After two years, the Covid 19 pandemic remains an omnipresent issue in society. In addition to the impact on the economy and the healthcare system, the population has also experienced mental health impairments since the beginning of the pandemic. To investigate this, particularly through observations in their own immediate environment, Link conducted a study in January 2021 on the mental health of the population during the pandemic. A second wave of the population-representative survey, now conducted in January 2022, provides information on how Swiss people experience and assess the current situation.

Still strong impact on mental health

Among other things, the study participants were asked what developments they had observed in their own environment over the past twelve months. This shows that a large proportion of the population still observes, for example, increasing self-isolation or a deterioration in mental health. Growing aggressiveness is currently perceived even more strongly than in the first survey in 2021 - currently by 22 percent of respondents. These results show particularly clearly how strongly the pandemic has affected and continues to affect the mental health of the population. If the results are split according to the age of the respondents, it becomes apparent that increasing self-isolation, for example, is perceived by about one third of all age groups in their own environment. A deterioration in mental health is perceived especially by 15- to 29-year-olds, with 37%, as are increasing depression (26%) or considerations of going to a psychiatrist (19%). These results may be an indicator that younger generations in particular are more vocal about mental health issues.

Just under a third report an increase in fears and worries

Fears and worries about oneself continue to be reported more frequently, but at 31 percent, the figure is lower this year than in the first wave. It can be seen that this trend occurs in all age groups. At 37 percent, 15- to 29-year-olds currently report the greatest increase in fears and worries. Many respondents also report more fears and worries among parents and grandparents, as well as among children in their own environment, but these figures are lower than in last year's survey.

Jyounger generation: Strong increase in digital media consumption

A particularly significant increase was perceived in the area of digital media consumption - by 44 percent of respondents. Although the perceived increase here is lower than in wave 1, it is still most clearly perceived by 15-29 year-olds - at 51 percent, more than half of them report a perceived increase in digital media consumption in their own environment.

Professional aspects

Although people who work with other people generally observe a greater improvement in all the factors surveyed, such as the productivity of colleagues or their own productivity, than in the previous survey, the proportion of respondents who see a deterioration in all aspects is still high. For example, 29 percent of respondents observed a deterioration in the mood of their superiors, and 35 percent perceived the working atmosphere to be worse. Asked in general about their own quality of life, respondents report a balanced picture, but a substantial proportion of participants still report a deterioration in all three areas of nutrition, sleep and partnership.

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For the Link Study 1024 respondents were asked via interviews to compare their current situation with that in January 2021 (or January 2020 in the first wave). The survey was conducted between January 19 and 24, 2022. For more insights and the full charts on the study, visit Link.ch. The post Link study: Corona continues to negatively influence fears and worries appeared first on Advertising week m&k.

The Swiss Safety Center, part of the SVTI Group, also has recognized expertise in the fields of materials engineering and science, metallurgy, materialography, and corrosion as part of its loss prevention and fire protection responsibilities, and prepares damage analyses, expert reports, and expert opinions. To this end, the Swiss Safety Center carries out a wide range of non-destructive material tests, either stationary in its own testing laboratory or mobile on site.

Particularly well networked in the SME scene

After already recently a new quality manager was presented for the entire SVTI Group, there is another personnel development to report at the Swiss Safety Center: As of November 2021, Dr. Arnulf Hörtnagl is now the new Head of Materials Technology. He is a mechanical engineer with further specializations in manufacturing technology and materials science. His scientific activities led to a doctorate and a specialization in the fields of corrosion, tribology and stainless steels. Thanks to his professional activity, in various internationally active laboratories, he expanded his know-how in the direction of plastics technology and acquired his skills in sales as well as in the management of R+D projects. In passing on specialist knowledge, he brings experience from his two years as a lecturer in materials science. His excellent networking in the Swiss "SME scene" ideally complements his profile, according to the Swiss Safety Center.

