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The future does not look good for traditional jobs--or "regular activities performed in exchange for payment," as dictionaries and public perception define them. Their days are numbered. But wonderfully new and better kinds of work lie on the near horizon: hyperjobs.
Typical Job of Yesterday
Β· One job (singular) per worker.
Β· Employed by a company.
Β· Functional.
Β· Rely on specialized skills such as accounting or engineering.
Β· Compensated by money.
Typical Hyperjob of Tomorrow
Β· Multiple simultaneous βjobs.β
Β· Self-employed.
Β· Purposeful.
Β· Rely on hyper-human skills such as discovery, creativity, and responsibility.
Β· Compensated by money and also by other forms of social exchange ranging from barter to βtime dollars.β
Hyperjobs are a whole new kind of work. They leverage people's unique, noncomputerizable skills and abilities, and power the emerging global society.
Technology is, by its very nature, a job killer. The whole idea of tools, machines, and systems is to do things more easily, faster, or better than barehanded humans can. White-collar workers may currently feel comfortable about their own prospects, but in fact service occupations--including the most technical and intellectually demanding--are the new targets of technological advance.
Every day we see new evidence of service-sector job erosion: grocery checking taken over by self-service checkout stations; telephone directory assistance taken over by speech recognition and response systems; air terminal counter work taken over by ticketing kiosks; and middle-management functions taken over by increasingly sophisticated software applications.
The most intellectual and technical jobs have also made the hit list. Take college teaching and software development, for example. Cash-strapped colleges and universities hold the lid on professors' salaries by hiring less-costly adjunct professors and launching distance-learning programs that extend the productivity of professorial talent. Completely automated learning systems for some subjects are on the horizon.
Knowledge workers such as software developers are also on the automation chopping block. Software development is perhaps the most automatable of all the technical disciplines, and software-development tools are constantly being created to extend the productivity of human developers. Fewer people are needed to produce X amount of code.
Social trends also impact the earning potential of software developers. For example, the increasingly popular "open source" movement is now challenging Microsoft for preeminence in operating systems and business tools such as spreadsheets and word processors. That's great for society, but open-source developers typically make their contributions for free. They can do it because they have "day jobs." The question is, what will their day jobs be if and when paying positions, as at Microsoft, go away as open-source takes over?
No matter what the educational or intellectual level of the jobholder, white-collar jobs as we know them have become an endangered species.
Are you prepared to compete in this strange new world?
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In an earlier column where I reviewed the article "Redefining Engineering for the Year 2020", I discussed the present malaise of the Engineering discipline, but also the resources and initiatives that are already looking at this problem.
I'd like to revisit the approach discussed, a "Renaissance Man" type of engineer.
What attributes will that engineer of 2020 have? The NAE report says he or she will aspire to have the:
As we begin the 2nd half of 2010, we might ask ourselves:
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Economists say the untold story of this recession is how it has devastated people in certain job and income categories, while leaving the affluent mostly alone.
Among the lowest-income β roughly the minimum-wage workers β unemployment nationwide is at true Depression-era levels of 20 to 30 percent, says a report last month by the Center for Labor Market Studies at Northeastern University.
However, it's only 3 to 4 percent for those making $100,000 or more.
The report, entitled "Labor Underutilization Problems of U.S. Workers Across Household Income Groups at the End of the Great Recession: A Truly Great Depression Among the Nationβs Low Income Workers Amidst Full Employment Among the Most Affluent" tells us what this recession has wrought β mainly an even greater widening of the gap between rich and poor than we had before β isn't getting more focus from the press and political leaders is a scandal, the Northeastern University economists suggest.
"Who will tell the people?" they write at the end of their paper. "Does anybody care?"
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Robert Wendover, of the Center for Generational Studies is one of the experts I look to when seeking guidance on multi-generational issues. In his recent newsletter, he posed a question that many older professionals are asking...
"What to do when your boss is younger than you?" Itβs a question that is surfacing more and more in conversations among the Boomer generation. As those in Generation X assume increasingly senior responsibilities, those who have spent years in the workforce reporting to someone older are now finding themselves supervised by those their childrenβs ages. Here are five suggestions for making the relationship a success:
1. Keep this situation in perspective. It can be easy to spiral into frustration or depression about having a younger supervisor. Instead, interpret it as a wake-up call to take stock about how you can better position yourself for the future.
2. Provide support. Just because this person has been put in charge doesn't mean they know what they're doing. Look for opportunities to share operational insights which will smooth this transition. If what you share goes unheeded, it's probably a good idea to back off and learn more about the person's style and how you two might relate.
3. Refrain from offering advice from your life experience unless requested. If this person is insecure about their authority to begin with, your stories might be interpreted as patronizing or perhaps even an attempt to undermine that authority.
4. Stay clear of the undercurrent that may consume the work environment about this person. This is not a time to participate in the gossip or grapevine. The new person will most certainly know that one exists and will be watching for signs of who is fostering these conversations.
5. After the dust has settled, ask this person about how he or she sees you thriving within the organization. Then listen carefully. In spite of his or her age, this individual might have better contacts within the organization. Rather than resenting this, look for ways to capitalize on it.
Remember, if you're in your 50s your life's not over simply because your boss is considerably younger. As most employment relationships continues to evolve from calling to contract, you need to remain vigilant about additional training and opportunities within and without your organization. Going forward, personal versatility is key.
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Why are some positions consistently harder to fill than others?
Take the dire need for qualified auto
mechanics. Many dealers are in a position to limit their service hours
because they cannot find enough mechanics to handle the workload they
are seeing in their shops.
A part of the reason for this national phenomena is the start of the Baby Boomers now reaching retirement age. Too many of our younger workers have been brought up in a "go to college or youβll die" mentality. Not enough have given thought to a career in what used to be considered either dirty or menial work that didnβt pay well. All of those old perceptions are long gone.
It's an issue that affects many industries, where steady good-paying positions are unable to be filled because these jobs aren't considered as "attractive" or desirable as other career choices. Although a number of these are not "blue collar" positions, putting yourself in someone considering a position, there are two questions you may want to ponder:
To get insight into the matter, Manpower conducted a survey.
The employment services company (NYSE: MAN) says 30 percent of employers
worldwide are struggling to find qualified job candidates, especially skilled
tradespeople, sales representatives and technicians. Manpower surveyed nearly
39,000 employers across 33 countries and territories to gauge their ability to
find the talent they need.
