July 08, 2008

Why the Top 10 Workplace Stresses and Irritations Aren't Likely to Go Away

Author David R. Butcher published an earlier article via ThomasNet on the "Top 10 Workplace Stresses and Irritations" that lists the top causes of such work-related stress and irritation and also discusses the Top 10 Colleague Irritations.

 Top 10 Work Stresses listed include: Stressed_girl
1) Workload
2) Feeling undervalued
3) Deadlines
4) Type of work people have to do
5) Having to take on other people’s work
6) Lack of job satisfaction
7) Lack of control over the working day
8) Having to work long hours
9) Frustration with the working environment
10) Targets

Top 10 Colleague Irritations listed include:
1) Seeing others not pulling their weight
2) Managers changing their minds about what they want to be done
3) Lack of support from managers
4) Pressure from managers
5) Feeling put-upon by managers
6) Interruptions by colleagues
7) Interruptions by managers
8) Bullying behavior by managers
9) Lack of support from colleagues
10) Bullying behavior by colleagues

While the above information is interesting, what I really liked was the article's reference to some common questions asked by managers with respect to "managing their bosses,”

The article provides a link to the article "10 rules to manage your boss" produced by Jacques Horovitz, a Professor of Service Strategy, Service Marketing & Service Management at IMD, considered one of the world's leading business schools

May 06, 2008

Is Letting Them Go a Wise Strategy?

Leslie Levine is a seasoned author who writes great stuff about what's happening in toe workforce.  One of the articles she wrote about developing your employees, entitled "Let Em Go" struck a nerve with me.
Brain_drain
She cites how some businesses view the anticipated departure of Baby Boomer s as an exodus, which is a fairly dramatic term. Is that what you see happening at your company? Even if you don´t know when your older employees plan to leave it still behooves you to have some idea. Clearly, you don´t want to be caught off guard, especially if your competition has been planning all along. Here are some points to consider:

She presents in this article a series of probing questions that aren't intended to put you into a panic but rather to remind you that the future is here.

She refers to David Delong, author of the book, "Lost Knowledge: Confronting the Threat of an Aging Workforce", and a management consultant and researcher at MIT´s AgeLab, stated on NPR that Leaving workforce with knowledge that didn't exist 20 years ago.

He also said that between 2003 and 2013 the age group of 50-64 will grow 40 percent while the age group 35-49 will shrink 10 percent. Those are numbers that no business can afford to ignore. What will you do?

I'll also suggest a alternative view that I hope evokes some discussion...

What of the "knowledge" held by baby boomers is worth passing along to the younger generations?

I throw out this question, because, depending upon which industry you are in, the "entrenched" thinking of these workers may be viewed as a factor in prohibiting new ideas from being developed.

So, is it always valid to assume that the "boomer knowledge bank" should be passed on?  Readers, care to share your experiences?

April 06, 2008

Why Women in Leadership Means Good Business

Thanks to Kellye Whitney managing editor for Talent Management magazine, wrote an excellent piece "Women in Leadership Means Good Business" in early April.

She cites "One of the most compelling reasons for an organization to payAddition_error attention to the demographic makeup of its workforce is that a diverse employee base can have significant bottom-line impact.  Yet, when the issue is workplace gender balance and actualizing women's economic and leadership potential, the United States trails behind less developed countries.

This well written article also identifies what companies that want to succeed in the 21st century will have to do to realize the full potential of women and make the necessary investments to nurture their talent.

Additionally, this piece also poses the question "Why are we spending a bunch trying to understand overseas markets while ignoring the basic dynamics of the  men and women in our own workforces?" 

The argument made in Kellye's portrayal, backed up by sound research, is both troubling and compelling when you realize that companies which claim to be recruiting, attracting, retaining and promoting the best possible talent, in reality are recruiting and promoting 80 percent men. 

Fuzzy Math, perhaps? It doesn't seem to add up to me.

March 11, 2008

The Future Workforce - Predictions about how Workforce Development is Changing

I have been discussing in this blog, as well as my numerous speaking stints around the country, about how the workforce development process is changing. 

A like-minded fellow, author, researcher and teacher Floyd Kemske a really smart guyFloyd_kemske and a voracious writer, provides some additional insights into the way we will recruit, develop and retain our workforce.

  1. Lifelong learning will be a requirement.
  2. The focus of training/learning activities will be on performance improvement and not just on skill building.
  3. Employees with varied skills and competencies will be valued more highly than those with a depth of expertise in a single area.
  4. Problem solving and decision making will become a required curriculum with practical work problems as the training medium.
  5. Training will be delivered "just in time," wherever people need it, using a variety of technologies.
  6. Companies will demand constant personal growth, and employees will respond positively to higher expectations.
  7. It will not be possible to survive in the workplace without basic computer skills.
  8. People who can learn new skills/competencies quickly will be highly valued in a faster changing world.
  9. Team projects and special assignments will be a major factor in personal development.
  10. As the computer-savvy generation is more assimilated into the workforce, employees will become much more productive in complex tasks and less dependent on other people and departments.

February 04, 2008

They Still Don't Get It...

A recent article I found on the Columbia News Service proves that the construction industry still doesn't get the idea that women NEED to be an increasing part of the skilled construction workforce.

A well written article, entitled "Hard-hatted women struggle to land construction jobs"  produced by Julia Marsh, chronicles the current-day struggles that women fact in this male-dominated industry.  Read on, I think you'll be amazed at what a long way the industry still needs to go - and how the worker shortage in construction will continue until enlightened leadership steps forward.

