Do you speak emojis?

 

💡 92% of online users use emojis according to an Emogi study. Most commonly used to make a point or share feelings, they have become an integral part of our daily lives. Yet interpreting emojis may become increasingly difficult with the advent of new technologies such as animated emojis or augmented reality, according to Goldman, a law professor at Santa Clara University and author of the article “Emojis and the Law”, published in the Washington Law Review.

 

Originating from the Japanese “e” (image) and “moji” (character), the word Emoji means drawn letters. These emoticons have been democratised by communication developers such as Apple and Android over the last 10 years, but the first emoji was created in 1999 by Japanese artist Shigetaka Kurita. Today, there are more than 2,000 of them, they have their own World Emoticon Day – 17 July – and are embedded in 2.3 trillion mobile messages every year.

 

💬 The new codes of communication

Social networks and instant messaging allow us to communicate massively and quickly, whenever we need to. Thus, communication today relies on a tool that allows us to share information more quickly and emojis aim to shorten our messages, to save even more time and to respond to a message in a simple emoticon. They have become an almost universal form of communication, a 🙂 emoji will be the same in France, Spain, the United States as well as in Japan, and it is still difficult to do without them today to give a more human tone to your virtual message.

 

🚀 An opportunity for businesses


Emojis have become indispensable for punctuating a sentence, accentuating an emotion or slipping an innuendo into a digital conversation. Indeed, some companies or associations are taking advantage of emojis for their advertising campaigns: Domino’s Pizza recently launched a Twitter campaign where people from all over the world could tweet the company with the Pizza Emoji to order one. Associations have also understood the effectiveness that these emojis can bring to their digital communication, such as the nature conservation organisation WWF, which launched an awareness 2.0 campaign using Emojis through the hashtag #EndangeredEmoji in 2016. Thus, it is clear that emojis are no longer just a private conversation and are no longer considered a decorative or innocuous element; they represent a new and improved form of language that has its roots in digital, breaking down language barriers for brands.

And it works! According to a 2019 study by Adobe, more than half of emoji users are more likely to engage with brands that use emoticons online: 60% say they like it when a brand uses emojis that match their personality, 51% say they are more likely to comment on a social media post when it contains emojis, 48% are more likely to follow a brand, and 44% are more likely to buy a product as a result of an advert using emojis.

 

👥 And for employees

The Adobe study also reveals that 61% of emoji users also say they use emoticons at work, most often (36%) with people at their own level.  Employees who use emojis at work report a positive influence on friendliness and camaraderie among colleagues. Indeed, 78% believe that emojis have this influence on affinity between professionals, 74% also say that emojis make positive information or feedback more sincere and 53% believe that they make negative information or feedback easier to accept.

 

So check out our tips for speaking digital Esperanto at work: 

1/ Use emojis yes, but sparingly

The purpose of emojis is not to abuse them. They can be used to soften a message or to structure a post on social networks between several paragraphs, but be careful not to use them to punctuate each of your sentences.

 

2/ Beware of double meaning emojis! 

The same emoji can have different meanings in different cultures, and therefore be a source of misunderstanding. There are already some pitfalls you can avoid:

🙏 Two hands placed firmly against each other, meaning “please” or “thank you” in Japanese culture, have turned into high-fives in our Western cultures.

🍑 Some fruits and vegetables have been hijacked and are no longer truly representative of the produce department we know.

😭 The “Crying Face” emoji is more commonly used to express intense feelings, such as uncontrollable laughter, pride or overwhelming joy. It became the most used emoji on Twitter in 2021, ahead of the “Face with tears of joy” emoji.

To make sure you don’t get it wrong, refer to the emoji encyclopedia.

 

3/ Test the ground before you start

Find out what people are doing before you start using this new digital language! Take the time to observe whether emojis are common in exchanges and with whom it is more appropriate to use them. The risk? That your message is interpreted as too familiar or impolite.

 

4/ The keyboard shortcut is your ally 

To find your emojis on windows, type Windows logo key + . (dot). This will bring up the emoji keyboard. Select an emoji with the mouse or keep typing to search for an emoji among those available.

If you are a Mac user, simply press Control + Command + Spacebar simultaneously. A window will open in the middle of the screen allowing you to choose from the thousands of emojis in the catalogue.

 

5/ Be yourself 

Finally, emojis can be compared to the non-verbal communication we use in real life. The important thing is to be yourself and not to overdo it, nor to force ourselves to use them if we are not comfortable!

