថ្ងៃទី ២១ មិថុនានេះ ។ Firefox 5 មានរូបរាងស្រដៀងនឹង Firefox 4 ដែរ ប៉ុន្តែវាមានលក្ខណៈពិសេសៗជាច្រើន​ដូចជា៖

• ការប្រើ memory, networking performance, Javascript, និង canvas ដំណើរការល្អជាងមុន

• ការត្រួតពិនិត្យពាក្យខុសមានភាសា និង ពាក្យកាន់តែច្រើន

• ល្អជាងមុនក្នុងការដំណើរការ HTML5, XHR, MathML, SMIL, and canvas

• ដំណើរការ CSS transitions

• Background tabs ដំណើរការប្រសើរជាងមុន

• ដំណើរការនៅលើ Linux បានកាន់តែល្អ

• The preference for “Do Not Track” has been moved to aid easier discoverability by users

• WebGL ត្រូវបានកែលម្អ ៖ a fix for cross-domain textures and a fix to address the memory stealing issue

Mozilla គ្រោងចេញ Firefox 6 beta នៅប្រហែល ២ អាទិត្យទៀត ។

We all know we should make an investment when the benefits outweigh the costs, but few people understand what really goes into the analysis. Here are the six steps:

  1. Understand the cost of status quo. You need this to measure the relative merit of an investment against the “do nothing” option.
  2. Identify costs. Consider up-front costs as well as any in future years.
  3. Identify benefits. Ascertain what additional revenue will come in from the investment.
  4. Determine the cost savings. What can you stop doing if you make this investment?
  5. Create a timeline for expected costs and revenue. Map out when the costs and benefits will occur and how much they will be.
  6. Evaluate non-quantifiable benefits and costs. Assess whether there are intangible benefits such as strengthening your firm’s position with distributors, or costs such as creating unnecessary complexity.

Harvard Management Tips of the Day

As politicians and economists puzzle over America’s jobless recovery, managers who have started to hire again face another problem: how to handle all the overqualified candidates coming through their doors. The prevailing wisdom is to avoid such applicants. But the unprecedented availability of top talent created by this recession and new research on the success of these candidates may be changing that.

What the Experts Say
Recruiters have traditionally hesitated to place overqualified candidates because of several presumed risks, says Berrin Erdogan, a professor of management at Portland State University and the lead author of a recent study on the subject. “The assumption is that the person will be bored and not motivated, so they will underperform or leave.” However, her research shows that these risks may be more perceived than real. In fact, sales associates in her study who were thought to be overqualified actually performed better. And rarely do people move on simply because they feel they’re too talented for the job. “People don’t stay or leave a company because of their skills. They stay or leave because of working conditions” she says.

Claudio Fernández-Aráoz, a senior adviser at Egon Zehnder International and the author of Great People Decisions and “The Definitive Guide to Recruiting in Good Times and Bad,” agrees that there are more benefits to hiring an overqualified employee than there are risks.”When making hiring decisions, visionary leaders don’t just focus on the current needs, but on the future,” he says.

Here are several things to consider next time you are looking at a stack of overly impressive resumes.

Overqualified or over-experienced?
Don’t assume someone is overqualified based on a quick screen of their credentials. “There is a lot of misunderstanding over what overqualified is,” says Ergodan. “We define it as meeting and exceeding the skill requirements of the job. So having a lot of education doesn’t over-qualify you.” Nor does experience, if the person’s prior positions are not directly related to the job in question. Get to know the candidate before you decide to pass. There may be reasons why he is interested in this specific position. He may want to shift industries, move to a new location, or achieve greater work/life balance. And there may be ways that you can make use of his “extra” experience.

Think bigger than the job in question
When considering a candidate who is, in fact, overqualified for the job opening, ask yourself if there is room to expand the role and make use of the skills he brings. “While the old paradigm for hiring was to determine that a job was vacant and look for the right candidate, in today’s world one should also consider the talent opportunities at hand, and try to find the jobs that may be created or open in the near future for them, in the larger organization,” says Fernández-Aráoz.

“Hiring overqualified candidates can help you achieve much higher productivity, grow, and achieve opportunities that you may not even be thinking about pursuing right now.” There are other less obvious benefits too: these employees can mentor others, challenge peers to exceed current expectations, and bring in areas of expertise that are not represented at the company.

Bring them on carefully
“Effective onboarding is essential, especially for the overqualified,” says Erdogan. “Unmet expectations are one of the more common reasons for turnover,” so you should be clear with yourself, the new hire, and the rest of the organization about what the job entails, as well as what it could become. Adds Fernández-Aráoz: “You need a clear and explicit plan for the future, whether you are thinking of a promotion, a lateral move, or a new project altogether. You need to think and discuss beyond the initial stage where he or she may be temporarily underutilized.”

