Investor Relations: New Trends

This videos illustrates the new trends in the Investor Relations Industry 

Investor Relations

Investor Relations (IR) is a strategic management responsibility that integrates finance, communication, marketing and securities law compliance to enable the most effective two-way communication between a company, the financial community, and other constituencies, which ultimately contributes to a company's securities achieving fair valuation. (Adopted by the NIRI Board of Directors, March 2003.) The term describes the department of a company devoted to handling inquiries from shareholders and investors, as well as others who might be interested in a company's stock or financial stability.

Typically investor relations are a department or person reporting to the Chief Financial Officer (CFO) or Treasurer. In some companies, investor relations are managed by the public relations or corporate communications departments, and can also be referred to as "financial public relations" or "financial communications". Investor relations are considered a specialty of public relations by the U.S. Department of Labor. (Month. "Public Relations Managers and Specialists: Occupational Outlook Handbook : U.S. Bureau of Labor Statistics." U.S. Bureau of Labor Statistics. N.p., n.d. Web. 16 Apr. 2012. <http://www.bls.gov/ooh/Management/Public-relations-managers-and-specialists.htm>.)

Dealing with the investment community is extremely difficult. It requires mastery of a variety of communication vehicles, including road shows, earnings releases, press releases, annual reports, fact sheets, and more. In addition, one must know how to deal with investment bankers, brokers, institutional investors, and retail investors. To make things more difficult, all communications are subject to strict disclosure requirements. Running an Effective Investor Relations Department addresses all of these issues and many more, including blue sky laws, short sellers, proxy solicitations, and metrics. (Bragg, Steven . "Investor Relations Book - AccountingTools." Accounting Books & CPE - AccountingTools. Accounting Tools.com, n.d. Web. 16 Apr. 2012. <http://www.accountingtools.com/book-investor-relations>.

 

The following are some of the major duties that are to be performed by any one occupies the Investor Relations Officer :

Develops and maintains a company investor relations plan 

Performs a comprehensive competitive analysis, including financial metrics and differentiation.

Develops and monitors performance metrics for the investor relations function

Establishes the optimum type and mix of shareholders, and creates that mix through a variety of targeting initiatives.

Monitors operational changes through ongoing contacts with company management, and develops investor relations messages based on these changes.

Provides Regulation Fair Disclosure training to all company spokespersons.

Creates presentations, press releases,  and other communication materials for earnings releases, industry events, and presentations to analysts, brokers, and investors.

Oversees the production of all annual reports, SEC filings, and proxy statements.

Manages the investor relations portion of the company web site.

Monitors analyst reports and summarizes them for senior management.

Serves as the key point of contact for the investment community.

Establishes and maintains relationships with stock exchange representatives.

Organizes conferences, road shows, earnings conference calls, and investor meetings.

Provides feedback to management regarding the investment community's perception of the company.

Represents the views of the investor community to the management team in the development of corporate strategy.

Provides feedback to the management team regarding the impact of stock repurchase programs or dividend changes on the investment community. 

For more information visit this website http://irwebreport.com/20110414/social-media-investor-relations-reaches-tipping-point/. 

Multi-Generational Workforce

Summary : this article has mainly focused on the issue of understanding the generations in order to be able to manage . This article addresses the issue of knowing the similarities if exist and the differences which the article assures that it does exist between these generations .

In the workplace, the managers who have such concern need to come up with new concepts that would be able to put together those employees from different ages and who necessarily have different values , perceptions, preferences, and more importantly in regard to the communications they have different preferential .

The article studied the idea of the major factors that shape each generation’s perspectives, opinions, values, and all related issues that might be integrated into the nature of work .

This will enhance and enrich the process of understanding , and as a result the management will be able to handle any problems that could have resulted from the differences between these generations .

The author suggested that by offering more choices and more channels of communications , the workers from all generations would more likely feel satisfied , this will enhance the cooperation and facilitate and ease the communications between them. He also suggested that the training for all employees will enhance the idea of cooperations and will ease the communications , and suggested that building a dynamic environment in the workplace will also contribute in involving all employees in a successful strategy for communications.