Carole Jordan’s first day at work was a frigid January morning in 2003. She rose early and arrived at the job site by 6:30 a.m. After eight hours of standing on concrete, carrying sheetrock up and down stairs, Jordan left the skeleton of the skyscraper she was helping to build, arrived home by 5 p.m. and collapsed in bed by 6.

"After the first two weeks I thought I was dying. Muscles I didn’t even know I had were aching," said Jordan, a native New Yorker who is in her late 40s.

A little more than three years later, the elements haven’t proved to be the hardest part of Jordan’s career as a construction worker.

"It’s a man’s world," she said. "You work hard, come to the job every day and you’re often not given a shot" at a promotion.

Jordan is among a small but budding number of women entering what is officially called nontraditional employment--a range of jobs that includes fishing and firefighting, the toughest of which to break into is the construction industry. About 900,000 women across the United States work in some form of construction, be it brick masonry or drywall installation, a rise of 18 percent over the last eight years, according to the National Association for Women in Construction.

Though the Equal Employment Opportunity Act was passed in the early 1970s, women account for only 9 percent of construction workers, according to the Bureau of Labor Statistics, which recently published a survey showing that 88 percent of those women had experienced sexual harassment on the job.

Jordan sat at a table with two other women, Olga Aguilar, 29, and Donna Kielbasa, 28, at the New York headquarters of a job-training nonprofit group called Nontraditional Employment for Women, known as NEW. The three came through NEW’s construction school, a six-week program in which they learned to read blueprints and handle skill saws. Seventy percent of graduates are placed in jobs averaging $53,000 a year in the construction, transportation and utilities industries.

The NEW model of supporting women in blue-collar trades is also used by sister organizations like Tradeswomen Inc. in California and the North Carolina group Charm and Hammer.

All three women had some history in construction. Aguilar’s father renovated homes. Jordan’s childhood mentor was a woodworker. Kielbasa built tree houses.

"I always liked to work with my hands and wear my jeans," Aguilar said, slapping her paint-speckled pants. "The better angle is that I make $16 an hour."

The lure for many women, said NEW's director, Anne Rascon, is a desire for economic independence. Rascon, who worked in a gold mine in California to pay for college, added, "Our experience has been that the women spend their 20s cycling through dead-end, low-wage jobs, and then a light goes on and they see us as an alternative."

Women entering the trades are ethnically diverse, typically about 31 years old and single heads of households, according to statistics from advocacy groups.

Participants of Hard Hatted Women, Cleveland’s version of NEW, which also began in the late 1970s, have an average income of $15,000 before entering the training program. The pay they receive in their first jobs is $11.50 an hour, which with overtime and union benefits comes to an annual salary of just under $30,000.

"It’s a different kind of lifestyle," Rascon said. "You have to like getting up early, working in the hot and cold weather."

Though the women have to be prepared for physical work, technology is such today that workers no longer have to rely solely on brute strength.

The women also often have to go it alone. Though the current job the NEW graduates are working on, a building for City University of New York, has a relatively high 7-to-45 ratio of women to men, in many cases there may be only one woman on a site.

"The women have it real rough," said Kevin Simmons, shop steward for the CUNY site. "I tip my hat to the ones that last."

Although the construction industry has experienced a labor shortage in recent years, one of the greatest challenges to bringing in women is simple recruitment.

"A lot of women don’t think about it," said Nancy Gentile, former chairwoman of the Committee of Women in the Trades, a division of the AFL-CIO. "They’re raised on Barbie dolls, not tools."

Though trade unions are mandated to train a certain percentage of women in construction, for Aguilar and Jordan the unions still have an old boys club feeling.

"Have you been in a union hall?" Aguilar asked. "It’s all white Irish men sitting in the directors' chairs."

Jordan switched out of a floor-covering apprenticeship, when, she said, she was twice overlooked by her construction teacher and then by a union director to fill job openings.

Kielbasa and Jordan said the harassment they had encountered included lurid sexual drawings at the site and come-ons by coworkers. Sometimes the discrimination is less overt or emerges as a lack of awareness about women’s needs in a male-dominated environment.

The three women said that at their most recent job, the one portable toilet for seven women was being used regularly by men. Also, without any running water to wash their hands, the women found it unsanitary to switch from fitting insulation to using the facilities during menstruation.

"Sometimes I feel like a stepchild [and] I don’t want to be too much of a problem," Aguilar said. "But are we a problem now that we need a place to wash our hands when we have a ‘woman’s issue?’"

But as Beth Young, director of Tradeswomen Inc., points out, it’s less of an anomaly to see a woman with a tool belt slung on her hip than it was 20 years ago when she worked as a crane operator.

"When I started I was told straight up, women don’t belong here," Young said. "[People thought] I either wanted to be a man or I wanted to get a man. I just wanted to get a paycheck like anyone else."

January 24, 2008

Myths about Gen X in the Workforce - They don't want to grow up

The Reality:

They really don't know how.

The youngest generations in today's workforce are facing a delayed adulthood. They are getting married later, having children later and just generally facing the "real world" later. This isn't the result of a mutated maturity gene, it just is. And if we are being completely honest, Boomers had a lot to do with why it's happening.

First, as parents, Boomers had a tendency to coddle their children and use their own good fortune to make sure their children didn't experience adversity. Second, as career models, Boomers demonstrated the toll of working long hours and "paying one's dues" in a way that made their children less likely to follow in their footsteps. Millenials today look at the corporate ladder and think, "there must be another way."Career_ladder

My advice to you—don't waste time wishing they were different. Don't spend your energy comparing today's youth to the desires and drive you had at age 18. These employees are not a reflection of you, nor are they an earlier version of you. And again, that is okay. Your task is to take this new understanding and use it to reposition how you interact with, motivate and reward your staff.