Both he and Erdogan caution that recruiters need to manage an additional risk: a boss who feels threatened. “Managers often worry, ‘Can I supervise the person effectively?'” says Erdogan. A superior with less experience than the new hire might be concerned that the person will take her job, make her look bad, or be too challenging to manage. This is not reason enough to say no. Instead, focus on the future for that candidate. In cases where the boss is insecure, “you should not bring that new hire in without a plan to promote him in the near term,” says Fernández-Aráoz.

Pay what they are worth
Although it’s tempting in a bad job market to buy top talent on the cheap, Fernández-Aráoz disapproves of the strategy. “While my experience shows that you can get candidates for up to 25% less in the middle of a big recession, I would not recommend underpaying an overqualified candidate,” he says. “We all have the expectation to be rewarded in a way which is reasonably proportional to our effort and contribution, and fair.” And if the candidate is as strong as you think, you are likely competing with other employers for her. If you can’t afford her, Fernández-Aráoz says it’s better to pass than to underpay. If she wants the job anyway, simply have a frank conversation about her future prospects in terms of promotion and compensation so that she fully understands what she’s getting into.

Principles to Remember

Do:

  • Think broadly about your organization and its overall talent needs now and in the future
  • Consider how you could accommodate a promising candidate’s skill set by shaping the job
  • Onboard carefully and be clear about your plans for the new employee

Don’t:

  • Narrowly define the hiring process as finding one person for one role
  • Confuse education and experience with skills; a candidate with lots of experience still may not have the capabilities to do the job
  • Try to pay an overqualified candidate less than he’s worth

Case Study: The hiring risk pays off
In 2009 Lara Galinsky, senior vice president at Echoing Green, needed to hire a finance director for the young, but growing, global non-profit. She thought the ideal applicant would be someone relatively young but with a few years of non-profit finance experience. She was not expecting a candidate like John Walker.

John had most recently worked for a venture capital fund that was forced to lay people off because of the economy. Prior to that, he had spent over ten years in the defense industry in a variety of senior design and management roles. “I didn’t have a background in social enterprise or non-profit. I didn’t know anything about 501(c)(3)s,” he says. But he did have deep experience in running, buying, and selling companies.

This was not an unusual situation for Echoing Green. “We get a lot of resumes from people who want to do a sector switch,” Lara explains. They have a lot of work experience but not necessarily a lot of experience in the sector.” She had previously ruled out candidates who were overqualified for certain positions or who didn’t bring enough relevant experience.

But John had been referred by a friend of the organization, and since Echoing Green straddles the world of for-profit business and non-profit organizations, she thought his experience might be applicable.

Lara and her team talk about the risks and the opportunities of hiring each candidate. They knew that there were risks with John because he had never worked in the sector. But they saw many upsides too. “We didn’t have anyone on staff with private equity experience and yet we work in that space. We knew we could use a for-profit lens,” explains Lara.

In the end, Lara thought the benefits outweighed the risks. They had been impressed with John’s willingness to learn what he didn’t know. “Hunger and potential are the most important factors we look for in candidates,” she explains. “We hire for talent, not necessarily for acumen. I look for people who can grow, mesh, and evolve.”

John came on board in early 2009. Lara encouraged and incented him to network with finance directors from other organizations, so that he could gain insight from experts in the field. The learning curve was steep but he was able to come up to speed quickly and is now thriving in the position. As Echoing Green moves into impact investing they have also been able to tap directly into his previous VC experience. While John wasn’t the person Lara initially envisioned hiring, she hadn’t imagined what someone like him could do in the position. “We have evolved with him — and used his skills in ways we didn’t anticipate.”

Source: Harvard Business Review

Few performance assessment systems measure what really matters: current and future performance. Here are three of the biggest sins when it comes to measuring your organization, and how to avoid them:

  1. Focusing only on you. Don’t compare your company to itself; you need to know how you are doing relative to competitors. If this data is not easy to come by, bring in an outside expert or ask customers for their perspectives.
  2. Focusing only on the past. Beating last year’s numbers is not the point. The numbers need to tell you whether the decisions you make today will pay off in the future.
  3. Focusing only on the numbers. Numbers never tell you the full story. Enhance quantitative data with sophisticated, qualitative assessments that give you the human side of the story.

Source: Business Harvard Review – Management Tips of the Day

When people think of mentoring, they often think of an older executive counseling a young upstart. The senior leader advises the junior employee on his career, how to navigate the world of work, and what he needs to do to get ahead. But mentoring has changed a lot in the last few decades. Just as the notion of a 50-year linear career with a single company or in one industry is outdated, so is the idea that career advice must come from a wise old sage. The traditional mentor-mentee relationship is not necessarily a thing of the past, but it’s no longer the standard. Now, there are many ways to get the information and guidance you need.