The 10 hardest jobs to fill, as reported by U.S. employers in 2009, are:
1. Engineers
2. Nurses
3. Skilled/manual trades
4. Teachers
5. Sales representatives
6. Technicians
7. Drivers
8. Information technology staff
9. Laborers
10. Machinist/machine operators
Think about how scarcity of these situations affects you. Consider the short and long-term consequences if people continue to shy away from these types of jobs, regardless of the reasons.
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A recent study entitled "Google unveils research on executive Internet use" was published in BtoB has some interesting implications for online learning.
The study of both large and small-business owners indicates that they use search and social media more than you might expect, according to new research unveiled by Sam Sebastian, director-local and b to b markets at Google, during his keynote Thursday at BMAβs βUnlearnβ conference held in Chicago.
Seventy-three percent of C-suite executives indicated that they are using the Internet daily, Sebastian said, referring to new research Google conducted with Forbes of 500 executives at companies with sales of $1 billion or higher. βTheyβre not delegating,β he said. βThey prefer to do a lot of this stuff on their own.β
Among the findings from the research, which will be formally released in the coming weeks include: 64% of C-level execs conduct six or more searches per day to locate business information.
Interestingly, 1 in 5 said they preferred to watch video rather than read text. Focusing on the impact of video, Sebastian said there are β1.5 million business searches daily on YouTube,β making it the second-most-visited destination for business searches, behind Google. eLearning execs take note - that as more rich media becomes available, that static "page turner" learning materials will become less popular to learners.
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Dr. Charles Thornton, Chairman
of The Thornton-Tomasetti Group and receipeint of ENRβs 2001 Award of
Excellence, is one of the "oracles" in the area of workforce
development for the Design and Construction Industry.
He received the ENR award in
2001 for his tireless efforts to promote and build the ACE Mentoring Program β an
educational program to introduce high school students to the various aspects
and careers available in the construction industry. He offers a perspective on why it is
particularly difficult to
Nature of the Challenge
The design and construction
community suffers from either the lack of a true image (engineers do not run
trains) or a negative one (entry level construction workers on a job
sites). In an age of information,
Madison Avenue, and slick marketing, a non-existent or βpoorβ image can greatly
undercut an industryβs efforts to attract the best and brightest.
Elements of a βPoorβ Image
The most prominent elements that
appear to create or add to a βpoorβ image can be categorized in the following
manner:
Consequences of a βPoorβ Image
The perceived and real elements
that contribute to a βpoorβ image have consequences that impede the industryβs
efforts to attract the next generation:
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Todays younger generation, and the current Baby Boomers are looking at the job market quite differently than you might imagine.
For those that are self-directed, have a strong work ethic and a passion for making a positive difference in peoples lives, working in a non-profit setting can be a perfect setting for career growth, contribution to society and self-expression.
I have been working with non-profits for over 30 years job in a variety of worker and leader capacities and am surrounded by happy people who describe job satisfaction meaning going home after a long and often challenging day knowing your work has helped improve someone else's quality of life.
My experience with non-profits has also shown me young professional who are willing to atartt at the bottom and give it your all. If you are smart, work hard and honestly care, you will rise to the top very quickly. There are lots of opportunities for advancement for the right individuals. These workers tell me that they find great satisfaction from engaging with all levels of the organization, and often in a relatively short time can be working shoulder to shoulder with the CEO, attending board meetings, and interact with other agencies, boards, as well as clients.
Unfortunately more and more workers are being thrown out like yesterday's trash, and the loyal customers, once viewed as the cornerstone of any company, are being silenced by the short-term -- and often shortsighted -- financial demands of the bottom line.
The cost of these savings, however, come at the expense of dedicated workers who once loved their jobs and enjoyed making their businesses successful.
Baby Boomers nearing retirement express a desire to make a difference. So it is not surprising to find that an increasing number are saying "thanks but no thanks" when being encouraged to stick around past retirement, take on new assignments, or come back from retirement to backfill a knowledge or skillset shortage. Several of these Boomers are finding that a non-profit gig is very personally rewarding.
It's not all rosy of course. Non-profits struggle to attract and maintain a quality workforce to staff programs, usuually because of the low wages offered for such demanding work. Additionally bureaucracy often associated with government, or private funding agencies and programs can be a bit stifling at times. Paperwork, paperwork, and paperwork never seems to go away. For some it often can feel meaningless, but keeping it at bay allows non-profit workers to maintain the real "bottom line": providing quality support to your clients.
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In these financially difficult times more and more companies are starting to look to their training budgets as a possible area for cuts.
Stop! This is time to invest even more in training. The secret is smart investments that truly transfer to the workplace.
MaryEllen Gibson, who writes in the Work + Money area for Yahoo, recently developed a short article entitled "Five Tips for Training to Transfer to the Workplace" that has some excellent guidance, especially in light of the market-related turmoil that has upended the plans of many businesses.
In her article, she justifies why is is not only important, but downright essential NOT to cut into the training and development area.
Here's a high-level summary of her article:
The trainer makes a big difference. Don't underestimate this vital point. Lose your good trainers and youcan undermine your entire program.
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I have always found inspiration at the Learning at Light Speed blog, where they address anything related to learning faster.
Earlier this year I came across a great article published by Steve Rosenbaum entitled, "Education vs. Training Vs. Learning"
Mr Rosenbaum points out that while the academic world is more focused on education and the corporate world is more focused on training, the process is the same - LEARNING.
You are statements like, βthe purpose of an education is to become a critical thinker and well rounded.β βThe purpose of training is change what participants will be able to do after the training is over.β Maybe itβs the difference between knowledge acquisition and skill development.
He illustrates how in schools, paper and pencil tests are mainstays. Standardized tests which are mostly about knowledge acquisition and comprehension seem to be the level of measurement. But in a corporate environment, those tests are usually meaningless. Itβs more the rule than the norm that doing well on a test indicates results on the job.
The debate continues, but the "core idea" remains. Should we be concentrating on how people learn, regardless of whether we're talking about education or training?
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Spreadsheets are the most commonly used tool for end user development of business applications, and organizations depend heavily upon them for decision making.
However, many users barely scratch the surface of their potential. This needn't be the case.
No-cost tutorials, instruction, and advice are only a few keystrokes away.
You don't need a spreadsheet to calculate the cost of the wide array of Web-based spreadsheet instruction and support resources that are available: Here's a rundown of some of the best free sites out there, with their strengths and weaknesses.