Further expansion of materials technology capabilities

In his new position, he is responsible for the testing laboratory, which has its core competence in the area of materials testing and damage analysis on primarily metallic materials. His goal is to expand the range of services to include testing and analysis of stainless steels and the area of plastics technology, as well as to deepen the electrochemical corrosion measurements. He sees the testing laboratory as a competence center and partner for individual examinations through to complex problems for SMEs of all sizes, from a wide range of industries, both nationally and internationally. Source and further information: Swiss Safety Center The contribution New head of materials technology at the Swiss Safety Center first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/neuer-leiter-werkstofftechnik-im-swiss-safety-center/

Challenges of the 21st century - such as climate change or digitalization - confront the younger generations with a comprehensive uncertainty about the future. Many young people now want to take this future into their own hands. Almost every second German, for example, says that he or she would like to work for a large company in order to be able to work on larger and more influential projects. This is followed by around a third who would prefer to found their own startup in order to have full control over career content and the impact of their business. The young aspiration to find meaning and shape the world is equally reflected in the fact that more than one in three would work in a low-paid job that is nevertheless meaningful to him or her. More than half of young Germans also say they would rather work less and devote their time to problems that are meaningful to them. In a generational comparison, this contrasts with two-thirds of respondents from the baby boomer generation who disagree - a social paradigm shift.

Principles put to the test

However, the younger generations' desire for change is not only driven by content; it also does not stop at the established rules of the game in working life. Whereas a university degree was previously considered unavoidable, three-quarters of the 18- to 34-year-olds surveyed now believe that careers and a successful life are possible even without such an educational qualification. The absolute majority, around 90 percent of young respondents, also say they would support an unconditional basic income for their generation - motivated first and foremost by the generation's increased need for security, but also flexibility, so that they can invest time in the issues that are important to them.

Investment in employer branding important

"Young generations have not only had to forfeit essential experiences during the global health crisis, they have also witnessed how little has been done for them during these times. As a logical consequence, this gives rise to an increased need for security with a desire for their own control over their lives and an aspiration to help shape the world around them in a meaningful way," explains Sandra Onofri, Havas Germany Group Strategy Director. "Companies that can't or don't want to meet these demands, just like companies that don't have a compelling purpose to show for it, will lose key talent in the competitive labor market. This makes investments in employer branding, for example, an indispensable economic factor for any company."

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The Generation Covid" study was created by Havas and conducted as an online survey by Market Probe International. Around 17,500 people in 32 countries took part in the study. The report is available at Havas website. The post The pandemic elevates employer branding to an economic factor appeared first on Advertising week m&k.

Online Team Hacks Impulses and tools for online collaboration.

• Author: Brigitte Berscheid and Kathrin Strehlau
• Publisher: managerSeminare Verlag, 2021
• Pages: 272
• ISBN: 9783958910980

Online collaboration from the home office is effective and saves time. However, the digital opportunities for online teams require managers and employees to learn new ways of working, processes and skills. This book explains in detail how digital collaboration works and what tools are really needed. It also offers downloadable job aids and an overview and evaluation of different programs. A practical guide for anyone who wants to find their way around the confusing market of digital tools - clearly laid out and easy to implement. The customer-centric company A practical handbook.

• Author: Dirk Johannsen and Werner Katzengruber
• Publisher: Wiley-VCH, 2021
• Pages: 240
• ISBN: 9783527510894

Amazon and Apple are leading the way: They have perfected customer centricity with products that are tailored to customers and their wishes, and with excellent service. This practical handbook is a helpful guide for anyone who wants to follow in their footsteps. The authors explain in detail which strategies, structures and culture are needed to become truly customer-centric. Unfortunately, they are too stingy with practical examples. These would have made the material easier to digest - for the benefit of the customer, in this case the reader. Meaning is the New Marketing A source of inspiration for brands, organizations and people who seek meaning in their work.