Take attire for instance. Your 18-year-old self would have gladly donned whatever uniform was necessary to fit the company mold. Be it pressed khakis and a tie or a specific corporate uniform, fitting in was part of the package. Today's youth wants to stand out. They want their individuality to shine through even when required to provide a consistent standard of service and performance. Balancing corporate needs with individual desires takes some creative thinking.

Home Depot is one company that has addressed this dilemma at a very basic level—company uniforms. They simply require that all employees wear a standard Home Depot apron. Be yourself underneath (within reason) and show the customer that you are on the Home Depot team with this bright orange apron. Is there a standard that you can adopt to accommodate individual preferences? Something to think about.

Thanks to Cam Marsten for research cited in this article

January 15, 2008

Boomers Defy Traditional Retirement Through 'Re-careering'

Although the demand for talent continues to escalate as millions of BabyOlder_worker_advantage Boomers reach retirement age, a growing number of these professionals are "re-careering," or changing professions mid to late in their careers, according to more than 270 international recruiters surveyed by Korn Ferry

read more | digg story

January 09, 2008

Mining "silver" becoming increasingly popular

Looking for work in Japan? Shigeo Hirano  says you may have an edge if you are older than 60.  Hirano, president of staffing agency Mystar 60 Corp., says so-called "silver" workers are in growing demand as Japan's population ages.

"Japan's best engineers and technicians are leaving factories and officesMiner for retirement," said Hirano, who heads the employment company which specializes in finding jobs for those aged 60 and over.  "Companies are realizing that hiring the elderly is the only way to retain high levels of skills and expertise," added Hirano, himself a sprightly 63.

A decline in young workers globally is exacerbating the concern as  the population ages at an unprecedented pace. The proportion of people over the age of 65 to total population is already the world's highest at 20 percent of Japan's population of 127 million people. The figure is forecast to hit 40 percent by 2055.

This and other information characterizing the worsening labor crunch were chronicled in a Reuters article published in the Boston Globe entitled "Greying workers wanted for hire in aging Japan"

Recruitment of "silver workers" is projected to play an increasing role in the quest for competent, experienced staff.  It is just one of many strategies to ensure the workforce needed for the 21st century.



Factors Shaping Our Future Workforce - Part 3 - Many Generations of Co-Workers

At the risk of repeating much of what I've covered in previous posts regarding the multi-generational workforce, we are looking at a shortfall of approximately 10 million workers by 2012-2015 considering the pending retirement of the baby-boomer workforce. 

Much of this "body of knowledge" as we already know will be supplanted by the theMultigen Gen-X and Gen-y (millennial) generations of workers.  The current management challenge is getting these generations to interact productively with the existing baby boomer and traditionalists in the workforce.

But, remember that this is a moving target.  The baby boomers and traditionalists will continue to retire and by 2050 in the USA we will have four different or even five generations that will be working together in the work force.

Thus, having a PROCESS for facilitating productive workforce interaction, is a necessity!  If you think that a short-term "patch" will get you over the problem, you aren't being realistic.

Finding and keeping the best and the brightest from all the generations will continue to be THE challenge of the future.  Communication, management, training, remuneration and time scheduling will all be affected by the multi-generational workforce. 

As the human resource gets increasingly scarce, you can expect that like any precious commodity, it will become the domain of "asset managers" who know how to acquire, cultivate and preserve these assets at their maximum value.

Will you be one of these "asset managers?"

December 11, 2007

Females building trust: Women in construction prove selves

After she graduated from high school in 1978 and started driving a forklift for Corning Glassworks, she had a "horrendous" time getting her career in construction off the ground, or even getting respect, period.   Ryals is no longer underestimated, thanks to her years of quality work. And she believes that women in general are now much more welcome in what traditionally has been a male-dominated field.

read more | digg story

November 11, 2007

Not bad for a McJob

Mcdonalds One high profile example of a corporation tackling their employer brand head-on is McDonalds, who rely on a steady supply of Human Capital to give their business and their brand life.

After the term 'McJob' appeared in the Oxford English Dictionary, being described as having low pay and poor prospects, McDonalds responded in 2006 with the challenging 'Not bad for a McJob' campaign.

The McDonalds fight-back campaign featured posters including examples of health policies, flexible working hours and prospects for promotion, with the objective of improving their public image as an employer of choice and ensuring their employees felt 'McRespected' and 'McValued'.

McDonalds represents an extreme example, but other companies across the world dedicate much time and resource to winning coveted places in top employer listings, such as the Sunday Times Top 100 Companies to Work For in the UK and the 100 Best Employers to work for in Canada. And, according to Sheffield University, its a case of 'Who Cares Wins' in todays job market.

November 08, 2007

Where to Find Women Building Bridges

Responding to the London 2012 Olympics and the push to get women into Construction, members of the WorcNet Women’s network, based in Skipton, hosted a “Women Into Construction” seminar at the Craven College Construction Launch event on Monday 5 June.

The seminar included presentations from two women ambassadors from theWorcnet_uk Construction Industry Training Board. Vicky Belton works as a Civil Engineer and Helen Dickinson as a Quantity Surveyor, they each presented on their journey and experiences as women in the construction industry. Attique Barlas told the audience of a scheme to introduce minority groups and women into construction, offering a four week placement and a guaranteed interview which could lead to a job and further training. Mary Kelly gave a very inspiring talk on the work of the Walter Segal Trust which supports people who are interested in self build opportunities, and Keith and Jane Barber from SHE Build UK told of their business which employs and trains women construction workers for their property management and development company in Bradford.

Members of the North Northumberland and Cumbrian Women’s Networks who travelled down to the Launch event are taking back information to their own networks and local colleges in a bid to establish a similar project in their own areas.