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If creativity were only a gift, then I would have to cease speaking and just admire or hire the results of the gifted. But creativity not only involves certain learn able skills that can be taught, but that you must invest all of yourself in forming and delivering anything really new and valuable.
Skills are important to the creative process. New and valuable things do occasionally happen by accident, but the creative person can re-set the conditions so they happen often. Without skills the results are non-repeatable. A monkey may by accident arrive at a Shakespearean sonnet by banging away at a typewriter for centuries, but would he be able to repeat it or recognize the results? It takes skill to make or discover something new and valuable. Skills in any endeavor are determined by native talent, training and practice. A tall basketball player has an advantage over a short one, but the latter can counter some of the difference through training and practice. Mozart's sister had as much native ability as her famous brother, but because their father encouraged and fostered Wolfgang's talents, he became immortalized, and his sister a footnote in history.
Talent and Gifts that people possess are in many cases, far more important than skills.
Talents and Gifts represent people's innate abilities; they canβt really be taught.
Skills as we know, can be taught.
Successful people have learned that they succeed when they find positions that are a good fit with their personal passions, interests, desires and values.
Be honest with yourself, how often have you really worked at finding a position that matched your talents? Or when was the time you did some serious soul searching and discovered what your gifts and talents are? On an even more basic level, do you even know how to identify the gifts and talents that you have been given? (Many don't)
In workshops I conduct around the country, I have an exercise called "what are my gifts" that attendees use to help discover their talents and gifts. You'd be surprised at how many people tell me that they have never gone through this process, and how surprised they were that they have spent much of their lives doing stuff that had nothing to do with their talents and gifts.
Instead, people often choose the path of least resistance and spend a lift in the workforce utilizing the portfolio of the skillsets that they have acquired. Nothing wrong with that, and in fact our society depends upon people doing what they have been trained to do, and which they do very well.
However, you can also notice when you encounter an individual who is living life with passion and purpose. If you engage them, you may discover that they spent the time to discover what they were driven by, and a natural gift for them, and chose to align their life's work with their talents and passion.
What are your gifts and talents? In our society, we often place more emphasis on the skill set side of things, leaving our talents unexplored.
Looking for someone who is connected with their natural talent is easier than you may realize.
This year at the 2008 Beijing Olympics Phelps wow-ed the world as he took the most gold medals won at a single Olympics with the eight golds he won. With this record, he surpassed Mark Spitz, who was also a swimmer and had held the previous gold medal total with the seven that he won at the 1972 Olympic Games.
Is Phelps' performance a result of just skill? Do people who accomplish such feats do so without incredible personal passion that drives them? Do health care workers go to the far reaches of the world to minister to the poorest of mankind, just because they have the skills to do so?
As you look around you, think about the most motivated and happy people you encounter in the workplace. Engage them in discussion about why they do what they do, and I'll bet you find that they are following a set of natural talents they've discovered they possess, and that the "work" isn't as difficult for them, as it is for others.
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I was reading an article in Lift and Access magazine the other day that caught my eye. The article "Leadership Academy Helps Women Elevate Construction Management Skills" among several excellent points discusses the upcoming second annual Womenβs Leadership Academy on Oct. 25-28, 2008, at Clemson University in Clemson, S.C.
This event being produced by the National Center for Construction Education and Research (NCCER) and the National Association of Women in Construction, provides women with the opportunity to elevate their careers and their management and leadership roles within their companies and the construction industry.
It consists of three days of intense training sessions covering such topics as leadership styles, negotiating techniques, time management, productivity, and conflict resolution.
Participants will also receive lasting networking opportunities by sharing their experiences with peers from around the nation.
I think we can all agree that we need to take our Construction Management "game" to the next level?
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In today's war for the best talent, if you are an employer, it's essential to remember that you understand the "brand" that your company represents. This is sometimes difficult to get a handle on, as your "insider" perception may not be same as what people are thinking, feeling, or saying on the street about you.
A while back I had authored an article entitled "Creating a More Democratic Work Environment" in which I discussed a site called "InsideArch" which provides an "insiders" view into Design firms across the country and their "Professional Culture". Following this article, I was besieged by people wanting to know if there was a comparable site for other firms.
I recently came across JobVent, a web site for anyone who has ever said 'I hate my job', or 'I love my job'. JobVent, besides a web site for people who are about to start a new job (and want to see what other people think of working there), also is a useful tool for company management and HR professionals to get external opinions about how the company is viewed.
Sure, I have heard some HR people tell me that it's only the "over the top - happy" or "really PO'd" people on these sites. We know from experience (and past research) that unhappy people tell LOTS of people about their unhappy experience, while happy people will only tell a handful. What is important to remember, is that these are "word of mouth" traditions. In the "internet age" where social networks rule, anything GOOD or BAD about your company takes on a new life and comments become memorialized.
This is imperative that firms take active control of their destiny by putting plans in place to calibrate with accuracy, what your "brand" (reputation) is in the marketplace. Because does anyone really believe that these matters can be left to chance?
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Not every company has an identified culture, or at least not one that is a selling point when attracting top candidates. What sets you apart? How are you going to have a top notch player say "yes I want to work there"? It could be your web site, your interview process, daily office life or perks. Read on to learn more
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Joyce L. Gioia and the late Roger E. Herman wrote the groundbreaking book "How to Become an Employer of Choice" back in 2000. It has become the foundation for several subsequent works assisting organizations who aspire to this distinction.
One of them was published by Sandy Asch, author of Excellence at Work--The Six Keys to Inspire Passion in the Workplace, who has addressed how employers can transform and reward employee performance and offered six things employers can do to become an employer of choice.
Asch identified a number of questions companies can ask themselves to determine if their employees view them as an employer of choice.
How does your organization fare in each of these areas? If you aren't sure, this book may be a good one in which to invest...
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The notion that the majority of the workforce should work the eight hour work day and the 40 hour work week is based on nothing more than an idea put forth but the Federal government almost 70 years ago. This column has a few examples on why the 4 day work week could be better.
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Will our political leadership ever start to focus on solving our economic problems here at home with greater emphasis on career and technical education and workforce development? Reading this week"s New York Times column by Thomas Friedman, "[w]ho will tell the people?" got me fired up again on this issue. Read on to find the disturbing truth...
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Companies live or die on the basis of estimating their costs. 
Preparing estimates and bidding for new jobs is a complex and often costly process. There is no substitute for on the job training to become an estimator -- until now.