Leading a Multi-Generational Workforce

by Dr. Joanne Sujansky, Ph.D., CSP (Certified Speaking Professional)

Before making assumptions about employee retention based on past experience, consider that you are about to see a new wave of employees with a whole new set of expectations swarm the workplace. Known as Generation Y, they have been entering the workforce since 1998 and will continue to do so in burgeoning numbers.  Managers need to prepare for the unique requirements of Gen Y and the inevitable clash between Gen X, Gen Y, Baby Boomers, and Traditionalists as they mix in the workplace.

To begin with, it is helpful to understand the environment that shaped each group. With this information, you can then adopt an innovative management style, motivate them to work together, and minimize conflict among the different generations.

What Shaped Them
Born before 1945, Traditionalists were influenced by the Great Depression and World War II. After the war, this generation rebuilt America by having faith in and partnering with institutions. In so doing, they displayed a strong work ethic and fueled the economic boom. Fifty percent of Traditionalist men are war veterans.

Born between 1946 and 1964, Baby Boomers grew up in optimistic times of expansion, watching and living “Happy Days.” They had great expectations and the world had great expectations of the Boomers. Where their parents fought wars abroad and came home victorious, Boomers fought for their glory at work.

Generation X was born between 1965 and 1980. They experienced economic difficulties during the early ‘90s just as they were entering the workforce. Many were forced to take temp work, wait tables, and accept jobs outside of their area of study in college. Because Gen X came of age during a bleak job market amid soaring national debt, the harsh economic realities of the time shaped their worldview. They are armed with the knowledge that there are no guarantees.

Gen Y was born between 1981 and 1999. They grew up in a time of economic expansion and unprecedented prosperity, and until now have never experienced a downturn. Those in this generation have seen more at an earlier age than most in previous generations, such as the Oklahoma City bombing, the Columbine shootings and the tragedy of September 11. Exposure to these events through 24-hour media has brought the world instantly to them. This is a techno-savvy generation who has “seen” the world. 

Generational differences represent a critical new aspect to workplace diversity.  At no other time in history have organizations been faced with four generations of employees working together.  But the differences that separate these generations do not have to result in conflict and lost productivity.  Below are suggestions for leading all groups successfully.

Offer Choices
While different, Gen X and Gen Y have some similarities. Both will demand a more innovative workplace, with flexible hours, state-of-the-art resources, cooperative scheduling, and understanding supervisors. Both want to build a portfolio of skills and are committed to career development. They will continue to negotiate a work-life balance.  While Traditionalists and Boomers may not request as many choices, make the same options available to them as you do to the other generations.

Offer Training Opportunities
To retain employees of all generations, it is important to appeal to their desire to learn. Emphasize career growth, paid training, and skill development. Coach team members as they continue to develop new skills and acknowledge their progress.

Create a Dynamic Workplace
Because the incoming group of Gen Y employees will be so large, the workplace will have to change to accommodate their unique attributes. Leaders have to evolve as well. They will have to be creative in developing new motivational techniques if they want to retain their employees and to obtain the highest performance and output possible. Managers must be innovative to retain the best people.

Build a Successful Multi-Generational Environment
To enhance the work environment, recognize that these groups will have different perspectives, and respect that they differ in the view of the world. It will be necessary to implement and reward collaborative activities with a multi-disciplinary approach. This will support positive relationships among all your employees and go a long way toward retaining your best team members.

About the Author:
Dr. Joanne Sujansky, CSP, has over 25 years of experience helping leaders increase organizational growth and profitability by creating and sustaining what she calls a “vibrant entrepreneurial organization.”  She is an international keynote speaker, founder of KEYGroup® and the author of numerous books on leadership, change and retention.  A member of the National Speakers Association, she holds their highest earned designation, Certified Speaking Professional.  Reach her at 724-942-7900 or atwww.joannesujansky.com.

Reference:

Sujansky, Dr. Joanne. "Leading a Multi-Generational Workforce."Comprehensive Employee Assessments by Key Group. N.p., n.d. Web. 4 Apr. 2012. <http://keygroupconsulting.com/multige

ARTICLE 2 :

The presence of different generations in the work place has become a major concern for the executives to deal with especially if we know that we are talking about four generations now which are :

Seniors , Baby Boomers, Gen X, Millennial

Each has different preferences , different skills , different opinions about any particular event , different perceptions , therefore, if these generations are to put together in the same workplace , there would likely be either clashes or mutual agreement that can be reached , or there would also be a kind of battling for survival , battling for gaining the boss’s satisfaction , battling to force the other party to prove its righteous . However, this diversity could be useful as I personally think if the managers can successfully put a strategy how to manage the work environment taking into considerations this very important factor .