• Author: Yousef Hammoudah and Nico Zeh
• Publisher: Campus Verlag, 2021
• Pages: 256
• ISBN: 9783593514697

Forget classic marketing tools, because they no longer work, say Yousef Hammoudah and Nico Zeh. The secret to success, they believe, lies in sustainable, value-based brand communication. The two authors have developed a model for this, which they present with passion and euphoria. The book is peppered with excursions into a wide variety of theories and delves deep into the authors' biographies. Above all, however, it whets the appetite for a different kind of marketing that contributes to an open, fair and sustainable society. Post bureaucratic organizing Forms and consequences of agile ways of working.

• Author: Judith Muster, Finn-Rasmus Bull and Jens Kapitzky (eds.)
• Publisher: Vahlen Verlag, 2021
• Pages: 248
• ISBN: 9783800663767

So-called post-bureaucratic management approaches such as agility or Scrum are supposed to help overcome the problems of rigid bureaucracies and hierarchies. This anthology presents the experiences of several companies with post-bureaucratic methods. These are often dismissed as "management fads." Here, the book goes further than others by reflecting on post-bureaucratic approaches from a theoretical perspective as well. Of particular interest is the criticism of management fads expressed in several contributions. The post Four books that might interest you appeared first on Advertising week m&k.

The important topic of sustainability has been represented in the Body of Knowlegde (Overview of Knowledge Requirements) of the Person Certification for Bank Customer Advisors, which is authoritative for the content, since its inception. In this year's revision of the requirements, SAQ and the banking industry have given additional attention to this element. The topic of sustainability was further deepened in all respects and the requirements for client advisors were additionally increased.

Sustainable Finance as a Competitive Factor for the Swiss Financial Center

Thanks to the collaboration with Swiss Sustainable Finance on the revision of the sustainable knowledge requirements, the goals set have now been achieved and multi-layered benefits can be created, according to a statement to the media. The advisors are equipped for the challenges ahead. Bank customers benefit from optimal advice on all aspects of their needs for sustainable financial services. For the banks, this means even greater certainty that their advisors will be able to find their way around the ever-growing range of sustainable products and provide needs-based advice in the interests of the customer. The increased requirements for bank client advisors on sustainable finance topics meet with approval from the Swiss Bankers Association. "The SBA welcomes the fact that sustainability topics are at the forefront of this important certification. This will make another significant contribution to the high quality of client advice in Switzerland," said a statement from the association. "The Federal Council considers the integration of Sustainable Finance in financial education and training to be a quality feature as well as a significant competitive factor for the Swiss financial center," the Federal Office for the Environment FOEN also said. "The FOEN supports Sustainable Finance education initiatives and enjoys this important development, which allows SAQ certified client advisors* to play an active role in the federal government's efforts to develop a sustainable Swiss financial center."

Complete knowledge level for next person certification

The adapted Body of Knowledge is valid since 1.1.2022 and must be implemented in the certification exams within one year. For existing certificate holders, a wide range of re-certification trainings around the topic of sustainability is available. The SAQ Swiss Association for Quality, the Swiss Bankers Association, Swiss Sustainable Finance and the Federal Office for the Environment FOEN recommend that all persons with an SAQ Certificate Client Advisor Bank update their knowledge on the topic of sustainability as part of the next recertification. Source and further information: www.saq.ch The contribution Personal certification: Higher requirements for bank customer advisors first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/personenzertifizierung-hoehere-anforderungen-fuer-bankkundenberater/

Over 1600 teachers who teach economics at upper secondary level actively use the Iconomix.ch web platform, an educational offering of the Swiss National Bank SNB. In order to inspire users even more and thus open the next chapter of the success story, Iconomix has developed a new brand strategy together with Festland that is consistently "user first". First, focus interviews and an online survey were conducted to draw an up-to-date picture of all stakeholders and their expectations. Desk research on competitors also supplemented the picture. The strategy workshop then profiled the personas and defined the brand values. It was determined that the latter harmonize with the SNB values, but are focused on the education market. Using blue ocean methodology, differentiating core messages aligned with the personas were developed and condensed into the brand purpose "Economy for all".