This free eBook is a great way for people interested in construction Estimating to get their feet wet.
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German skilled workers are leaving in record numbers and fewer immigrants are arriving, resulting in skill shortages. About 16% of German companies say they can't find qualified candidates for open positions, partly because of the flight of highly qualified workers. The engineering sector alone boasts 22,000 openings, with architects and electrical engineers among the most sought after. Read why...
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If you don't think that in these challenging economic times, high gas prices, reduced disposable income, and increasing economic and social stress, are affecting workers, you need to spend more time around the water cooler. Not only are these factors shaping how people come to work, but also how often they come to work, or if they'll come to work for you at all.
Washington DC area employers, employees and job-seekers are clamoring for relief from skyrocketing gas prices and increasingly nightmarish commutes.
Most employers try to provide good pay and benefits, flexible work schedules, employee recognition, supportive managers, open communication, professional development and a positive company culture. But the fact is that people feel squeezed financially and in terms of work-life balance these days.
High food and energy prices, a shortage of affordable housing, long commutes and not enough time for personal and family activities are having an impact on many people in the Washington area. Anything that organizations can do to help their employees deal with these challenges is appreciated.
βGas Cardsβ Becoming Popular
βGas cardsβ are one benefit that is becoming increasingly popular. Gas cards can be provided to all employees, as a reward for high performance, or offered as prizes in a company-wide contest. Gas prices are pushing $4.50 a gallon, and while this bubble may burst, it may not, and prices may continue rising.
Another way organizations can help their employees cope is by offering flexible work schedules -- including flextime and telecommuting -- and offering employees the opportunity to work at facilities closer to their homes to avoid long commutes.
Fairfax County Weighs Four-Day Workweek
The Washington Post reports that Fairfax County is weighing the merits of a four-day workweek for county employees, a move that could reduce pollution and save money for workers as well as the government. Fairfax may follow the lead of Utah and some other governments in adopting a workweek of four 10-hour days instead of the traditional slate of five eight-hour days.
Employees would save fuel costs by commuting four days instead of five. And the county could reduce its contribution to global warming by lowering greenhouse gas emissions. Fairfax County employs more than 17,500 full-time, part-time and seasonal employees
Utahβs governor announced recently that 17,000 state employees would move to a four-day week this summer, with each day lasting from 7 a.m. to 6 p.m. Cash-strapped governments across the country are considering following suit as energy prices rise, according to the National Association of Counties.
A recent study of 15 cities with four-day workweek found that city employees who work four 10-hour days reported being more productive and having fewer conflicts between work and home. A majority of workers also reported thinking that people's access to city services had improved under the modified schedule.
Easing the Cost of Commuting
Last month, Workforce Management, a newsletter for human resources professionals, published an article headlined βGas Price Crisis Could Revolutionize U.S. Workplace.β
John Challenger, CEO of Chicago outplacement firm Challenger, Gray and Christmas, argues that telecommuting, four-day weeks and other changes to our jobs will dismantle the idea of work as a place you clock in and out of at any particular time. βThe idea of a set workday or a five-day workweek doesnβt make sense and more,β he says.
The survey found that 34 percent of employers said job candidates had turned them down because of the commute. The survey also finds that 57 percent of companies now offer at least one program to help ease the cost of commuting. The most popular gas-saving benefit: A condensed workweek; for instance, four 10-hour days. The survey also found some companies are offering employees gas card prizes, monthly transportation stipends, shuttle services and sometimes are even subsidizing gas costs.
Does being sensitive to your employees economic needs pay off? Many municipalities and companies seem to think so. Consider this... If you don't offer programs to help employees deal with the fuel price issue, someone else looking for talent may. Now, what is your REAL cost of ignoring this problem?
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80% of American workers say they experience stress in the workplace, and the result is
more than $300 billion lost by U.S. companies annually from stress-related absenteeism, accidents, turnover, lower productivity and workers' compensation, as well as direct legal, medical and insurance costs.
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A recent global survey shows that employees in the U.S. have the most positive opinions and friendliest relationships with their managers, leading them to be the least likely to disobey their supervisorsβ direction compared with international workers.
Writer David R. Butcher, who published a timely article on ThomasNet, reveals to us that while there are plenty of bad bosses, that bosses as a whole in the United States too often get a bad rap β one that they simply do not deserve.
His article, "Think Your Boss is Lousy? It Could be Worse" reveals a new global survey that shows that employees in the U.S. have the most positive opinions and friendliest relationships with their managers, leading them to be the least likely to disobey their supervisorsβ direction compared with international workers.
U.S. employees are also most likely to perceive their managers as competent, talented and open to feedback, according to 5,500 workers surveyed in 10 countries by European management and HR consulting firm BPI, which owns a majority interest in Chicago-based SSP-BPI Group.
The international Employees Assess Their Manager survey, conducted in October 2007, sought insights about differences in workplaces and managerial styles by asking employees to rate their relationship with their supervisors.
The key findings, released last month, determined that, overall, about two-thirds of global employees generally had a good opinion of their managers.
It's a great, well written article, that provides a good perspective on the things that U.S. bosses are doing right!
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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:
1) Workload
2) Feeling undervalued
3) Deadlines
4) Type of work people have to do
5) Having to take on other peopleβs 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,β
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
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The Council on Competitiveness in April published the Thrive report, the first in a series of targeted benchmarking reports intended to illuminate key areas of competitive advantage for Americans to succeed in the 21st century and provide an important framework for charting a path to prosperity for American citizens.
The Council on Competitiveness refers to itself as the only group of corporate CEOs, university presidents and labor leaders committed to the future prosperity of all Americans and enhanced U.S. competitiveness in the global economy through the creation of high-value economic activity in the United States.
The insightful report (available for free download) discusses in depth specific issues and strategies relating to increasing our global competitiveness through focused and aggressive workforce development practices. The synopsis of the call to action follows:
During a time of turbulence and transitionβdriven by
globalization, accelerating technological change, and volatility in global
energy, currency and financial marketsβAmerica needs a national
skills agenda to compete globally and to ensure a rising standard of living for
its citizens.
National and Global Demographic Trends Are Raising Red
Flags. Slowing growth of the U.S.
workforce has the potential to slow economic output if productivity does not
increase. Lack of adequate reading and math skills among new U.S. workers
compounds this challenge. At the same time, hundreds of millions of educated
foreign workers are entering the global workforce and competing for jobs that
are increasingly vulnerable to Offshoring.
