Looking back, we can see how over the years globalisation has transformed cultural identities, consumption patterns and employment. Today’s citizens buy and sell things over the internet, connect with people from all over the world and adopt blurred, global identities rather than the strong national identities of the past.
In the face of this global and homogenising trend, the local is asserting its position and importance as a guarantee of authenticity and uniqueness. Local agents are taking advantage of the space of flows and organising themselves around self-management processes, virtual networking and pop-up stores, increasing their scope to levels that were previously impossible. At JobisJob we are going to analyze this trend for the transformation of the local into a global phenomenon and, in order to better understand it, we will be interviewing Alexandra Cánovas and Martaé Martinez from Las CulpaSS (The Guilt), a growing fashion brand that is leading the way with its products “sewn with rage and care” for the world.
Nowadays the importance of digital skills is beyond all possible doubt. Since computer science began surrounding us, the number of these skills required by companies has increased dramatically. Recruiters use social media to look for candidates and people search jobs on job boards. Digital Networking has overcome traditional methods and NGO’s use it to promote their activity. Digitalization has changed every single aspect of our lives.
Governments are aware of this and have carried out programmes to develop digital skills among the population, but… what’s the current state of this situation? We interviewed Gabriel Brezoiu, General Manager of the Group of the European Youth for Change (GEYC) and asked him about his work helping young people develop their digital skills.
Source: Gabriel Brezoiu
In his own words, GEYC is a Romanian established organisation active at European level. We are empowering young people to create a positive change in their community by taking advantage of the digital tools.
In the following interview we take a look at the modern working world, and talk to Monika Kraus-Wildegger about “feel-good management” and her company GOODplace. Feel-good culture is trending in Germany right now. It places well-being of the staff at the center of the business.
GOODplace is a platform for feel-good culture. The company supports skilled personnel and companies in creating a sense of well-being and happiness amongst staff so that they are happy and productive at work. GOODplace has already been featured in a post about our favourite websites for professional development and guidance – we’ve been bowled over by the feel-good concept since the beginning. Monika Kraus-Wildegger has lived in Europe, Asia and Chicago, developed the Feel-good Manager profile alongside the Frauenhofer Institute, and is a trailblazer and expert in the field of feel-good management.
(Source: Gabriele Bohle)
Ms Kraus-Wildegger, you are the founder of GOODplace – what’s your company all about?
GOODplace is a platform for a new way of working. We deliver our own professional training to advise and qualify skilled personnel and companies in feel-good management. Our motto is Feelgood makes work a good place!
As humans and as individuals, we’re always wondering, “What makes me happy?”. More often than not, what makes someone happy isn’t the traditional idea of success; money, a great career, etc, but rather it’s the simple things. Things like family, friends, laughing, waking up every day and not dreading the commute to work because you know once you arrive at your job you’re doing something you’re really proud to be doing. So, it didn’t come as a surprise when we read this BBC article stating that the UK’s happiest workers are florists and gardeners. Lucky for us, we happen to know a florist.
On being a florist
What’s your official job title?
Apprentice for a Jaclyn K. Nesbitt Designs
Explain a day in the life of a florist?
Everyday is different which is what makes this job so much fun and exciting. The planning and preperation for an event usually begins 3-4 days before the big day. This summer we worked on a few weddings and here’s how we’d get ready for the day.
We start the morning by going to the flower mart and/or local farms to pick up flowers that we will use for the event. The afternoon is spent processing all of the flowers; trimming stems, picking off unwanted leaves, dethorning roses, putting all of the flowers in buckets of fresh water, and just giving them a little bit of love! The next day is spent arranging the foliage and flowers for centrepieces, aisle markers, bouquets, boutonnieres, and whatever the wedding might call for. We start pretty early on the day of the event, spending a good bit of time carefully packing up the van with all of the flowers we’ll utilize. Then we spend a few hours setting up on-site, to make sure everything looks the way we envisioned it to look.
Interview with Nando Parrado, ex-rugby player and one of the 16 survivors of the Andes airplane crash in 1972. Author of the book Miracle in the Andes (2006).
You are respected for overcoming the unfortunate event you experienced, you are admired for how you reacted and you are considered a hero for what you did. You aided in the survival of the team after the crash and you learned how to take the positive from that terrible event.
As a survivor and true leader, we’d love to share your story of loss and triumph with our readers.
When the plane crashed into the Andes, you took on the role of leader. What previous knowledge and experiences helped you take control of that situation?
The main problem was that the real leaders died in the accident. They were the leaders in society, at the university, on the playing field. Those of us who weren’t leaders had to adapt to the situation and leaders began to appear in accordance with the circumstances. I think I was helped by the pragmatism my father had instilled in me. I immediately realised that the situation was very complicated and that there was little chance of survival.