Following the formal launch event, some of the WorcNet members who are currently undertaking a 10 week starter course in construction, hosted an evening dinner at the Rendezvous Hotel for the speakers and the guests from other networks, where they talked about their experiences on the course and their hopes for the future.

WorcNet Co-ordinator Debi Hawkins said “We are really pleased that 11 of our members have taken part in this first Women In Construction course and we are working with the College to progress women into more specialized courses later on in the year. We hope to be running another Women In Construction course from September. We will be having a Women In Construction taster day in September which will include presentations, workshops and hands on activities.”

For more information on WorcNet, the courses or the taster day please contact Debi, Kath or Karen on 01756 692788 or worcnet@craven-college.ac.uk

November 07, 2007

Here where the new jobs (and job growth) will be

There's a lot projected to happen as relates to skilled jobs, according to a recent report published by the Bureau of Labor Statistics. Among the interesting data of this report:

WHERE THE SKILLED JOBS WILL BE
The Bureau of Labor Statistics projections of employment in 2014 suggest that apart from IT-related occupations, most other scientific, technological, engineering and mathematical (STEM) professions are expected to grow moderately, at rates similar to those for the entire U.S. labor force. Only three specific STEM occupations are expected to actually decline in employment, and all of those projected declines are quite small.
High projected growth rates (20 percent or better):

  • Forensic science technicians +36%
  • Medical scientists & epidemiologists (summary) +34
  • Hydrologists +32
  • Biomedical engineers +31
  • Computer specialists (summary) +31
  • Network systems & data communications analysts +55
  • Computer software engineers +46
  • Network & computer systems administrators +38
  • Database administrators +38
  • Computer systems analysts +31
  • Computer & information scientists, research +26
  • Computer support specialists +23
  • Computer specialists, all other +19
  • Environmental engineers +30
  • Computer & information systems managers +26
  • Environmental engineering technicians +24
  • Actuaries +23
  • Life scientists (summary) +21
  • Market and survey researchers (summary) +20
  • Other life, physical, & social science technicians +20

Low projected growth rates (five percent or less):

  • Sociologists +5
  • Statisticians +5
  • Architectural and civil drafters +5
  • Chemical technicians +4
  • Historians +4
  • Mathematical technicians +3
  • Computer programmers +2
  • Electrical and electronics drafters +1
  • Petroleum engineers -0
  • Mathematicians -1
  • Mining & geological engineers, incl. mining safety -2

 

  • WOMEN INCREASE IN THE WORKFORCE - Also of note is the projection that over theWoman_engineer_2 2004-14 projection period, the number of women in the labor force is projected to grow by 10.9 percent, faster than the 9.1 percent growth projected for men. As a result, women's share of the labor force is expected to increase from 46.4 percent in 2004 to 46.8 percent by 2014.
  • GROWTH OF THE HISPANIC WORK GROUP -“By 2014, the Hispanic labor force isHispanic_worker expected to reach 25.8 million, due to faster population growth resulting from a younger population, higher fertility rates, and increased immigration levels.

    Despite relatively slow growth, whites will remain the largest group, composing 80.2 percent of the labor force. Blacks will constitute 12.0 percent of the labor force. Asians will continue to be the fastest growing race group, climbing to 5.1 percent of the labor force in 2014.

and finally, a topic we've covered extensively both on this blogspace as well as my speaking engagements around the country:

  • CHANGES IN THE MAKEUP OF THE LABOR FORCE -The labor force will change in composition, as a result of changes in both the composition of the population and in the rates of labor force participation across demographic groups. The projected labor force growth will be affected by the aging of the baby-boom generation — persons born between 1946 and 1964. Older_workers_wanted

    In 2014, baby-boomers will be ages 50 to 68 years, and this age group will grow significantly over the 2004-2014 period. The labor force will continue to age, with the number of workers in the 55-and-older group projected to grow by 49.1 percent, nearly five times the 10 percent growth projected for the overall labor force. Youths between the ages of 16 and 24.will decline in numbers and lose share of the labor force, from 15.1 percent in 2004 to 13.7 percent in 2014.

    Prime-age workers. those between the ages of 25 and 54 also will lose share of the labor force, from 69.3 percent in 2004 to 65.2 percent in 2014. The 55-and-older age group, on the other hand, is projected to gain share of the labor force, from 15.6 percent to 21.2 percent.

November 06, 2007

Do you Understand Older Workers Priorities & Work Life Balance Concerns?

Older workers are one of the keys to the "War for Talent", but many employers do not understand these workers.   There are many different types of workers in this age group, and each one requires a different key to unlocking their potential.Key_collection

Older members of the workforce who have extensive experience and skill, also have a significantly different "point of view" when it comes to what is important to them.  Firms and organizations alike need to recognize these  personal priorities, which include the important "work-life balance" element

Consider the many varied "situations" you'll discover when you examine a "cross-section" of these workers in almost every business and organization:

  1. Those that are stable and settled:
    (and may have no further career aspirations)
  2. The workers who are motivated by reputation,
    (they're seeking status and have a need for achievement that is still growing)
  3. Workers who feel vulnerability
    (may feel that their "value" is diminished through reduced capability or feel that their skills are no longer up to date)
  4. Those who are more engaged or feel their work more is important than in past periods of intermittent or part-time working. 
    (many women re-entering the workforce with grown families fit into this category)
  5. People who are more confident, and ready for new challenges
    (ready for anything new, or are ready to try self employment)
  6. and workers who are anxious about being displaced by younger colleagues

As you can see, each of these "categories" of workers are looking at employment from quite different points of view.  Keep checking back, as I'll be expanding on some ideas that you'll find useful in reaching out to each.

