Transforming Into a More Effective Organization

Most people today have a basic understanding of Microsoft applications, but very few utilize these programs to their maximum level of efficiency and effectiveness. Employees who have acquired a mastery of the Office suite through top level training can work significantly faster and with fewer errors than those with only basic knowledge learned through trial and error.

BoostsOn Dot Com (a member of PEOPLElogy Group) has launched their new branch in Mid Valley after receiving an overwhelming response from the corporate organizations in Kuala Lumpur. Allen Lee, the CEO of BoostsOn Dot Com says that “Microsoft Office training is one of the most effective ways for any computer centred company to considerably improve productivity”.

“Microsoft Office training is one of the most effective ways for any computer centred company to considerably improve productivity” said Allen

But how Microsoft Office training improves productivity?

Training is about much more than just simple shortcuts. Office is a highly interactive set of tools that users can customize to help them improve how they do their specific job functions. For example, an employee who uses Microsoft Word to type our mailing labels can reduce their processing time by as much as 80% by gaining mastery of the mail merge feature through a professional training course.

Just about using Office on a daily basis is likely to discover at least one or two ways to drastically cut time and improved functionality after taking a training course. But perhaps the greater impact of Microsoft Office training is the combined saving of an entire office shaving small amounts of time off of many small tasks like email processing. On an average, employees receive 42 emails a day, so learning to archive mail, create mailing distribution lists, and create rules can significantly improve the
efficiency of an entire office.

Gauging the Level of Proficiency in your Office

To get an idea about how many your employees know about the potential of Microsoft Office, try giving a survey to your employees asking them to list the functionalities of programs like Microsoft Word and Microsoft Excel. If you find that a majority are return with response like “word processor” and “calculator” respectively, your company should seriously consider Microsoft Office training for employees. If you would like to know about your Microsoft Office level, you can also test your skills for FREE at www.boostson.com/assessment.

Generally it’s not that employees don’t want to learn new ways to interact with the tools they use every say, but they aren’t aware of the capabilities built into the Microsoft Office suite of products. Because many businesses don’t require any type of Microsoft Office training, the majority of people are working with only a fraction of any application’s functionality. Whether your employees are using Word, Excel, PowerPoint, Outlook or OneNote, there is a Microsoft Office training course to shed light on new ways of performing old and time consuming tasks.

Forms of Microsoft Office Training

Like any type of training today, there are a variety of ways to bring Microsoft Office training to your employees. Whether instruction is given at training facility, given in house or public training by trained professionals, or through self-paced online training, there is a training program to fit the needs of just about any company.

A Classroom for a New Learning Style

Statistically speaking, classroom training is still the most effective way to transfer information, especially for more technical topics. At BoostsOn, they implement a U shape classroom that has been proven to be more effective from other classrooms settings. With this type of face to face training, students have the ability to interact with each other, ask questions, request that information to be explained in a different way, and see the instructor walk through the practice examples in real time. Some Microsoft Office training facilities even offer customized training programs for employers with more specific needs.

According to a study by Microsoft, employees rated themselves as unproductive for about 17 hours during any given work for various reasons including ineffective meetings, unclear priorities, and software issue. With two complete days lost per employee per week due to inefficiency, there is a lot of room for improvement. The easiest way for any company to improve their bottom line is to improve their current processes otherwise; growth only brings an exponential increase in wasted time and money.

Microsoft training is one of the most effective choices any business can make toward increasing efficiency in the workplace. 

BoostsOn is currently offering unlimited trainings for all corporates and also individuals at only RM 499. For more information, please call 03-2287 1829 or email info@boostson.com.

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8 Core Beliefs of Extraordinary Bosses

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. See what they get right.

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A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the "best of the best" tend to share the following eight core beliefs.

1. Business is an ecosystem, not a battlefield.

Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered.
Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.

2. A company is a community, not a machine.

Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship."
Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

3. Management is service, not control.

Average bosses want employees to do exactly what they're told. They're hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the "wait and see what the boss says" mentality.
Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4. My employees are my peers, not my children.

Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.
Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5. Motivation comes from vision, not from fear.

Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people.  As a result, employees and managers alike become paralyzed and unable to make risky decisions.
Extraordinary bosses inspire people to see a better future and how they'll be a part of it.  As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.

6. Change equals growth, not pain.

Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change ... until it's too late.
Extraordinary bosses see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7. Technology offers empowerment, not automation.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.
Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8. Work should be fun, not mere toil.

Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.
Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

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