Four Critical Skills Strategies for the United States
1) Meet the Demand for Middle Skills
Middle-skilled jobs represent the largest number of total
openings in the United States until 2016, and the United States is failing to
adequately train Americans to take advantage of this opportunity. These jobs do not always require a college
degree, but most require training, technical sophistication and initiative.
They pay well and do not offshore easily.
2) Build Service Economy Skills
More than three-quarters of all jobs in the United States
are in the service economy, yet many policymakers view them as low-skill, low-wage
options. In fact, the service sector is driving demand for more complex and
creative skill setsβincluding problem solving, communications,
entrepreneurship, computational analysis, collaboration and teamwork.
3) Compete for Innovation Advantage
Simply saying America needs more scientists and engineers is
no guarantee that the United States can compete successfully in a global economy in which many
nations have copied our model. Policymakers must recognize that the margin of
advantage will flow from the fusion of cutting-edge capabilities with
entrepreneurial, creative and interdisciplinary talent. Four potential areas to
start with to create competitive advantage:
4) Create Skills for Sustainability
Sustainability will become a more important determinant of global hiring and investment patterns. Where new and growing companies locate and where jobs are created will depend in large measure on which countries successfully anticipate these opportunities and take steps to educate and train workers in these fields. America must get out front and move fast to develop the talent and skills workforce to capture these opportunities.
We are ALL impacted by our willingness and ability to move this initiative ahead. If we ALL take ownership at a personal level of just ONE of these areas and work with our companies, schools and colleagues, we CAN make a measurable difference in our country.
If of course, you feel that leaving it to others will "git er done", then prepare yourself for the inevitable consequences.
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Is it important to adapt your skills to the current economic "climate"?
I'm not convinced that this is a big issue, but want to ask you, my readers what you think.
I've come to believe that if you do your stuff right, you don't need to know if there is a 'climate' somewhere - you will succeed regardless.
Over the past 30 years my experience is that the principles and best practices don't change with economic cycles, that's why they are called principles - for their independence and priority over temporary factors.
You may change your short-term tactics according to circumstances, but they will still be subordinate to your long-term strategy, which is weather-proof.
Readers, your thoughts?
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Do you ever wonder what's ever become of all of those skilled workers being cut in the Construction industry as a sector (such as residential), or a geographic area slows down due to the cooling economy?
I was reading an interesting article "Tale of two construction sectors β one still booms, the other doesn't" in the Seattle Times that was discussing the shifts that have, and still are occurring in Construction -
and why, despite the seeming abundance of construction talent - that the shortage is still bad, and worsening in many areas.
It's an insightful article and will help clarify the true level of work skills transferability in the Construction industry.
Watch this space, as I'll be publishing a article (still under development) about specific things that Construction Employers can do to close the skills gap.
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I have a blog I read with some frequency entitled HR Clean-up (Because HR is a Dirty Business), that recently published a great article entitled "Telecommuting"
It is written from the perspective of the current astronomical fuel prices we're seeing. The gist of the article follows:
There was an article, not a big one, in Sunday's Boston Globe that stated "4-day weeks, telecommuting look better to employers now". Since I actually teach Virtual HR and I've been a proponent for flexible work arrangements for a long time, I read with interest. Traffic It turns out that soaring commuting costs are finally forcing employers to help employees out. And, given that so many of us have moved away from work to find cheaper housing, employees are buckling under the increased expenses. On top of employee costs, employer costs are also skyrocketing. Companies are starting to figure out that office space isn't cheap--so if an employee is ok with heating and cooling themselves, why not? The other really big change is on the legal front. Finally, there seems to be some movement to get a bit more flexible. As organizations start to embrace telecommuting, it will be critical for HR to be at the decision making table--along with IT, Building Services, and everyone else who makes the organization tick. HR has an amazing opportunity to push the traditional boundaries of "butt in seat" and get companies to start measuring what counts--work output. It is going to be a long hot Summer and fuel costs are going to continue to escalate.
However, there are many faces beyond this article, that factor into the telecommuting discussion:
An article "Telecommuting not so great for those left in office" that was published in January 2008 by Kristina Cooke over at Reuters looks at how those that telecommute have less stress and a higher morale compared to those that are left to come into an office everyday. She mentions that βtheir co-workers tend to find the workplace less enjoyable, have fewer emotional ties to co-workers and generally feel less obligated to the organization.
The beginning of the article states "Telecommuting may boost morale, and cut stress, but it can have the opposite effect on those left behind in the office, according to a new study"
The author cites how telecommuting has been a growing trend in the United States since about 2000. About 37 percent of U.S.-based and international companies now offer flexible work arrangements, with the number of those programs growing at a rate of 11 percent per year, according to the Society of Human Resource Management. but then goes on to explain how
The author cites research of Timothy Golden, a management professor at Rensselaer Polytechnic Institute that claims that when a number of their co-workers toil away from the office by using computers, cell-phones or other electronic equipment, those who do not telecommute are more likely to be dissatisfied with their job and leave the company.
I'm a bit skeptical about this inference.
In the late 1990's I worked with IBA, an early pioneer in telecommuting, and participated in the establishment of the first "telework" centers around Washington DC. Others have since sprung up, adding credence to the ideas of telecommuting in various "flavors". In 2006, The Telework Coalition, conducted a Telework Benchmarking study of 13 large organizations with mature telework programs.
This study asked about the attitudes of those employees who did not telework. Both our study and two previously conducted studies by other organizations in which there were multiple participants showed that the non teleworking coworkers were both enthusiastically supportive and felt teleworking was good for the organization, or at the least, the situation was a non issue.
I believe that this area is ripe for investigation and action by management and HR practitioners. Since each organizations' DNA is different, it may not be the right solution for every situation, but there are viable telecommuting approaches that will and do help organizations attract and retain talent in todays increasingly complex market.
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As I speak at different events around the country people come up and ask a lot of really good (and sometimes tough) questions. One of the ones I frequently hear is "What are some of the key talent planning areas that I should be working on?"
That's a big area, and I'll try to expand on some of these over the next few weeks, but let me begin by summarizing for you:
Operating Model - (what "stage" is your organization in?)
Workload & Flow - (how are you approaching the process of managing your workforce?)
New Positions - (what is the expected impact of new additions?)
Technology - (how will technology affect my workforce requirements?)
Work Processes - (how can we re-engineer our current processes to acheive smarter results?)