November 03, 2007

Men at Work - Gimme a Break !?!

Call it my warped sense of irony...

Women_at_work_2 I was driving down the road today and saw the DOT standard "MEN AT WORK" sign, and noted that there were 3 ladies on the work crew.  I wonder how often the average passerby even considers that these are not just MEN at work?

It should not be a surprise that increasingly, smart women are looking to the construction industry as careers.  The pay and benefits in the construction industry are the best in business and industry. Pay is based on knowledge, skills and experience. Additional coursework and degrees from higher educational institutions paves the way to promotions within the industry. And there are more jobs than employees available to fill the many positions in construction. Whether your ambition is to work in an office or in the field, furthering your education is a vital step in getting ahead and staying ahead.

Many women enter the field of construction because their husbands, fathers, brothers or uncles work in construction and they encourage their wives, daughters, sisters and nieces to come into the field with them. Other women start out working in a construction office processing paperwork and then advance into the field and up the career ladder. Still others like the idea of working outdoors, using their hands to build houses, commercial buildings, bridges and highways, supervising projects and providing a good income for their families.

Women can be found working in construction offices or on-site as architects, CAD technicians, interior designers, estimators, project managers and project superintendents. Some women work on surveying crews; others work as building inspectors and plans examiners for municipalities. The possibilities are unlimited.

There are several ways to learn the construction business.

  1. On-the-job training and apprenticeship programs have been the traditional route to construction jobs.
  2. College programs and courses in construction management, business, drafting, estimating, surveying, civil engineering, and mathematics prepare women for both office and field positions. Some women continue their educations at the university level. Networking with management and leadership groups helps in moving up the ladder.  Many colleges offer certificates and associate degrees in Architectural Drafting, Computer Aided Drafting, Building Safety and Construction Technology, Civil Engineering Technology, Surveying Technology, Construction Management and Welding. (before you laugh at welding - bear in mind that a journeyman welder with O/T can make $120-130k/yr)
  3. Want to check out construction from the comfort of your living room?  There are hundreds of "continuing education grade" courses on construction available online.  For example, RedVector has a large library of "fundamentals-level" online courses that will help anyone interested become familiar with the concepts and language of construction.
  4. Another resource is the Arizona State University, Del E. Webb School of Construction that offers a bachelor of science degree in Construction. Starting wages average $50,000 per year.

Looking for change and a career with a long-term future?  Check out these resources...

October 31, 2007

A Halloween Treat for You from the Evil HR Lady

I'm a fan of the "Evil HR Lady", who publicly claims to be "an HR professional in a Fortune 500 Company. I've hired, fired, managed pay and analyzed the numbers. I've even tried to cooperate with Finance, but, well you can guess how that turned out."

Lilly_munster She operates a great blog by the same name (Evil HR Lady) with a high volume of feedback that confirms that she is on the right track.

She recently published a great article called "The Coming Talent Shortage" that provided a response to the YouTube video about workforce demographic changes. 

Michael Moore
(the lawyer, not the other Michael Moore) posted a link to this video about the upcoming labor shortage.

This article is a "MUST READ" for people concerned about where our future experienced talent will come from.  Enjoy and let me know what you think!

October 20, 2007

On Temporary Jobs and Long-Term Labor Market Performance

One of the sites I frequent for it's great international discussion of "cause and effect" economic issues is the "Economist View", published and managed by Mark Thoma

Mark has published a very well done article entitled "Do Temporary Jobs Improve Workers Long-Term Labour Market Performance?" where he discusses a new study that contradicts previous thinking that on the job training increases skill levels and allows better employment outcomes.  His article argues that it is mainly better matching, not enhanced skills, that explains why temporary workers tend to do better in the labor market. This implies that there are informational or other problems preventing fully efficient labor market outcomes.

As usual, Mark does his usual "over the top" job of reporting, providing a rich collection of supporting materials and references.  Read this fascinating report - I believe it will change your point of view on this important topic.

October 10, 2007

Hiring Foreign Nationals: A Visa Programs Primer

In many situations, you may not be able to find "local" talent to fill a skilled labor requirement.  Obviously, there are a number of "alternative sources" from which you can source these needed skillsets.  When considering bringing in foreign workers, you and your team need to be aware of the myriad requirements, laws and issues associated with bringing foreign workers on board.

The good folks over at BLR (Business & Legal Reports) have provided a great source of information to help keep you out of hot water.  Their HR Daily Advisor newsletter, which provides in-depth professional guidance to those in the talent business, published a recent article you will not want to miss.

Entitled, "Hiring Foreign Nationals: A Visa Programs Primer", this great article will provide you useful information, including perspectives on your talent acquisition policies and procedures when it comes to hiring foreigners.

Check out this information, it can keep you out of trouble.


September 17, 2007

Why Do Women Only Represent 9% of the Engineering Workforce?

A report published by the American Society for Engineering Education 9_percent_2 paints a picture that should concern for all Americans.  While women represent 56% of  total U.S. undergraduate enrollment across all fields of study, Undergraduate engineering enrollment, is only 17% of the total at 366,361 in 2005, according to the ASEE study

Today, women represent only 9% of the Engineering workforce. 

There's a lot of good programs underway to turn this situation.  Women-in-engineering (WIE) programs, and the Society of Women Engineers (SWE) student chapters, other support mechanisms provide:

  •   Outreach/ K-12 education
  •   Learning and/or living communities
  •   Forums for discussing concerns/questions
  •   Connection with role models in academia, industry, government
  •   Mentoring (peer and professional-student)
  •   Advising
  •   Professional development and career guidance

It's premature to call this game before all of the innings have played out.  Never before have the prospects for women in engineering been better, nor have there been a stronger advocacy and support system available.  Let's get the word out.