What the Experts Say
While the concept of mentoring has changed, the need for career counseling has not. In fact, because most careers take numerous twists and turns in today’s world, it’s required more than ever. “When I first started studying mentoring in the 1970s it was a much more stable world. There is a lot of chaos in the world of work,” says Kathy E. Kram, the Shipley Professor in Management at the Boston University School of Management and author of Mentoring at Work. While mentoring has morphed, our collective thinking on it has not and many held-over myths still prevail. “There are many ways to define mentoring,” says Jeanne Meister, a Founding Partner of Future Workplace and co-author of The 2020 Workplace: How Innovative Companies Attract, Develop & Keep Tomorrow’s Employees Today. If you are working with the old definition, you may be confused about how to get the advice you need. Below are four myths: knowing the truth about them can help you figure out who to turn to and how.

Myth #1: You have to find one perfect mentor
It’s actually quite rare these days that people get through their career with only one mentor. In fact, many people have several advisors they turn to. “In all likelihood, you’d benefit from having more than one developer,” says Kram, who prefers the term “developmental network” to mentor. “It’s that handful of people who you can go to for advice and who you trust to have your best interests in mind,” she explains. This network can be as large or small as you want, and it may even include your spouse or partner. Sometimes it can be helpful to get a variety of perspectives on an issue you are facing. Meister and her co-author Karie Willyerd agree with Kram. “It’s not uncommon for people to have many, many mentors,” says Willyerd, former CLO of Sun Microsystems and co-founder of Future Workplace.

Myth #2: Mentoring is a formal long-term relationship
Because the world moves fast and people change jobs and careers more often, a long-term advising relationship may be unrealistic and unnecessary. “Mentoring can be a one-hour mentoring session. We don’t have to escalate it to a six-month or year-long event,” says Willyerd. Instead of focusing on the long term, think of mentoring as something you access when you need it. “It may not be big agenda items that you’re grappling with. You don’t need to wait until you have some big thing in your career,” says Meister. In today’s world, she says, mentoring is “more like Twitter and less like having a psychotherapy session.”

Of course, the advice and guidance may be richer and more relevant if it comes from someone who knows you well and understands your goals. You still need to build relationships so that when you require advice, you have the connections in place. However, there may be times when you look to people who don’t know you as well or at all to get one-off counsel from an outsider’s perspective. And in these cases, Willyerd suggests you may want to avoid using the word “mentor” altogether. “You can simply say, ‘I’d really like to get your advice on something’,” she says.

Myth #3: Mentoring is for junior people
Many people assume that they only need a mentor when they are first starting out in their careers. “We used to think it was people at early stages of their career who needed mentoring, those just out of MBA programs. Now we understand that people at every stage benefit from this kind of assistance,” says Kram. In their book, The 2020 Workplace, Meister and Willyerd talk about reverse mentoring in which a more junior person advises a senior person on things like new technology.

The reality is “There are lots of points in a corporate career when you need a mentor,” says Meister. Though you shouldn’t wait for them to come up, transitions are a particularly good time to seek out a mentor. Whether you are making a career change, taking on a new role, or contemplating leaving a job, advice from someone who has done it before can be helpful. “You may need a mentor when the environment around you is changing rapidly and you haven’t had a chance to keep up with the changes,” says Meister. “Or as you try to navigate the complexities of your organization,” adds Willyerd.

Myth #4: Mentoring is something more experienced people do out of the goodness of their hearts
“It can be an honor to ask someone to be a mentor,” says Willyerd. But the respect isn’t the only reason people agree to help. Mentoring should be useful to both parties involved. Before seeking out a mentor, think about what you have to offer him. Can you provide a unique perspective on the organization or his role? Do you bring valuable outside information that might help him be successful in his job? Whatever it is, be sure that you are clear with your prospective advisor about what’s in it for him. This does not have to be a direct barter. Even the promise of future help, if and when it’s needed, can be enough to convince a mentor to give up his time and energy.

So, do you need mentoring?
Now that you have a better understanding of what mentoring can be, do you need it? “The place to start is with self-assessment and find out what are the challenges in front of you right now and why. Then ask yourself, do you have the relational resources to handle those challenges?” says Kram. If the answer is no, it may be time to seek out a mentor or several. Remember that mentoring can take many shapes and forms — the key is to find the right kind of advice from the right person at the right time.

