feat: add otrs.com custom parser (#353)
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<div class="dateplusauthor"><span>18/03/2019</span> | <a href="https://otrs.com/otrsmag/author/andremindermann/" title="Posts by André Mindermann" rel="author">André Mindermann</a></div>
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<h1>Silver Society – The young old people</h1>
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<div class="font-size-big"><p>Older workers are often<br>
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considered less efficient,<br>
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less innovative in their thinking<br>
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and not open to change.<br>
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Is that true or do we<br>
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have to change our attitude?</p>
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<div class="single-small-taglist"><a href="https://otrs.com/otrsmag/tag/company/" rel="tag">company</a> | <a href="https://otrs.com/otrsmag/tag/employees/" rel="tag">employees</a> | <a href="https://otrs.com/otrsmag/tag/human-resources/" rel="tag">Human Resources</a> | <a href="https://otrs.com/otrsmag/tag/strategy/" rel="tag">strategy</a> | <a href="https://otrs.com/otrsmag/tag/tips/" rel="tag">tips</a><br></div>
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<img src="https://otrs.com/wp-content/uploads/john-moeses-bauan-687723-unsplash-e1552667995546-1223x625.jpg" alt="young and old men go upstairs">
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<p>The world is getting old! All over. People are reaching higher ages than ever before in industrialized countries as well as in emerging economies and even lesser developed countries. The tempo is different in each place, but the problem is universal. As older populations increase, many systems are under pressure to adapt. And it is already clear today that the impacts of an aging population will become more and more noticable in coming decades.</p>
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<p>The fact is that the older generation is becoming more and more important as a consumer. And, companies also have to think about making changes to their employee structure and culture to embrace this generation.</p>
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<p>According to experts interviewed, there is concern that the generation of people who are 60 and over will no longer live up to today’s dynamic changes, are less efficient and do not have innovative thinking. Also, the elderly are not viewed as open to change. The rapid technological development and the ever-increasing complexity are considered further difficulties.</p>
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<p>However, the trend clearly shows that more and more older people do not want to retire in the future, and they want to continue working because working longer can help you to stay fit and active.</p>
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<blockquote class="gr-14 push-5" style="margin:0px;">
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<div class="blockquote-inner">Working, social contact and an active life helps to maintain performance and supports fitness in older age.”</div>
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<p>And that’s good, because one thing is certain: older employees have potential. Certainly, they bring a different kind of potential than someone who is just starting a career or a colleague in the “peak” of their career, but they are still important. Of course.</p>
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<p>This thinking leads me to ask myself several questions:</p>
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<li>What do companies need to do to benefit from their older employees?</li>
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<li>Or in other words – do we want to “profit” from them in the traditional meaning at all?</li>
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<li>What is important to us, as leaders, in dealing with our older colleagues?</li>
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<li>Do I have to structure my company in such a way that I have employees that bring me the most profit or that I also have the need for employees over 60?</li>
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<li>Or is the value of these people completely different and I need a much broader view when looking at this topic?</li>
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<li>Do we have to free ourselves from a purely business perspective? I guess, yes.</li>
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<p> </p>
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<p>Therefore, we require cultural reorientation. We need to rethink, so to speak.</p>
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<p>The corporate culture should be age-friendly. This means that older employees should not seen as a burden, but instead as valuable and useful. And they are – older colleagues can impart important knowledge to younger employees and act as role models.</p>
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<p>What is the challenge when older people and younger employees meet?</p>
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<p><strong>Internalizing diversity and differences as a normal cultural state.</strong></p>
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<p>That means acceptance and equality of people who are different. So basically, we have the same challenge as with all kinds of diversity, be it skin color, origin, religion, political attitude, sexual orientation or gender. This awareness clearly leads us to the fact that, in the context of productivity and efficiency, older people cannot be compared to the “young go-getters.” And they should not be.</p>
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<p>It’s not about integrating older people so that they achieve the same goals as 25-year-old employees. No, it’s about creating togetherness, breaking down prejudices, setting aside false expectations or ideas about the “benefit” of an employee, and instead thinking about each person individually. Because that is exactly what is needed if, despite age differences, we want to work together, live side-by-side and support each other.</p>
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<p>Employees make their contribution not only by achieving sales figures in the shortest possible time with as much overtime as possible using state-of-the-art technology, but also by enriching others and the work environment.  The people themselves are the contribution. With all their differences. And especially when they do their jobs with pleasure.</p>
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<p>We must take into account that, in contrast to earlier times, a lot has changed.</p>
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<p>Older people today live completely differently and they feel younger and younger. Surveys show that their perceived age is between 10 and 20 years younger than their biological age. Due to our medical advances, people today increasingly reach a ripe old age with few health concerns. As a consequence, the desire for a more active, self-directed life arises. The traditional ideas of elderly activities and retirement homes are becoming less common. Rather, people who are older seek to not only live as long as possible without help, but to also live consciously and well.</p>