The Engineering Workforce Commission also cites decreasing female enrollments since 2001; enrollment numbers remain virtually unchanged since 1984, and although Doctoral degrees have recently increased, these gains are being undercut by decreasing B.S. enrollments in Engineering.

August 31, 2007

Stopping the Evaporation of Graduate Women Engineers

There's a wealth of information and resources that are available to facilitate young women that are seeking to enter the engineering discipline.

The following is a partial list of sources you may wish to investigate:Woman_engineer


    Women in Engineering Programs and Advocates Network (WEPAN):

The mission of WEPAN is to be a “catalyst, advocate, and leading resource for institutional and national change that will result in the full participation of women in engineering”.

Society of Women Engineers (SWE): 

The mission of SWE is to “stimulate women to achieve full potential in careers as engineers and leaders, expand the image of the engineering profession as a positive force in improving the quality of life, and demonstrate the value of diversity.”

Yearly women in engineering literature reviews available

Assessing Women and Men in Engineering

Excellent annotated bibliographies, literature overviews

American Society for Engineering Education

Publishes Journal of Engineering Education, Prism Magazine, Engineering Colleges Profiles and Statistics, ASEE conference proceedings

Frontiers in Education conference proceedings

MentorNet: national electronic mentoring program

I've personally interacted with most of these organizations and can vouch for their passion and understanding of how to get more graduate engineers out of the "engineer pipeline"

Check them out!

August 24, 2007

Women to overtake men by 2012

Women_rock Citing better exam results that will catapult them to top at work , writer John Walsh of the Irish Independent wrote that women are well poised to take over the majority of top jobs in business, law, finance and the sciences within the next five years. And it's all because they are staying in education longer and getting better results than men.

The projections are made in a joint report from FÁS and the Economic and Social Research Institute which looks at the likely share-out of jobs by 2012. Just over a quarter of females will have degrees by then compared with only a fifth of men. A further 15.4 percent of females are expected to have attained diploma/certificate level compared with only 9.5 percent of men.

By contrast, nearly a fifth of men (18.9 percent) will drop out of school with only a Junior Certificate. Just 11.4 percent of women, however, will drop out at Junior Certificate level. Women tend to concentrate in clusters of occupations while men are in a greater range of jobs, some of which face uncertainty. The most obvious is construction where most workers are male. And the report, written by Dr Pete Lunn, Prof Gerry Hughes and Ms Nicola Doyle, suggests males workers would be more exposed if there were negative shocks to the housing market and the construction sector in general.

It predicts that, in the medium-term, overall jobs growth will be greatest in occupations that require third-level qualifications and high skill levels. Professional, associate professional and managerial occupations are expected to grow by more than 20 percent relative to 2005 figures. Outside of these high-skill occupations, some personal services occupations, including caring occupations such as childcare, are likely to experience similar expansion. Highest growth is expected in business, financial and the legal professions, where numbers are predicted to rise by nearly 50 percent.

Other occupations forecast to expand are managers and highly qualified workers in health, education and science. The report expects that two thirds of the health and education professions will be populated by female workers in 2012 - in fact 8.5 percent of all female workers will be in one or other of these areas. At present, around half of business, legal and other professionals such as psychologists, actors and information officers are women but the report predicts that their share will increase to 55 percent in the next five years.

In the case of science professionals, the report expects that women will account for 58.5 percent by 2012 compared with 41.5 percent in 1998. The category includes chemists, physicists and pharmacists. However, the proportion of women engineers, including software engineers, is expected to drop. This reflects the recent decline in numbers of females entering related courses. An area where women seem to be heading towards equality with men is management. In 1998, a third of managers were women but this is expected to reach 46.9 percent in five years.

However, Dr Lunn stressed this did not necessarily mean women were breaking through the 'glass ceiling' to the board room - it could simply be that more were being appointed to middle management and supervisory levels.

July 28, 2007

Women in Engineering - still a "Boys Club"

From "The Herman Trend Alert," by the Herman Group, a new alert, discussing Women in Engineering.  Like all of the excellent work The Herman Group does, it is an exceptional piece addressing a critical issue in the skilled workforce.

A recent study demonstrates clearly that the field of engineering is still primarily a "Boys Club". Only 20 percent of engineering degrees in the United States are earned by women; only 9% of American engineers are women.

Though a study by the Families and Work Institute showed that young men are taking a much more active role in their children’s lives, in the US and Europe, the majority of people still expect that most of the burden of housekeeping, childcare, school interface, looking after aging parents, and similar family duties are handled by the woman.

In many industries, an engineering career frequently demands long hours and lots of travel---difficult for a man, even harder for a woman. It is challenging to take care of a family when the job sometimes requires an emergency plant visit at 2am, or worse, weeks or months on assignment overseas.

When it comes to advancing in the corporate hierarchy, women engineers experience the most problems. There is a "systemic pressure," far more difficult than any "overt discrimination," that makes matters even more challenging for women engineers.

Nancy Bartels, Managing Editor for "Control" Magazine, interviewed a number of women engineers. Here’s what they want:

  • Treated with respect, as professionals, just like other engineers
  • Given the chance to prove themselves—just like other engineers.
  • Respected for their ideas and have their thinking processes accepted.
  • Included---in all conversations, casual and otherwise and to be treated as peers and valued team members
  • Mentored and encouraged by experienced seniors.
  • Considered for promotion.