Comprehensive brand refresh

With the aim of making the brand strategy tangible to the outside world, the next step was to refresh the brand identity. Both the purpose, which became the new claim, and the values and core messages were seamlessly integrated into the communication. A new formal trademark was created with the circular shape derived from the logo. A key measure in the strategy process turned out to be a comprehensive relaunch of the Web platform. To improve the user experience, the information architecture and UX design were redesigned and content and functions were optimized. Highlights include the interactive module finder, extended functions for registered teachers and an expanded news section. The technical design and implementation was done by CS2, the web partner of Iconomix. The post Mainland for Iconomix: Economy for all appeared first on Advertising week m&k.

Anyone who visits hip websites and wonders why navigation is made so difficult and big, bold words scream at you doesn't understand what's going on in UI/UX design. Brutalism is what it's called, and what it means is not to design "grad z'leid" websites the way the common users have just learned to do. Gone is the time of horizontal or vertical navigation and also hamburger is something of noughties design. Brutalism or "brutal design" is full of raw interactions, coupled with micro-interactions that deliberately break our viewing habits. So no more user-friendliness! Hello, design courage and resistance against user habits.

Design concrete mixers are in demand

In marketing, it used to be "brick & mortar vs. online," i.e., real world vs. digital world, but today it's called omni-channel marketing. The digital and the analog must work together. That's perhaps why the UI/UX community made use of a word that originated in the analog world and is somewhat outdated: brutalism. In architecture, it was once either celebrated as a model of modern architecture or dismissed as a concrete bunker. No wonder, since the term derives from this very building material: "béton brut," or exposed concrete. The pioneer of this style was Le Corbusier, who in 1947, as his late work, permanently changed the cityscape of Marseille with his gray Unité d'Habitation blocks of flats, thereby cementing the way for a new architectural style himself. UI/UX designers, on the other hand, rely on simple navigation in their interpretation of Brutalism and turn hand-coded HTML into digital concrete. Let's hope that the online Le Corbusiers adopt not only his non-conformism and willingness to experiment, but also his ingenuity. Then perhaps the users of such websites will accept the inconveniences involved - with respect for the art.

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* Benno Maggi is co-founder and CEO of Partner & Partner. He has been eavesdropping on the industry for over 30 years, discovering words and terms for us that can either be used for small talk, pomposity, excitement, playing Scrabble, or just because. The post What does "brutalism" actually mean? appeared first on Advertising week m&k.

The Boss logo, unchanged since the 1970s, had a high recognition value worldwide. Recently, however, the brand reached its limits in times of digital-first communication and thus fell out of sight, especially among younger target groups. Brandpulse modernized the branding of both brands as part of a global brand refresh project. Hugo Boss' strategic goal is clear: in the coming years, the potential of the brands is to be exploited more fully. The modernized brand appearance is also intended to make a contribution to this: Brandpulse renewed the overall appearance of the brands with a concise look and feel based on the premise of a strong, self-confident impact according to the motto "Be Bold". The new brand image is primarily intended to add relevance, target younger generations more specifically, and position the two brands Boss and Hugo unmistakably with their own lifestyle stories.

Simplified brand structure

With a clear differentiation of the Boss and Hugo brands and the corporate brand Hugo Boss, the basis for a clearer positioning was created: The brand structure focuses on Hugo Boss as a corporate and platform brand on the one hand, and Boss and Hugo as lifestyle brands on the other.

Modernized logo

The Boss logo was given a facelift and now appears sans serif and concise. The previously used corporate anchor Hugo Boss and the logos Boss and Hugo will be dispensed with in the future. The more modern logo appearance represents a contemporary upgrade for a future-oriented fashion brand through optimal usability in digital applications as well.