In order for a manager to do so , he/she needs to define the generations that are exist in the workplace , define all the potential differences , define the effects of all differences on both sides and the impact on the work effectiveness and efficiency , define the barriers that shapes the gap between the exist generations regarding to the communications . After doing so a manager can come up with a plan that will satisfy all generations at the workplace  . By better understanding each party’s best ways regarding to all potential issues that Might arise in the workplace, a manager can successfully handle the situation and at least maintain mutual respect and understanding between the different generations in the workplace  .

A study conducted by two researchers (Susan Hannam and Bonni Yordi, explore these cultural differences and changes and what they mean for government executives trying to ensure their entire workforce is engaged in the mission.  Their report, “Engaging a Multi-Generational Workforce:  Practical Advice for Government Managers,” observes that each of the four generations brings a different set of skills and life experiences to the workplace which can be used positively to increase diversity of knowledge and perspectives.)

·         Communication Tips.  Each of the four generations now in the workplace have different preferences on how they like to both receive and send communication, as well as how they like to interact with colleagues.   The report outlines suggested ways!

·         Work-Life Balance Tips. Each of the four generations has different work-life balance needs and the flexible work arrangements should be designed to meet the specific needs of the four generations.  For example, leaders need to rethink what work is, and where it can be done.  Another IBM Center report focuses on telework, but there are other strategies as well, such as compressed work schedules, which the federal government pioneers two decades ago.

·         Growth and Development Tips.  Each of the four generations has different learning styles and preferences as to how they like to obtain information and knowledge.  For example, actively embracing social networking – instead of banning it – can dramatically improve productivity and serve as a way to attract talent.

·         Tips for Providing Recognition and Rewards.  A multi-generational workplace requires organizations to develop new types of reward and recognition programs, including rewarding contribution.  While traditional workers like tangible symbols of recognition, such as plaques and certificates, people from the Gen Y period prefer other recognition such as time off or upgraded resources.  Tailoring recognition to be meaningful to the recipient needs to be a factor.

·         Employee Engagement Tips.  A multi-generational workplace requires organizations to increase their mentoring initiatives and offer various types of mentoring programs, including opportunities for younger generations to mentor older generations, for example, in the uses of new social media technologies.  This can be one way to increase skill development but also can be a way to create and maintain cross-generational engagement.

Some federal agencies have approached this challenge head-on.  For example, NASA developed a program to attract and retain new, younger employees and found that the other generations wanted to be included as well, so the program was expanded.

Citation:  Hannam, Susan, and Bonni Yordi. "Engaging a Multi-Generational Workforce: Practical Advice for Government Managers." Businessofgovernment.com. Businessofgovernment.com. Web. 4 Apr. 2012.

Strategic Communication

In the era of a constantly changing business environment , all the continued development in the Information Technology , and the restructuring processes that are taking place especially after the economical downward in the post 2007 aftermath , all companies have been trying to strategically organize the process of communication at the internal level and the external level , in other words , all the insiders and the outsiders who may have stake in the company and what it does.

Strategic Communication can mean either communicating a concept, a process, or data that satisfies a long term strategic goal of an organization by allowing facilitation of advanced planning, or communicating over long distances usually using international telecommunications or dedicatedglobal network assets to coordinate actions and activities of operationally significant commercial, non-commercial and military business or combat and logistic subunits. It can also mean the related function within an organization, which handles internal and external communication processes. Strategic communication can also be used for political warfare.(http://en.wikipedia.org/wiki/Strategic_communication). 

Strategic Communication (SC) provides a conceptual umbrella that enables organizations to integrate their disparate messaging efforts. It allows them to create and distribute communications that, while different in style and purpose, have an inner coherence. This consistency can, in some instances, foster an echo chamber that reinforces the organizational message and brand. At minimum, it prevents contradictory, confusing messaging to different groups across all media platforms.