There is no doubt that engineering will benefit from having more women who bring their unique perspectives and innovative ideas to the industry. They also possess intuitive skills and can provide different ways to solve many complex problems, problems that may be approached better through their distinctive points of view. Hundreds of colleges, organizations, and businesses have created programs, workshops, and conferences to increase the number of women in engineering. And if your organization is looking for engineers, don’t overlook The National GEM Consortium, a non-profit headquartered in Washington, DC.

JIM's NOTE: Also, check out the Society of Women Engineers (SWE)

July 15, 2007

If you're looking for work, these folks are hiring...

In case you haven't been keeping up with current events in the global workforce, the hottest job market in construction in the world right now is not in China, but in Dubai in the United Arab Emeriates.

At this time, Dubai is said to currently have 15-25% of all the world's cranes.  And what are these cranes building you might ask?  Well, here are a few of the projects on the boards:

The Dubai Waterfront.  When completed it will become the largest waterfront development in the world.

The Palm Islands in Dubai. New Dutch dredging technology was used to create these massive man made islands.  They are the largest artificial islands in the world and can be seen from space.  Three of these Palms will be made with the last one being the largest of them all. 

Upon completion, the resort will have 2,000 villas, 40 luxury hotels, shopping centers, movie theaters, and many other facilities. It is expected to support a population of approximately 500,000 people.  It is advertised as being visible from the moon.

The World Islands.  300 artificially created islands in the shape of the world.  Each island will have an estimated cost of $25-30 million.

The Burj al-Arab hotel in Dubai. The worlds tallest hotel.  Considered the only '7 star' hotel and the most luxurious hotel in the world.  It stands on an artificial island in the sea.

Hydropolis, the world's first underwater hotel.  Entirely built in Germany and then assembled in Dubai, it is scheduled to be completed by the end of 2006.

The Burj Dubai.  Construction began in 2005 and is expected to be complete by 2008.  At an estimated height of over 800 meters, it will easily the be world's tallest building when finished.  It will be almost 40% taller than the the current tallest building, the Taipei 101.  Fifty stories (around 190 meters) of the Burj Dubai have already been completed.

The Al Burj
.  This will be the centerpiece of the Dubai Waterfront.  Upon completion it will rival The Burj Dubai for the title of tallest building in the world.  The exact height of the building is being kept strictly confidential for reasons of competition.  Since the Al Burj and Burj Dubai are both striving to become the world's tallest building, it is rumored that the Al Burj will be built a little higher since the Burj Dubai will be completed first. 

The Burj al Alam, or The World Tower
.  Upon completion it will rank as the world's highest hotel.  It is expected to be finished by 2009. At 480 meters it will only be 28 meters shorter than the Taipei 101.

Dubailand.  Currently, the largest amusement park collection in the world is  Walt Disney World Resort in Orlando, which is also the largest single-site employer in the United states with 58,000 employees.  Dubailand will be twice the size of Walt Disney World.  Dubailand will be built on 3 billion square feet (107 miles^2) at an estimated $20 billion price tag.  The site will include a purported 45 mega projects and 200 hundred other smaller projects. 

Dubai Sports City.
  A huge collection of sports arenas located in Dubailand.

Currently, the Walt Disney World Resort is the #1 tourist destination in the world.  Once fully completed, Dubailand will easily take over that title since it is expected to attract 200,000 visitors daily.

Ocean Heights and The Princess Tower , two huge luxury condominium and apartment towers to be built on the Dubai Marina.  At over 100 stories tall, The Princess Tower will become the largest residential building in the world after construction is done.   

The Dubai Marina is an entirely man made development that will contain over 200 highrise buildings when finished.  It will be home to some of the tallest residential structures in the world.  The completed first phase of the project is shown. Most of the other high rise buildings will be finished by 2008.   

The Dubai Mall will be the largest shopping mall in the world with over 9 million square feet of shopping and around 1000 stores.  It will be completed in 2008. 

Ski_slope Ski Dubai, which is already open, is the largest indoor skiingSki_slope_inside facility in the world. 

Some of the tallest buildings in the world will line the Dubai Marina.

The UAE Spaceport would be the first spaceport in the world if construction ever gets under way.

The Dubai Metro system, once completed, will become the largest fully automated rail system in the world.

The Dubai World Central International Airport will become the largest airport in size when it is completed.  It will also eventually become the busiest airport in the world, based on passenger volume.

There are currently more construction workers in Dubai than there are actual citizens (although Dubai does has a 80% expatriate population).  And they don't have nearly enough to fill the demand.  The only downside - labor problems seem to be widespread and wages and safety aren't up to U.S. standards, so don't say I didn't forewarn you.

July 06, 2007

Working with the Contingent Workforce

Esme Friesen of the Galt Global Review published a set of great best practices to assist the supervisor or manager thinking of hiring a contingent worker.

According to Friesen, the squeeze on workforce budgets continues the same as it has for well over a decade. Whereas everybody wants to expand their scope while increasing their bottom line, adapting to variable market trends is still the order of the day. In some organizations this means the hiring of new staff and for others this means a decrease in their labor pool. Both ways, managers have had to find flexible staffing solutions and as a result, the demand for a skilled, reliable contingent workforce has risen significantly.

Fishing for resources in a new "fishing hole" carries with it a special set of challenges.Fishing_hole_2

Friesen offers the following points to help you be more effective in sourcing from the Contingent Workforce marketplace:

1. Have the staffing service coach or counsel a contingent worker on job performance.

It is one thing to point out a procedural protocol to a new contingent worker, but it is another to give them an evaluation. Marcie Ellison, Vice President of The Personnel Department's temporary division advises "the staffing service should be calling you. If there is a need for a performance or corrective review, it is the responsibility of the service to address it." Otherwise, contact the service to request a review and tell them why it is necessary.