Color as a strong brand design element

The color use of the previous brand design was sharpened by a clear color concept with the colors black, white and camel with different color use depending on the menswear and womenswear of the Boss brand. Thus, the main color Camel characterizes the Boss brand appearance in womenswear, while Black is the dominant color of the Boss appearance in menswear. The modernized branding color concept with white and red for Hugo is likewise intended to create differentiation and clarity. Overall, the brands now present themselves in a much more striking, self-confident and strong way, ready to conquer the fashion world with renewed vigor.

360 degree brand experience

Brandpulse defined all design principles within the entire 360-degree brand experience new. The agency developed detailed concepts and guidelines for relevant touchpoints, including hangtags, product inserts and product branding with brand patterns for collection development. The post Brandpulse creates new overall appearance for Hugo Boss appeared first on Advertising week m&k.

Ramseier is joining an association of companies launched by Too Good To Go to fight food waste together, according to a statement Tuesday. The company has been using the Too Good To Go app, which allows customers to buy leftover food and drinks at a discount, since 2021, according to the release. According to the release, the company now also wants to train its staff on the topic and communicate its efforts in the fight against food waste more to the outside world. To this end, Ramseier is collaborating with Too Good To Go in the areas of internal commitment, external communication and measures. (SDA/swi) The post Too Good To Go: Ramseier becomes a waste warrior brand appeared first on Advertising week m&k.

The new year is only a few weeks old - and already numerous ransomware cases are known again. Strengthening the line of defense does not necessarily prevent attacks, but it does demolish the hackers' business model. Attacked systems are back online within minutes, with up-to-date data. That is why the extended 3-2-1-1-0 backup rule is to be favored. All companies should introduce and apply this in 2022. The 3-2-1-1-0 rule is considered an important best practice for companies that want to maintain very high service levels while protecting themselves from data loss.

3: Keep at least three copies of your data

In addition to the primary data, there should be at least two other backup files to be adequately protected. The likelihood of "something going wrong" on three devices at the same time is much lower than on two devices - especially if the primary backup is located near the primary data, as is so often the case. In the event of a disaster, the primary data and the primary backup could be lost. The secondary backup should therefore not be located in the immediate vicinity of the primary data.

2: Store backups on two different media

It is recommended to back up one of the backup copies to an internal hard disk drive and the other copy to a removable storage device (tape, external hard disk drive, cloud storage). Keeping both versions of the backup copy on the same type of storage medium increases the risk of losing all backup data once a failure or cyber-attack occurs. Alternatively, the primary backup can reside on the internal hard disk drives of a physical server and the secondary backup can reside on the internal hard disk drives of a NAS; the hard disk drives of the two systems should be of different brands, sizes, and types.

1: Keep at least one backup copy off-site

At least one backup copy should not be kept at the location where the primary data and the primary backup are located. This is because in the event of some (natural) disaster - such as a fire or flood - everything in that one location could be destroyed. Therefore, if the primary data, the primary backup and the secondary backup are all kept in the same facility, they will be lost forever. Organizations that don't have multiple locations can store a copy of their backup data in a private cloud through a service provider or in the public cloud.

1: Save at least one copy offline

It is recommended to keep at least one backup copy offline, thus separate from the network and any IT infrastructure. Examples of offline media are rotating external USB hard disks, analog tapes and object storage with immutability as functionality. This is because if a hacker successfully gains access to the IT environment, everything on the network is potentially vulnerable. To fully protect the data, the offline copy should be protected with an encoding key to prevent external or internal threats from accessing it over the network. This is commonly referred to as air-gapped backup.

0: Make sure your backups are error-free

Backups are only as good as the process used to check them. First, backups must be monitored daily to find errors and fix them as quickly as possible. Second, it should be ensured that the data is recoverable from the backup by performing recovery tests at regular intervals.