Retirements - (looking at the inevitable loss of knowledge, experience and industry contacts)
Turnover (recognizing that levels of long-term commitment are going down, and that competition for skilled workers is going up)
Diversity (as our workforce gets increasingly diverse, not get more multicultural - our organizations need to be more adaptable)
Buy vs. Build - (FTE vs contingent labor pool - which works best for you?)
Competencies - (Its all about having the competencies you need to get the job done)
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Nobody likes surprises, and the people you are grooming for future top opportunities are no different. That's why it's extremely important to make sure that you have a "pre-departure cross-cultural training" program established when you are thinking about sending people to work overseas.
A pre-departure training program helps to ensure fewer difficulties when abroad. The program should cover such topics as: customs and norms of the country; working visas; risks and responsibilities of travel; health issues; emergency procedures; day-to-day living; strategies for adapting to an international environment; and ongoing communication with the program.
As part of the training, it is also important to provide participants with the tools necessary to recognize and to effectively deal with difficulties or traumatic events.
During the course of the training, the expat should be encouraged to take responsibility for their health and well being abroad.
Such a program should be carefully thought out and run for at least several days, and ensure that the expat and their trailing spouse does not get the impression that they're being "thrown into the deep water" and expected to learn how to swim by themselves.
What should such a program entail?
Obviously, there are many variations, but I'd suggest as a minimum:
Ideally, this orientation should be done by company managers who have been overseas and have been reassimilated into the company. It will help the anxious manager/spouse to get the facts and experiences from someone who's "been there"
And while we're on the subject, don't underestimate the impact of the spouse in the "assignment satisfaction process" (we'll get into this more deeply in another post in this space)
To deal proactively with spouse concerns, this training should also deal with helping him/her identify career orientation and aspirations, assess career βsabbaticalβ options and alternatives, review realistic relocation options and support needs, and establish informal communication links.
Putting these "up front" pieces in place will help to ensure that the persons international work assignment is a success.
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Project managers are often their own worst enemies and say things to avoid conflict and make people happy that to lead disaster. Here are few of the classics, according to a colleague, Dick Billows, PMP.
We've all heard renditions of the above. In fact that's why the "ancient 90-90 rule of project schedules" still applies today: The first 90 percent of the project takes 90 percent of the allotted time. The last 10 percent takes the other 90 percent of the time.
Of course, it doesn't need to be that way. And from a business sense, shouldn't be that way.
Untrained project managers lack the necessary skills required to lead cross-departmental work efforts. They often don't know which of the project management techniques or tools to use or how to motivate people who are not directly accountable to the project manager. Remember, one of the top skillsets of an effective project manager is "influence management"
Have you ever asked yourself the question: What problems do I encounter which affected the success of my projects, (and how should project grading be adjusted to account for these mitigating factors)?
Project management is hard. It isnβt rocket science, although the formal discipline of project management as we know it today began as a tool necessary to make rocket science effective in the space program.
If you view project management from a purely technical perspective, it looks easy. There are only a few core ideas, each of which is conceptually quite simple and can be learned in a matter of hours. They include:
The idea of βprojectβ as an activity with a beginning, a middle and an end. The idea of breaking up a large project into a set of smaller and independent tasks. The idea of defining the relationships among the tasks in terms of precedence, which tasks must be completed before others can be started and the description of theses relationships by means of critical path diagrams. The twin concepts of milestones and deliverables, allowing project managers to track and assess the progress of a project.
Still, a majority of all projects fail. Why? There are two basic reasons: untrained project managers and lack of historical data about costs and levels of effort.
As to what can be done, there is a lot. And it extends beyond just knowing how to prepare a project schedule and budget.
Good PMs must like working with people, have good communication skills (70-90% of your time will be spent communicating), able to develop strong working relationships, able to influence others, sell the benefits of your project, motivate and lead others, enthusiastic & energetic, trustworthy, respectful, organized, must be able to deal with ambiguity, have the confidence to ask questions, and listen to what others are saying.
So "soft skills" are of critical importance. You must also like organizational planning, vision, getting people focused in the same direction, and have excellent business skills.
It is extremely easy today to find quality accredited Project management training today, utilizing learner paced e-Learning methods. I did a scan on the RedVector site and found 48 accredited courses on Project Management, averaging $25-30 per course credit hour. Seems an affordable way to acquire or update the PM skills that are needed.
If you are a Project Management Professional (PMP) or are seeking to get your PMP certification, or just increase your project management skills, you may want to look into these offerings.
So is there a alternative to the 90/90 legacy? You bet?
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I recently spoke on how interns can be a great way to supercharge your talent acquisition program. I received several questions since this post on how to begin an internship program, so here goes.
Here are some suggestions, on how to setup a basic internship program, in a outline format...
Determine the Parameters for Your Internship program

Internally Understand and Sell the Benefits of hosting students
(eg. Don't assume that management "gets it")
Be Realistic about the Challenges of hosting students
Establish the "Building Blocks" to create an effective program
OK, these building blocks need some additional clarification (grin). Thought you'd never ask...
To Set Realistic Internship Program Goals you need to define...
Develop a plan to launch and run the program
Deal with the Tactical realities of starting and running an internship program
Provide feedback
Develop a the βfoundationsβ to support the plan and communicate expectations to universities
Recruit students - getting the word out
Prepare to host students
Establish and maintain open lines of communication
Ongoing maintenance - You need to communicate goals of the program with:
And donβt forget to evaluate progress of you are making, and the perception of students to keep you on trackβ¦.
In my personal experience, if you do these things, you can have a successful and mutually beneficial program that helps all stakeholders. But the success of the planning and execution is up to you.
Hope this helps.
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A costly scandal at a bank recently has observers wondering why workers didn't report suspicious activity. Some are saying the scandal highlights one of the most important challenges employers face today: poor employee engagement. Now, these other employees didn't necessarily do anything wrong, but they also didn't go beyond what was expected of them may point to a larger issue of employee engagement. 
This article discusses impact of engagement and how engagement varies widely across different global cultures. A must read
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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 pay
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.
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My thanks to Joel Leonard over at PlantServices.com for taking the bull by the horns.
With American Idol returning to the television air waves, Joel
was reminded of why he started his crusade for awareness for
the Maintenance Crisis in the first place.
The fuss and attention being paid to crowning still another singing American Idol has gotten on his nerves again. In case you didnβt know, almost five years ago he was a guest speaker at the Society for Maintenance & Reliability Professionals (SMRP) Conference in Nashville. That conference changed his life and started him on a crusade against the maintenance crisis.