 

The development of digital technology has forced us to adapt to new forms of communication and to adopt new practices. The introduction of emojis into our online conversations has democratised them, making them an integral part of our digital culture. As society has evolved, emojis have also diversified, offering different skin tones, gender-neutral emojis, and even taking disabilities into account. In fact, 73% of emoji users would like to have more options for customising emojis to better reflect their personal appearance and identity. Thus, the Emoji is now part of modern culture and impacts our daily communication. It has become a form of language that is understood by the majority and should be used wisely.

 

It’s not you, it’s me: the great resignation phenomenon

 

Subway, work, sleep. This expression sums up quite well the system that many American workers have been questioning in recent months, claiming a sense of enforced work routine. This is what the new workers, those who followed the “big quit” are questioning. They decide to resign from a job that no longer suits them, and go to work for companies that are in line with their values. So, how did this phenomenon export itself to France, and what lessons can we draw for the future?

 

The “Big quit”

This phenomenon is known as the “Big Quit” in the United States. In 2021, more than 38 million Americans left their jobs, 40% of whom had not found another job when they took the plunge. Since then, the phenomenon has intensified in France, albeit to a lesser extent, but affecting all jobs and sectors. For example, a large CAC40 company recently lost 23.5% of its workforce. The DARES (Direction de l’animation de la recherche, des études et des statistiques) indicates in a study that “the increase in employee-initiated contract terminations does not only concern permanent contracts. In June 2021, early termination of fixed-term contracts stood at 25.8%, above the level reached two years earlier. 

 

With the unemployment rate stagnating at around 8.1% and over 45% of companies experiencing recruitment difficulties in 2021, the phenomenon is making its way into France. With the French economy doing well even after the health crisis, employees have not hesitated to leave a job that did not suit them, even without necessarily having another guaranteed position. Moreover, the current labour market situation is rather to the advantage of workers, allowing them greater mobility. By the end of 2021, the same DARES study cited above reported that 130,000 to 265,000 jobs were unfilled and 80% of HR managers surveyed reported a labour shortage. These conditions have encouraged employees in all sectors to leave their jobs and look for better opportunities elsewhere. Nevertheless, the next few months will be crucial for our economy, which is likely to be affected by the domino effect of the war in Ukraine and may reshuffle the deck in the labour market.

 

A social phenomenon first and foremost

Two years ago, we did not yet know how to react to the health crisis and we were still in the process of adapting. Thus, the French workforce went through a series of confinements, periods of partial unemployment, teleworking, etc. This unstable period raised real questions about the future of the economy. This unstable period raised real questions about the absurdity of the system, made many employees question their real motivation at work. For many, the confinement was an opportunity to catch their breath, or rather, to breathe for the first time.

 

The health crisis has reshuffled the deck in many aspects of our lives. The world of work has not been spared: the balance between personal and professional life, the search for meaning, the prioritisation of needs, etc. For a number of French employees, the crisis has been a source of concern. For a certain number of French employees, COVID19 has served as an accelerator to take the plunge and leave their jobs for a more meaningful profession, which feeds a real need for consideration at work.

 

Towards the “Big transformation

The expectations of employees have changed radically and we have to adapt to them. Make way for the “big transformation”. Indeed, if workers quit, it is also due to a lack of listening or recognition at work. According to Danny Nelms, president of the Work Institute in Franklin, Tennessee, organisations that want to retain their employees must “listen” and “put tools and processes in place to be able to respond to the needs and demands of their people”. For example, Danny Nelms suggests tools such as ‘retention interviews’.

 

The phenomenon of large-scale resignations, although on a lesser scale in France, bears witness to a real change in the needs and expectations of employees. Nevertheless, this phenomenon is not inevitable, if the company transforms itself and does everything possible to adapt to this new labour market. On the manager’s side, listening is therefore crucial. The work environment must be pleasant and the teams play an essential role in maintaining a positive work atmosphere. On the recruiters’ side, the attractiveness of an offer is a key point to attract talent. Teleworking, flexible working hours, geographical proximity and other advantages are all motivating factors. More than the benefits, it is also the company’s values that will give employees a sense of belonging and commitment.

 

From then on, learning takes on its full meaning when it comes to onboarding new talent, retaining employees and training them in the company’s challenges and values, or even creating or reinforcing a corporate culture, etc. It also allows managers to adapt management methods to each personality and to learn how to encourage employee commitment.

 

There is an urgent need to develop work environments that are pleasant to live in and that encourage employees to make a long-term commitment rather than to quit. Training is an essential tool for this, because learning is the only way to evolve.