Principles to Remember

Do:

  • Build a cadre of people you can turn to for advice when you need it
  • Nurture relationships with people whose perspectives you respect
  • Think of mentoring as both a long-term and short-term arrangement

Don’t:

  • Assume that because you are successful or experienced in your field that you don’t need a mentor
  • Rely on one person to help guide you in your career
  • Expect to receive mentoring without providing anything in return

Case Study #1: Using multiple mentors
In January 2000, Soki Choi left Accenture Sweden to start her own company developing applications for mobile phones. A mere four years later, the company was acquired and Soki was left with a large decision about what to do next. Should she take a job with another Swedish telecom company? Should she start another business? “Suddenly I didn’t have a natural “next step” in my career,” she explains. Since she was a child, she had dreamed of doing medical research, but felt it was too late in life to pursue that path, especially without an MD. However, the desire nagged her. One day that spring, she read a story about Sweden’s prestigious research hospital, the Karolinska Institute, merging with the university hospital in Huddinge and decided she had to explore the possibility of a medical PhD. She wanted multiple perspectives on this potential career change, so she sought the advice of three different people.

Her first thought was of Ewa Ställdal, the CEO of a major medical research foundation that she had met several years previously on a delegation trip to the US with the Swedish Ministry of Industry. “She listened and took my thoughts seriously. She then connected me to her research and medical network, and in particular to an entrepreneurial professor in medical management,” she says.

Soki also contacted Bjorn Svedberg, the former CEO of Ericsson. She first met Bjorn in her role as a board member of PTS, the National Post & Telecom Agency which advises the Swedish government on telecom and infrastructure planning. Soki respected him and wanted to know what he thought of this potential career shift. “I specifically asked him if he thought it was a good idea to take on PhD studies in the midst of a critical time of my professional career,” she says. Bjorn, who was in his 80s, revealed to Soki that he wished he had done what she was considering and he strongly urged her to pursue her dream.

Soki’s third advisor was Martin Lorentzon. Martin is only 5 years older than Soki and had a similar career trajectory in that he also left a steady job to start his own company. He had served as a “go-to” person for Soki while she was building her business. “Martin was much more of a direct, operational, and continuous mentor,” she said. He also encouraged her to do what she thought would make her most happy.

Soki is about to complete her PhD at the Karolinska Institute. Without the advice and help of her mentors, Soki thinks she would’ve taken one of the many job offers she had in 2004 and would still be in the telecom field, rather than pursuing her dream.

Case Study #2: When you think you don’t need it
After twenty years in the search business, Stephen Wachter founded his own recruiting firm, Osprey One. Two years ago, he felt he was on top of his game: he had some of the largest clients in Silicon Valley, including Google, Yahoo, and Facebook. On a plane headed to the East Coast, he sat next to Susan Robertson, a leadership development consultant. He immediately noticed her because, as he says, they both had “devices falling out of their pockets.” They started talking about what they did. Stephen proudly shared his successes, to which Susan asked him, “So, what’s your next step?” The question blew Stephen away — he didn’t know there was anyplace else to go. He thought he had reached the top of his career ladder and simply had to keep doing what he was doing. “She was very good at getting me to explore my own story,” he says of Susan. Talking to her, he realized that there was a next level: both in how he conducted his business and how he interacted with his clients. “I thought about times when I had friction points with my clients and how I would’ve handled those situations differently in retrospect,” he says. Besides, if he stopped developing, the industry would grow without him. “You’ve got to be part of the newness or the newness will pass you,” he explains. Susan and he agreed to be in touch and talk about how Susan could help him stay focused on growing and learning. They continue to have a mentoring relationship today. She has helped him to reflect on who he is and how he is with others. “When you’re young, you need someone to show you the ropes. The danger is when you think you’ve got it figured out.”

Case Study #3: Getting help through a transition
As the Managing Director of People Insights, a coaching and consulting firm based in Belgium, Sunita Malhotra helps global companies design and implement mentoring programs. “The only reason I can do that is because of my experience with being mentored,” she says. Midway in her career, she took a job working in HR for a fast moving consumer goods company. She had already held several positions in both consulting and sales and marketing, so she wasn’t a junior upstart. However, HR was new to her and she knew she was going to need support through the transition. As she saw it, she would need help with three specific things: understanding how HR worked, figuring out how to work in a European office of a global company, and navigating being a women in a male-dominated company.

Sunita looked both inside and outside the company for potential mentors. She asked around and several people recommended a male leader who was the second in command in HR. She approached him and asked if he would support her. “I was pretty direct. I knew he was busy. I was new. I prepared the conversation well.” After listening to her request, he agreed. The two met regularly discussing what Sunita was learning but he also shared his experiences, both successes and failures. “He was a very good developer of people,” she says. Sunita has since had several other mentors and believes the guidance she’s gotten has shaped her career. “If you want a mentor, and one hasn’t been allocated to you, do your homework. Know what you want. Know what you don’t want,” she advises.

Source: Harvard Business Review