At the time, Joel was serving as VP of the Association for Facilities Engineering and the board had been discussing the pending retirement of the boomer generation. To his surprise, that was a key concern at SMRP. Bob Baldwin, then editor of Maintenance Technology, led an open discussion about the pending crisis. He polled the audience of more than 600 engineers and maintenance pros from the biggest companies in the United States and said, βRaise your hand if you plan to retire in the next 10 years.β
More than 90% of the audience reached for the sky. Then he asked the attendees to keep their hands raised if they felt comfortable with the next generation. Everyone dropped their hands.
Baldwin then asked why. One said, βThe kids arenβt hungry and arenβt pursuing the education needed to advance in this competitive profession.β Others chimed in, saying, βThe insecurity of manufacturing is scaring the younger generation away,β and, They donβt want to get their hands dirty.β Some said that most of them donβt even know about the maintenance, reliability and facilities engineering professions. Or maintenance simply just isnβt cool.
When the group adjourned for a break, Joel and others stretched their legs
outside in the 30Β° weather. To their surprise, around the corner they saw
about 5,000 of the very people we had been looking for
β16-to-28-year-olds β standing in a line outside the Nashville
Coliseum. They were waiting to audition for American Idol. While we
were discussing
the exodus of retiring maintenance talent, whose salaries averaged
more than $80,000, and wondering where the next generation was, we
realized there they here at the Coliseum, hoping to sing their way to the top.
That evening, they decided that talking at maintenance conferences or writing books and articles for other engineers wouldn't fix the problem because outsiders need to be aware of the problem and the opportunities the crisis presents. After a couple of barley-infused beverages, Joel posed, βWhy not write a song about the maintenance crisis?β His friends agreed that it was a good idea, but they said he couldnβt do it.
They were partly right: he couldnβt do it alone. With the help of some friends, real musicians took Joel's original lyrics and now as a result there we is not only a song, but in nine genres, with one version especially for women, and jazz, Spanish and French renditions in the works.
The songs have been played at industrial and engineering conferences worldwide. Rolls Royce Aerospace and others have made it their departmentβs anthem. The songs have been downloaded from Joel's Web site more than 50,000 times. Radio stations, including National Public Radio, have played it. Even a class of sixth graders knows the country version, βFind me a Maintenance Woman,β and at least three of them memorized the lyrics.
Free downloads of βFind Me a Maintenance Womanβ and βThe Maintenance
Crisis Songβ can be found at www.mpactlearning.com.
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When I interact with small business owners, I am appalled to hear the difficulty that they are having finding workers with the most basic administrative skills. I recently spoke to a client who advertised a entry level sales position, got over 2,000 responses, and after sorting out the candidates, was left with only one (1) that demonstrated the attitude,, work ethic and technical skills that he required.
When I asked what he was looking for, he gave me his list.
It looked like this:
Note that sales experience was NOT one of his requirements. He was prepared to train the new hire in his products / services and how to sell.
Is this indicative of what the "available" workforce looks like?
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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 guy
and a voracious writer, provides some additional insights
into the way we will recruit, develop and retain our workforce.
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One of the great educational challenges we face today is the shortage of individuals want to teach and who can teach our youth what they will need to know to cut it in our rapidly changing world.
Why does this article resonate with me?
For one thing, the teachers "in the system" are in many cases struggling just to maintain their existing teaching load, and are themselves challenged by school district bureaucracies and policies. Where are the "real world" perspectives to come from, amidst a rapidly changing jobs landscape.
For example, how many teachers and guidance counselors are introducing our youth to careers in construction, where the pay, benefits and job security are above average? Do the current faculty see construction as much more than the "summer job" that they may have held before, where they were little more than job site general labor? Does such an attitude dissuade them from encouraging youth to learn about jobs in this industry?
Do our current cadre of teachers and guidance counselors have an awareness of the types of match, science, or communications skills that these youth will need to be able to enter the field at the "skilled worker" level? Are these teaching professionals even aware that people without a degree with just a few years of experience with these skills are being actively sought after and snagging annual pay in the high five and low six figures?
Yet because of youth making misinformed academic choices they often end up competing after graduation for "commodity" jobs that are often not fulfilling. If they had chosen a path that enabled them to grasp basic math/algebra/geometry skills, they would likely find themselves in a better bargaining position for jobs.
So it boils down to how to get people from the professions to step into the teaching profession to expose our youth to some of these possibilities.
Check out this story about a St. Paul schools program, designed to find candidates for hard-to-fill jobs by making teachers out of professionals coming from other fields.
read more | digg story
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Have you ever taken a really dry and boring online course?
Most of us have at one time or another...
However the days where online learning choices are limited to boring and static "page turner" type of experiences.
Take a look at some of the methods that leading eLearning course developers are putting into learner-paced instruction in order to more actively engage the learner in the process (not to mention helping reinforce important teaching points):
Matching:
Hangman:
Active Listening Techniques
Crossword
Learning Wheel
So if you're still learning the "old fashioned" ebook way, you may want to consider that there's a more engaging and fun way to learn "out there"
Make sense?
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A while back, through my colleague and friend Dave Boggs, of Syberworks, I was asked to participate in a couple of podcast sessions on issues in today's workforce
I agreed and the podcast, which was published on Syberworks' website as
"Episode 17: Is There Really a Workforce Shortage?" is provided here for your listening pleasure.
As always, I'm happy to answer any questions you may have.
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If you believe that the classroom / instructor method is the major way that adults obtain new information, you'd better take
the blinders off.
There are many other forms of learning that occur at the workplace apart from delivery of information in a classroom setting.
Examples of these alternative methods of instilling knowledge include
Take a look at the way you approach educating adults today. Are you using any of the above "alternative delivery methods?"
Not even sure what some of them are?
Suggestion : check out this blog in the weeks ahead, as I will be discussing each of these methods and the practical application of these techniques to educate today's adult learner.
(Hint - if you go to the FEEDBLITZ signup box at the upper right hand of the home page of this blog, you can have daily updates delivered directly to your mailbox, or use our Feed Crier service to get it on your mobile device!)
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Lee Iwan, a perennial favorite of mine, has published "Our future depends on education"
OK, Before you reply with a big DUH, consider what's really at
stake. Read the article, and I promise you, you will have a different point of view.
read more | digg story
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Hint - it ALWAYS matters!