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<p>All this shows how aging has changed. People beyond 60 years old today are socially interwoven differently than before. These changes contribute to the fact that “generation wars” are less likely to occur in companies than feared, because older people today have a completely different mentality, hence “are different” and use their potential to remain socially active.</p>
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<p>They are also, so to speak, “up for a challenge.” They are curious and inquisitive. That is why you should train older employees in dealing with new work techniques or technology and should establish systems that specifically promote the exchange between younger and older colleagues. This enables the shared transfer and receipt of experiences.</p>
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<p>But despite everything, such progress does not mean a loss of diversity.</p>
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<p>Even as they learn new skills, older people retain their qualifications, experience, social skills and, last but not least, serenity. Instead, it’s simply about the human being as an individual and giving each individual the opportunity to learn and grow.</p>
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<blockquote class="gr-14 push-5" style="margin:0px;">
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<div class="blockquote-inner">The new culture of aging requires a new corporate culture. It requires today’s management to rethink their take on older employees.</div>
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<cite></cite>
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<p>The skills older employees bring can be huge benefits within the intergenerational teams that will inevitably form; however, age-related discrepancies can also lead to misunderstandings. In these teams, therefore, greater attention must be paid to avoid discrimination and clique formation. For example, diversity-sensitive management can help develop the aforementioned corporate culture and establish clear task distribution.</p>
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<p>All these reflections show us very clearly that each individual has different motives, different goals, different possibilities and different priorities. For example, someone just entering the workforce is hoping for career opportunities, whereas an older employee is hoping to be part of something, to be involved in something and not to stand on the proverbial sidelines.</p>
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<p>Both will deliver different work results to a company, but if we give both of them the freedom to do so, to act in accordance with their personal goals, we will enjoy two different, yet equally important and good, results. This comes from the fact that each adapted to the circumstances and neither was tied to unrealistic expectations.</p>
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<p>So if we break away from traditional ways of thinking, both entrepreneurially and personally, we will most likely be able to reach more because we will be freer. We will not only view record sales figures as a success, but also a thriving corporate culture. A coexistence of different people.</p>
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<p>As is often the case, it is also about our personal commitment. Each of us can make a significant contribution by integrating older colleagues into the company. The employer can support this through face-to-face discussions, education and informational campaigns.</p>
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<p>Please never forget: We all become old – if we are lucky.</p>
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Text: <a href="https://otrs.com/otrsmag/author/andremindermann/" title="Posts by André Mindermann" rel="author">André Mindermann</a><br>
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Photos: John Moeses Bauan on Unsplash </div>
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<h3 class="headline-2">Categories</h3>
|
||||
<ul class="cat-listing"> <li class="cat-item cat-item-630"><a href="https://otrs.com/otrsmag/category/corporate-security/" title="Corporate security is a top concern for today's businesses. Disguised by the Internet, criminals would like nothing better than
|
||||
to profit from your business' data or disrupt your service delivery. They lurk in the shadows while your corporate security team races
|
||||
to improve upon their security initiatives, keeping the company, employees and customers safe. Despite all of the planning, attacks can still happen.
|
||||
When they do, the corporate security team's response must be measured, communicated and documented.
|
||||
|
||||
In this section of OTRSmag, our internal security expert Jens Bothe leads the conversation. With help from guest bloggers, he examines
|
||||
the corporate security landscape and ponders tomorrow's security trends/needs. As they share tactical advice, like implementing structured workflows,
|
||||
and theoretical dialogue, such as the responsibility cloud service providers assume on behalf of their customers,
|
||||
we invite you to join the OTRS security team in examining the best ways to protect your business from modern threats.">Corporate Security</a> (7)
|
||||
</li>
|
||||
<li class="cat-item cat-item-591"><a href="https://otrs.com/otrsmag/category/customer-service/" title="Customer service is changing.
|
||||
While picking up the phone and "pressing 1" for help was exciting back in the mid-1900s,
|
||||
today's users have hung up their handsets and replaced them with mobile devices, social media
|
||||
and self-service tools. They want answers quickly and creatively. They want personal, customized
|
||||
attention in all of their transactions. They are vocal: a struggle when working with frustrated customers,
|
||||
but a huge business opportunity when the customer service team delivers joy.
|
||||
|
||||
How do businesses keep pace with the changing needs of today's customers? How can they provide
|
||||
a level of service that differentiates them from their competitors, turning customers into raving fans?
|
||||
How can the customer service team support and integrate with other internal departments
|
||||
to serve as better customer advocates? What limits or supports customer service success? In this section,
|
||||
we examine these questions and others through the lenses of technology, process, team building and corporate strategy.">Customer Service</a> (7)
|
||||
</li>
|
||||
<li class="cat-item cat-item-645"><a href="https://otrs.com/otrsmag/category/digital-transformation/" title="Digital transformation is more than a business trend. It is the concept of holistically stepping back
|
||||
and looking at one's business to see if it's keeping pace with the needs of today's customers. Its goal is
|
||||
to transform your business in such a way that it will best take advantage of the myriad of digital tools available
|
||||
so that customers are able to interact with your brand effectively, easily and happily. There are a wide variety
|
||||
of factors that contribute to successful implementation of digital transformation initiatives.
