Workforce Development - A Good Investment?

What are the pros and cons about telecommuting?

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 “their 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.

Want to be thrown into the "deep water" unexpectedly?

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:

• Visas, Passports, Travel Arrangements, Vaccinations, Insurance, Medical Exam, Basic Items to Bring, etc.
• Communication/Reporting expectations
• Accommodation provisions of the assignment
• Policies and Procedures (contracts, emergency form, liability waiver, etc)
• Intercultural communications to include
  • The Concept of Culture
  • Understanding Culture Shock
  • The Ways in which Values and Attitudes Affect Behavior
  • Communicating Across Cultures
  • Problem Solving scenarios
• An overview of the "Host Country"
  • Social, Political and Economic context
  • Cultural Context: Values and Attitudes
  • Day to Day Realities they'll likely encounter
• Managing Your Health Overseas is important too. 
  • Logistics and medical preparations
  • Maintaining their health overseas
  • Coping with stress and mental health while abroad
• Safety and Security Issues are a MUST
  • Tips on keeping safe
  • Sexual Harassment
  • Conflict Resolution
  • Emergency Procedures

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 “sabbatical” 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.

A Woman's Perspective on Economics & Work

Thanks to idyll a well respected author on women's issues, and who's also from Pittsburgh, PA, my former home and alma mater (GO PANTHERS !)

She writes -

In the 1950s, only 1 in 5 women in the United States were active in the workforce, but that number has grown to nearly 3 in 5 in recent years.

Though we have increased our presence in the workforce, more employed women than men are considered to be at or below the poverty rate according to the Department of Labor. A major contributing factor to this statistic is that over half of the employed women in this country work in low paying support positions, such as clerical and retail jobs.

Non-traditional female fields--those in which less than 25% of the workforce is female--can offer wages that are, on average, 20-30% higher, however.

The Department of Labor, recognizing the need to connect more women with non-traditional fields, has awarded competitive grants to organizations, employers and unions through the Women in Apprenticeship and Nontraditional Occupations (WANTO) Act of 1992. The purpose of the grants has been to recruit, train and place women in non-traditional fields, as well as assist them in overcoming female-specific barriers to success.

Additionally, companies are realizing the need for a more gender-diversified workforce, either because they want to qualify for government contracts/subsidies or because they understand the inherent value of having the best possible workforce without restricting their hiring pool.

The Occupational Safety & Health Administration (OSHA) has also taken steps to assist women in non-traditional fields by releasing study results and recommendations about specific health and safety (both physical and psychological) concerns for women in construction and other related fields.

The workforce is ever-changing with more and more women are stepping in where we once weren't welcome, where there never used to be a place for us. Of late, the government and, indeed, individual companies have begun to understand the vital contribution that women can make by bringing a "new" perspective to the table.

There's still a long way to go. The OSHA study mentioned above was necessitated by harassment of women who dared to step outside of "female fields" and enter "the boys club." Even in non-traditional fields, salary disparities between men and women exist. But women have been blazing these trails for us in recent years, paving the way, and we don't have to be held back from jobs that keep us out of poverty, that offer better wages, and provide necessary benefits.

The Department of Labor website, though sometimes awkward to navigate, has several departments and sections that offer a variety of links to resources, publications, and initiatives, and it can also connect you with state sites and resources.

The Department of Labor Women's Bureau

Department of Labor: Links by Audience: Women

The DOL listing of non-traditional occupations for women

OSHA's Women in the Construction Workplace: Providing Equitable Safety and Health Protection study results

The National Alliance for Partnerships in Equity (NAPE) has a great listing of organizations that deal with non-traditional occupations for women

Women Work! is a national network of organizations dedicated to supporting women who are already in, or are seeking to enter, the job market. You can search for affiliates in your area who can offer services to overcome barriers, receive job training, and even job search assistance (regardless of field).

Being "Green" is Also Good For Worker Retention

GrAn article published by the American Society of Heating, Refrigerating, and Air-Conditioning Engineers says that being "green" is not only good for the earth, it's also good for employee retention, worker morale and the bottom line.

That's the message from the Kenexa Research Institute's 2007 WorkTrends[TM] survey of workers in the U.S., U.K., Germany, China, India and Brazil. The survey shows companies with clear corporate social responsibility (CRS) efforts, including environmental and social programs, are most satisfied.

Kenexa's executive director, Jack Wiley, a workforce development guru, says the survey shows workers at these companies stay at their jobs longer and are more content with senior management. He says other benefits of CRS activities include increasing an organization's advantage when recruiting employees, setting the organization apart in terms of employment brand, elevating the sense of teamwork among employees, and helping establish an emotional tie between the employee and the organization.

Going green is becoming increasingly popular, so why wouldn't you want to increase your retention while you build employee engagement, and social awareness?

How Interns figure into the picture

For many firms, interns may represent serious untapped potential.

An internship, provides training for those who are interested in a career in process technology or a related field, as well as providing skill/knowledge enhancement for those who seek to further their training in the process industry.  It also provides an opportunity for a real-world work experience.

Have you employed interns previously?  You may want to consider this resource, which is highly relevant today.

We all know that a significant labor shortage has been predicted, and knowledgeable entry-level technicians and craftspersons with some experience in the work environment are preferred by employers.

Internships benefit the Company in a number of ways.  Internships allow the company to invest in the community, and  Interns can be evaluated prior to hire - those you choose to hire tend to contribute to lower recruiting and turnover costs.  These Intern employees are partially trained when you bring them on-board and can be productive to the organization sooner.