When businesses go looking for an "ideal" location, you'll often hear that it's all about the quality of the workforce. While that is always true, it's an oversimplification.
In reality, the workforce is only one of many factors that influence where to locate,, or where to expand. The major factors usually taken into consideration include:
These factors provide business owners with a two level scale of "goodness of fit"
The elements also have differing weights, based upon the level of needs. For example, a a foundry would be looking for a much different skillset, incentive and real estate package than a biotech firm, or a highway construction company.
Workers also look at similar elements when seeking out their future employer. And they do so on multiple levels (Level 1 - what is important to me for the job I am considering, and Level 2 - once I am ready to change employment again, and wish to stay in the area, what other aspects of the location would compel me to stay in the area?)
Thus, each factor related to attracting and keeping a qualified workforce needs to have a similar perspective (an owners perspective) as well. Bearing in mind that today we live in a global market for most commodities and skills, it's no longer sufficient to just try to match job titles. Today's workers understand that they have more options available, so the employers job of "selling" the overall package must reflect these changing times.
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Mark Schoeff Jr. over at Workforce Management published a
brief entitled Skills Of
Recent U.S. High School Graduates Leave Employers Cold that references
previous posts in this blog about the report, βAre They Really Ready to Work?β
What's interesting about Mark's update is what has happened since this
report was published. Workforce
advocates came to in late March to
get the attention of Congress on what they call an urgent problem with the labor
market: High school graduates are deficient and those with a college education
only adequate in key skills employers are demanding to cope with global
economic competition.
In a March 28 Capitol Hill
briefing, the groups presented findings from their poll of about 400 companies
showing that new entrants to the U.S. workforce generally disappoint those who
would like to give them their first job. High school-educated workers lack the
level of ability employers seek in everything from writing and work ethic to
oral communication. Twenty-three percent to 27 percent of respondents said
college graduates were weak in writing and leadership.
These are critical
deficiencies that need to be addressed, and need to receive the funding
priority to make the needed changes in our education and training
infrastructure. Left in it's current state, we'll be in a heck of a mess,
increasingly unable to meet the most basic needs of our society.
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Baby Boomer Parents have always been their children's biggest cheerleaders.
Now that Gen-Y (aka Millennials) is coming into the workforce, as
managers, we need to be aware of some aspects related to these young adults who have experienced a youth of parental cheerleading and working with a variety of coaches (soccer, dance, math etc.)
Millennials expect and need praise. They have received it throughout their adolescent years, and expect it. They will mistake silence on the company's part as disapproval.
Millennials also expect feedback. And this means regular feedback. The "annual performance review" that baby-boomers grew up with won't cut it. Their preference is real-time feedback, and if they can get it on their PC, or better PDA/cellphone, even better
What is the consequence of not responding to this need? Probably too early to tell, due to lack of empirical data, but my guess is that lacking feedback, many will head to places / environments where they can get the "nurturing" that have come to expect.
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The country is not suffering for astrophysicists and neurosurgeons.
Rather, a majority of the "hardest-to-fill jobs" are done by blue collar
workers, according to a survey by Manpower Inc.
The jobs most likely to go wanting are:
To compile the results, Manpower surveyed more than 2,400 employers nationwide.
"With the variety of positions employers are struggling to fill, it seems like job seekers should have little trouble finding work," said Jonas Prising, president of Manpower North America, an employment services company. "Yet on a daily basis, we hear from clients who can't find the right people for open positions and candidates who are struggling to get hired. ... The talent crunch is more complex than a shortage of people."
In 2007, 41 percent of employers said that they had difficulty filling jobs, down from 44 percent in 2006. Sales representatives were also the hardest jobs to fill in 2006, though engineers and nurses were then second and third.
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I really enjoy being in the area of helping people develop their potential.
But I sometimes wonder what motivates students beyond simple knowledge acquisition toward continuous strengthening of specific skills and abilities known to be vital in the workplace and life.
Much of what I observe is individuals completing education because it is in their annual
"professional development plan" or because it is required for them to have a certain number of "continuing education credits" to maintain a license or certification.
Is that all there is? I'd like to hear your thoughts on this matter....
To what extent do you (or your organization), utilize continuing education to:
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Christine M. Fiori, PhD, PE director of professional and academic outreach at Myers-Lawson School of Construction at Virginia Polytechnic Institute, writes for ENR and several other industry publications.
A recent article on her blog asks a relevant question:
Sustainability β Buzz Word or Call to Action?
You hear it everywhere - Sustainability, going green, greenage, LEED, Eco Friendly, Eco developed, Green this and Green that.....pick your title.
But is the industry committed to Sustainable design and development, or just paying lip service as a way to snag "green projects", or put another way, going through the motions, without changing your "party" affiliation?
There is another issue that like it or not, must be addressed. Being really "green" is more than changing your focus, it's changing your attitude, and that means rethinking how the organization thinks - for "green" requires a unprecedented level of collaboration, dialog, negotiation that goes far beyond what is involved in the "narrower" context of the AEC community.
Further, as Dr. Fiori points out, it requires a transformation of the way AEC professionals are educated. Raising the question - when does the transformation of thinking need to begin? Is college early enough, or should the molding of minds into a "green" attitude need to start earlier (K-12)?
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Doug Stites, wrote a recent article for the Lansing State Journal, illustrating that the construction industry offers an unprecedented number of opportunities for self-employment, an appealing prospect for young people exploring careers.
Yes, the industry has faced economic struggles. But with the buzz surrounding "green building" and the increasing use of technology in the industry, there is still a demand for the best and brightest workers, according to the Capital Area Construction Council, an industry group focused on addressing workforce challenges.
That's why the council is joining with the National Association of Women in Construction and Lansing Community College to help local fourth-graders get a taste of construction.
On Feb. 9, the groups will present "Block Kids," a national building program competition that introduces children to the construction industry. The competition involves the construction of structures with interlocking blocks and things such as rocks, string and foil.
Block Kids and programs like it are
engaging ways for parents to expose their kids to career options and
let them explore - hands-on - what they might want to be when they grow
up.
Children - many college students - don't understand the breadth of career opportunities available to them. This is one way to get them thinking, and for parents to start the dialogue about, careers and post-secondary education.
For more information on registering for the free Block Kids Building Program, contact Brindley Byrd, executive director of the Capital Area Construction Council, at 517-492-5575 or bbyrd@camw.net.
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