Take the 3-2-1-1-0 rule to heart

The 3-2-1-0 rule is a logical evolution of the better known 3-2-1 rule, which was conceived by world-renowned photographer Peter Krogh. This original rule stated that one should always keep three copies of data on two different media and one copy off-site. Given the magnitude and diversity of threats to business continuity in the digital economy, this guideline should be considered a starting point. To achieve the high level of resilience required by the increasingly volatile threat landscape, organizations need to add another 1 and a 0. Not only should a copy be kept offsite, but an offline copy should also be created that is immutable - always keeping in mind that there should be no surprises from errors when data is recovered. Therefore, a solution for testing the recovery must be used to be sure that all stored data can be completely restored in the shortest possible time. Source: Veeam The contribution Data Protection Day 2022: the 3-2-1-1-0 rule for backups first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/datenschutztag-2022-die-3-2-1-1-0-regel-fuer-backups/

 

Solutions are sought in the area of leadership: Numerous studies have demonstrated that leadership behavior is one of the most important operational factors influencing employee health. Managers can have a significant impact on the health and performance of their employees: On the one hand, through their direct leadership behavior, and on the other hand, by exerting a positive influence on working conditions.

How much extra work will managers who want to lead healthily have to do? The good news is that not much will change for good leaders! Because healthy leadership builds on good leadership. Surveys and research clearly show which factors are conducive to motivation and performance. The foundation of healthy leadership is formed by results-oriented and inspiring leadership behavior. This is independent of the industry.

Communicate clearly and honestly

Good leadership is based on behavior characterized by clear and honest communication, differentiated feedback, praise and constructive criticism. Good leaders also manage to motivate and inspire their workforce by conveying meaning and pointing out exciting prospects for the future. A good leader likes people and has an appreciative attitude. This is demonstrated by a general interest in and attentiveness to employees. She has confidence in her employees and grants them autonomy and room for maneuver. Goal-oriented conflict resolution is also part of the job description of a good manager.

Good leadership can be learned to a certain extent. That is why it is crucial that people who have the necessary prerequisites are promoted and trained as managers.

Healthy leadership

What else can healthy leadership achieve? The aspect of health needs to be looked at more closely. It is not uncommon for the workplace to play a causative role in mental overload. The supervisor is usually close to the employee and can perceive early warning signals and react to them.

Healthy leadership is not about acting as a fitness guru and encouraging employees to exercise more or eat healthier. What is important is to set a good example through reflective behavior when it comes to working conditions: for example, counteracting the accessibility craze, actively promoting breaks, and taking care of one's own health.

Notice warning signals

Managers should consider health impacts when making operational decisions such as workload allocation, and actively seek to protect employees from stress and fatigue. This can be done by targeting resources such as expertise, skills and social support, and by reducing stresses such as time pressure and unclear instructions. Managers keep an eye on their employees. The interested and attentive supervisor notices when an employee is not doing well. He notices warning signs such as the accumulation of short absences, careless mistakes or irritability that signal overwork. The manager who leads healthily notices the signs and addresses them. Based on an appreciative attitude, reasons are clarified together and possible solutions are sought. The individual search for solutions is encouraged, but at the same time support is offered.

Healthy work climate makes it easier to achieve goals

Managers cannot and should not cure burnout or depression in their employees. But they must be attentive and sensitive and know what to do when employees show signs of reduced performance or readiness. That is their responsibility as a health-promoting manager. In addition to sensitivity, they also need good communication skills, which most good managers have as a basic competence anyway.

Healthy leaders are not only rewarded with the attendance of their employees for their conducive behavior. Employees of such leaders are more productive, more committed, more motivated and better bound to the company. They trust their manager, whom they are convinced is benevolent to them. In such a working atmosphere, goals can be better implemented together - even in economically difficult times.

In the concentrated Excellence seminar, the most important contexts of Business Excellence as well as the goals, the benefits and the most important procedures and tools for achieving Excellence are demonstrated.

Contact person Ruth Buholzer

Phone 041 229 30 40

E-mail swiss@excellence-forum.ch

Website http://www.swiss-excellence-forum.ch/seminare/details/?a=986

Venue Hotel Cascada, Bundesplatz 18, 6003 Lucerne, Switzerland