|
||||
|
||||
At OTRS, we are fortunate to have a digital transformation expert as part of our leadership team.
|
||||
Sabine Riedel, along with the rest of the company and managing board, is actively striving to implement
|
||||
the concepts of digital transformation within OTRS. Along the journey, she and other guest bloggers share their
|
||||
digital transformation thoughts with today's business leaders: in this section, enjoy a variety of digital transformation
|
||||
best practices, related theories, and how-tos that you can consider as you look at ways to transform
|
||||
the customer experience in your organization.">Digital Transformation</a> (5)
|
||||
</li>
|
||||
<li class="cat-item cat-item-24"><a href="https://otrs.com/otrsmag/category/general/" title="IT leaders of today are tasked with a full-spectrum of business analysis, planning, risk assessment and operations tasks. From ITSM and information security to DevOps and change management, it's a challenge to keep pace with the industry. In this section, our internal IT professionals touch on a variety of best practices, theories and how-tos to help CTOs and management teams guide the future of their organizations.
|
||||
|
||||
The section also contains a find a variety of news and information about OTRS and our corporate culture. ">General</a> (10)
|
||||
</li>
|
||||
<li class="cat-item cat-item-568"><a href="https://otrs.com/otrsmag/category/itsm/" title="ITSM, or IT service management, looks at the way in which technology is used and deployed to ensure that it is cost-effective,
|
||||
efficient and in line with overall business objectives. With today's businesses relying so heavily on technology to reach, serve and
|
||||
support customers, it has become critical to view IT as a service that can be managed and optimized so that the impact of all
|
||||
technology aspects can be maximized.
|
||||
|
||||
ITSM relies heavily on defined processes, such as those found in the ITIL framework. These processes add structure to the IT team's
|
||||
ability to design, operate and improve upon the IT environment. As such, the team is able to shift more seamlessly between help desk
|
||||
efforts and strategic thinking while at the same time positively impact the company's bottom line. From reviewing legacy systems to see
|
||||
if they still fit today's needs, to answering basic help desk queries, today's IT teams are continuously looking at assets to see if they
|
||||
fit the environment and/or can be improved.
|
||||
|
||||
In this section, we'll discuss popular frameworks, such as ITIL, and their impact on ITSM. We'll consider various tools and processes
|
||||
that support ITSM improvements. And, we'll talk with leaders – both internally and externally – about their ITSM experiences.">ITSM</a> (11)
|
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</li>
|
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</ul>
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|
||||
<a href="https://twitter.com/otrsgroup" target="_blank" class="social s1"></a><a href="https://www.facebook.com/OTRSGroup/" target="_blank" class="social s2"></a><a href="https://www.linkedin.com/company/otrs-ag" target="_blank" class="social s3"></a><a href="https://www.youtube.com/user/OTRSGroup" target="_blank" class="social s4"></a>
|
||||
</div>
|
||||
</div>
|
||||
</div>
|
||||
</aside>
|
||||
</footer>
|
||||
|
||||
|
||||
|
||||
|
||||
<noscript><iframe src="https://www.googletagmanager.com/ns.html?id=GTM-T2JB8D" height="0" width="0" style="display:none;visibility:hidden"></iframe></noscript>
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
|
||||
</body>
|
||||
</html>
|
||||
@ -0,0 +1,38 @@
|
||||
export const OtrsComExtractor = {
|
||||
domain: 'otrs.com',
|
||||
|
||||
title: {
|
||||
selectors: ['#main article h1'],
|
||||
},
|
||||
|
||||
author: {
|
||||
selectors: ['div.dateplusauthor a'],
|
||||
},
|
||||
|
||||
date_published: {
|
||||
selectors: [['meta[name="article:published_time"]', 'value']],
|
||||
},
|
||||
|
||||
dek: {
|
||||
selectors: [['meta[name="og:description"]', 'value']],
|
||||
},
|
||||
|
||||
lead_image_url: {
|
||||
selectors: [['meta[name="og:image"]', 'value']],
|
||||
},
|
||||
|
||||
content: {
|
||||
selectors: ['#main article'],
|
||||
|
||||
defaultCleaner: false,
|
||||
|
||||
transforms: {},
|
||||
|
||||
clean: [
|
||||
'div.dateplusauthor',
|
||||
'div.gr-12.push-6.footershare',
|
||||
'#atftbx',
|
||||
'div.category-modul',
|
||||
],
|
||||
},
|
||||
};
|
||||
Loading…
Reference in New Issue