2. Let the staffing service negotiate the rate of pay.

This issue is best addressed with the staffing service. The staffing service's account manager uses input from you to establish rates of pay and will handle all communications regarding pay raises for the contingent worker. Contingent workers are regular staff of the service and as such, have their own agreements with respect to wages. When you begin negotiating with the contingent worker, you become a de facto employer and can run into difficulties in defining the "employer" if there is ever a dispute.

3. Express your needs for skills and let the staffing service do the training.

Staffing agencies often have training and upgrading programs available to their field staff. If specific training is required for a job, the staffing service will work with you to identify and implement the best training program for the contingent worker.

4. Refer any requests for personal time-off or vacation to the staffing service.

Contingent workers will request time off through their staffing service manager who will then contact you regarding coverage prior to approval being given. If temporary employees approach you, simply refer them back to their staffing service manager. Your primary relationship is with the service, and so is the employee's.

5. Discuss job opportunities with the staffing service.

In this era of talent shortages, it is best to discuss job opportunities with the staffing service. Often the best contingent worker is not the best permanent employee. For many individuals in the contingent workforce, it is a lifestyle choice. They prefer the flexibility and variety that going from job-site to job-site affords them and staffing services know this. The service may have other individuals available who are interested in finding permanent employment, and who are more suitable to the position. To get the best from the "temp to perm" potential, contact the service who can then work with you to determine who the most suitable candidates are. It is always good to check first with the service.

If a temporary or contract worker approaches you for a position, it is a compliment to your managers and your organization. Still, you are best advised to direct them to publicly available job postings to which they can apply. If there were a position that you wanted to hire the contingent worker for, contact the service, which will then approach the employee directly.

6. Be discrete regarding harassment or discrimination issues.

If a situation where a contingent worker is behaving inappropriately arises, contact the service directly as soon as you become aware of a situation.

7. Let the staffing service terminate a contingent worker.

While it may be your responsibility to do the hiring and firing for your firm, the contingent worker is the responsibility of the staffing service. Always contact the service to terminate a contingent worker.

8. Do include contingent workers in your company's employee functions where appropriate.

Contingent workers are an important part of the modern workforce, therefore it is important to make them feel as though they are part of your team. Inclusion at staff parties and other employee functions is a good idea.

There are times, however, when the company may be hosting "staff only" events such as company retreats and seminars etc. In these instances, it is best to contact the service to explain the contingent worker's exclusion. For recognition events, the service should be invited to present any awards or bonuses the company is offering to its contingent workers.  In addition, a few staffing services offer their field staff benefits packages, training and skill development, advancement schemes, and recognition programs. Choose one that does.

9. Be in touch with the service.

The basic rule of thumb is to always be in touch with the service. They are set up specifically to manage contingent and leased workforces. They have a firm understanding of the legal and logistical issues associated with the hiring of temporary staff.

June 27, 2007

Before you give orders, you need experience taking orders

Many years ago, when I was aspiring my first supervisory role, my mentor asked me what experience I had in "taking orders", by which he meant, did I have any experience being directed what to do, and being held accountable for the result?

Drill_sergeant As it happens I had multiple such experiences - by directive parents, teachers, and early employment situations, and time served in the armed forces - all of which gave me perspective about examples of leadership - some were great leaders - some were awful.

This is a critical skillset to master, even if you're only a crew chief of a two person crew.

From these experiences however, I learned a couple of important things:

  • giving orders is not as easy as it seems - properly done, there is a good deal of work that precedes the order.  It is not just "passing the buck" for someone to do something that the supervisor doesn't want to (or won't) do themselves.
  • taking orders and getting them done requires good listening, and attention to detail, and especially important - finishing the assigned task
  • It is not just about "assignment of work" and intimidation ("because I'm telling you to"), as much as it is facilitating the completion of the work to be done.  The "baby boomer" generation would take orders without question - increasingly, people want to know "why" and "why is this important" - you need to be prepared as a leader to answer these questions directly.

When I encounter someone who has not experienced first hand "taking orders", who wants to accede to supervision or management, it makes me wonder what kind of orders they will give, and what kinds of results they will see.

Seems like the "veterans" who have been the most successful, can relate to their own personal experiences and draw upon not just theory of management, but actual emotions that help them give orders that important, are appropriate to the person and address the situation at hand.

How do you acquire the ability to direct others if you've never had to do it yourself?

June 21, 2007

The Contingent Workforce

Highly skilled professionals are fast joining the temp ranks, so start planning your career as a consultant now, says HotGigs CEO Doug Berg

read more | digg story

June 19, 2007

Why is aging of the workforce significant to employers?

Demographers have presented a compelling case: the 21 st century workforce is – and increasingly will be – different from the workforce of the last century. One important change is the aging of the workforce, a trend expected to continue for several decades. Labor force economists expect significant increases in the percentages of workers 55 and older who will be in the labor force by 2012.

Workforce_changes_tru_2012_3

The National Study Report,a research product of The National Study of Business Strategy and Workforce Development authored by Marcie Pitt-Catsouphes, Ph.D., Michael A. Smyer, Ph.D., Christina Matz-Costa, and Katherine Kane, looks deeply into the internal dynamics of workforce analysis and planning, and provides a rich and current set of options for employers to refer to when trying to make sense of today's dynamic workforce.

Employers increasingly understand that the success of their businesses often reflect the adaptations they make to new trends and changes occurring both inside and outside of their organizations. The reports shows conclusively how the “right” adaptations made “just-in-time” may produce competitive advantages; adaptations that are “not enough” or that occur “too late” could result in unanticipated vulnerabilities.

April 18, 2007

The Upside to Assholes in the Workplace