 

Management 3.0

 

Eco-anxiety: how the climate crisis can already impact your business

 

In 2020, environmental degradation is said to have become the fourth most important concern of the French. Today more than ever, this feeling of concern is intensifying, stemming from the current environmental, political and social upheavals. While it is now impossible to ignore the climate crisis, it is no less legitimate to feel anxiety about the degradation of our environment, which is constantly threatened by human activity. 

The IPCC recently published its synthesis of over 34,000 scientific papers on climate change. This sixth report, published on 1 March 2022, addresses the effects of climate change on human societies and ecosystems. It reveals that around one billion people will be threatened by coastal climate hazards in the medium term, under all scenarios. This report is the latest warning of a “dire” future, the beginnings of which are already impacting your business, starting with the heart of your business: People.

  

Eco-anxiety: a concerned mind in a VUCA world

Eco-anxiety is a concept that has not yet been defined in France. Indeed, there is no consensus, especially from a medical point of view, on what this term initially appeared abroad covers. According to the existing definitions, eco-anxiety always combines two characteristics: a feeling of concern, worry, anxiety and anguish felt by certain individuals and which is provoked by current upheavals or by threats to the environment, linked in particular to climate change.

 

According to an online survey by Charline Schmerber, a psychotherapy practitioner, of 1,200 people (not representative of the French population as a whole), 90% of respondents say that environmental degradation creates a feeling of anxiety in them. This anxiety is not only related to the environment or climate change. It is an anxiety described as “systemic”, also linked to wars, violence, economic or health risks and therefore the risk of a “collapse” of society as we know it. The survey also reveals that 80% of respondents feel that environmental problems have reduced their confidence in the future. 

 

Climate change may not yet have a direct and visible impact on your company, but it does have a direct impact on the people who make it happen. If employees suffer from a sense of anxiety and concern about the world, they can quickly lose their motivation and commitment to their work. Many will want to question their place in society and the meaning of their job, and if managers do not quickly become aware of these issues and support them, the employees concerned can quickly become disengaged on a daily basis.

 

 

In search of lost meaning

According to an IFOP survey for Philonomist, 82% of French employees believe that the company is responsible for their happiness. However, 49% say they are sometimes led to act against their values and 37% would be willing to earn less in exchange for meaningful work. The expectations of French employees are evolving and thus, taking into account the values and the impact of a company on society is now a crucial factor of commitment. Today’s workforce makes it a point to be accountable for the impact of their actions. Employees want to be able to discuss the purpose of their actions, not just execute them.

 

A study conducted by the OpinionWay polling institute on behalf of Factorial also shows that the relationship between the French working population and work is being profoundly questioned. Thus, 33% of French people said they had lost all meaning in their professional activity since the beginning of the crisis. Many of them consider that work is not a source of pleasure or interest, but rather that it is above all a food necessity (68%) and that if it were financially possible, they would stop working altogether (62%).

 

Thus, it is crucial for companies to take into account these new expectations and to transform themselves to meet the aspirations of their employees. The company and the people within it are interdependent and cannot exist without each other. If employees do not find this lost meaning, then disengagement will increase and companies will have no choice but to reinvent themselves. Why wait for this point of no return, when it is possible to initiate change today?

  

Shuffle or lose the game

As mentioned in the introduction to this article, the sixth IPCC report is alarming. Indeed, according to the experts, there is still a chance to improve the situation, which is getting smaller every year. Carbon neutrality should be achieved and action taken immediately.  

 

Companies therefore have all the cards in their hands to initiate – or accelerate – their ecological transition, and they have every reason to do so. Both to preserve the environment and to ensure their sustainability. Indeed, companies will not be able to survive in the world described by the IPCC report if efforts are not made. If they don’t do it for themselves, they will at least have to do it to ensure the productivity of their teams, to preserve their talents and to engage their employees. With training, we want to change the rules of the game, to sustainably transform the company and thus play longer.

 

 

In conclusion, the process of raising awareness about the state of the planet is underway. However, this process must be encouraged and initiated by companies. To transform the company, large-scale training is essential. It allows for massive training of employees on the crucial subjects of sustainable development, and to raise awareness of the consequences that our human activities can have on ecosystems. Learning is first and foremost understanding, which allows us to act. 

To go further, discover Coorpecology, the online training platform dedicated to sustainable transformation👉 https://www.coorpacademy.com/formation-en-ligne/coorpecology/ 

 

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