They also bring the latest theories, ideas, and classroom training to their job to share with incumbent employees.  Accordingly, they also re-energize the work force with their enthusiasm, positive attitudes and work ethic.

Don't have an Internship program currently?  Watch this space for a future discussion on how you can begin one - and make it work for you.

The role that "Career Blockage" plays in International Assignments

Increasingly, firms find that it is necessary and prudent to expose their promising talent to international assignments.  Sometimes it works out fine, other times it doesn't.

One of the reasons cited by expats that leave posts (or firms) is "career blockage", or better known as the feeling that working abroad has gotten their career sidetracked, while people back home are climbing the corporate ladder.

I used to travel abroad extensively, and would frequently run into an expat that after a few drinks would admit “the home office has forgotten about me”

It doesn't seem to matter whether you are doing your job or not, it's just a human nature response to conditions.  It appears to the expat that there is a lack of collegiality and communication when working abroad, especially when surrounded by cultural natives who are in their natural setting, and receiving support and personal communications routinely.

The role of "HQ" managing this common concern is significant. 

HR needs to ensure that expatriates know that an international assignment helps in terms of advancement within the firm.  This also needs to be periodically reinforced by upper management.  Sometimes this is hard to do, especially when there is a lot or organizational "churn" at the upper management levels with people moving to different jobs, or leaving the firm altogether.  Remember that the initial expectations that may have been set, if not committed to a written agreement, may not survive if there is (as if often the case), changes in upper management.

Likewise, planning needs to take into consideration, the very real concerns that expats have about their return to their "home base."  I have declined some overseas posts because the company was unwilling or unable to describe what would happen upon my return to the states.

Will the firm respect (and value) the unique new skills that I have acquired while overseas?  Will my return represent a "loss of status" (either real or perceived)?  Will there be a plan for re-integrating me into the stateside business?  Reverse "Culture Shock" can also be a factor, (and an adjustment period is a wise idea for the expat, as well as their family)  If firms are not prepared to do these things, it can really impact on the willingness of personnel to go overseas on assignment.

It is food for thought, hmmmm?

Engaged Employees = Whistleblowers?

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

read more | digg story

The marketplace is becoming global - Are you ready for it?

Are you ready to play in the global marketplace?

Do you understand what this implies?

If you have been paying attention over the past few years, you understand that there are massive changed happening in world output and the world trade picture.

• The U.S. no longer dominates the world economy
• Large U.S. multinationals no longer dominate international business
• The centrally planned communist economies that made up roughly half the world suddenly become accessible to Western businesses
• The global economy has become more knowledge-intensive

I'd like to address the last point - becoming more knowledge-intensive.

It is no longer enough to have the latest or best knowledge.  Further, the idea that "knowledge is power" has become somewhat of a attitude that is off-putting to others.

Let me provide context for this statement.

I recently completed arranging a foreign trade deal for a US firm that knew that they needed to be sourcing from China, but didn't have a clue as to how to begin.  This is not an uncommon situation, as increasingly, international business is a critical necessity of business.

It's not simple, nor straightforward, but is doable for those that want to spend the time to become smarter about the situation, and required processes regarding foreign trade.

One area that I have noticed that is often unfamiliar to those westerners seeking to establish trade/business relations with people/organizations in other cultures is the western tendency to "pigeonhole" people by our existing cultural beliefs.

Not only does this get you into trouble (quickly), such incorrect generalizations can damage potential for future relationship development.

Here's come suggestions to help you when dealing with people of different cultures:

• Do not try to identify the counterpart’s home culture too quickly. Things that you believe represent "cues" to the other's cultural orientation (e.g., name, physical appearance, language, accent, location) may be (and increasingly are) unreliable.
• Be particularly aware of the Western bias toward “doing.” Ways of being (e.g., comportment, smell), feeling, thinking, and talking can shape relationships with people of other cultures more powerfully than doing.
• Resist the western tendency to formulate simple, consistent, stable images.  These may not translate the same in other cultures.
• Do not make the assumption that all aspects of the culture you are dealing with are equally significant.
• Strive to recognize that the norms for interactions involving outsiders (e.g. YOU) may differ from those for interactions between compatriots.
• Never overestimate your familiarity with your counterpart’s culture. More often than not, you will be wrong.

Please trust me on these points.  I have learned the hard way that global trade is based on relationships, and is not entirely price driven.  In the fastest growing economies of the world, the relationship takes precedence in negotiations.  And relationship development doesn't happen quickly (by design)

There are many places where westerners (across many industries) have screwed up by trying to apply western values and practices to other cultures. Here are a few examples:

• An American oil rig supervisor in Indonesia shouted at an employee to take a boat to shore. Since it is no-one berates an Indonesian in public, a mob of outraged workers chased the supervisor with axes.
• Pepsodent tried to sell its toothpaste in Southeast Asia by emphasizing that it "whitens your teeth." They found out that the local natives chew betel nuts to blacken their teeth which they find attractive.
• A company advertised eyeglasses in Thailand by featuring a variety of cute animals wearing glasses. The ad was a poor choice since animals are considered to be a form of low life and no self respecting Thai would wear anything worn by animals.
• The soft drink Fresca was being promoted by a saleswoman in Mexico. She was surprised that her sales pitch was greeted with laughter, and later embarrassed when she learned that Fresca is Mexican slang for "lesbian."
• When President George H W Bush went to Japan with Lee Iacocca and other American business magnates, and directly made explicit and direct demands on Japanese leaders, the American representatives violated basic Japanese etiquette. To the Japanese (who use high context language) it is considered rude and a sign of ignorance or desperation to lower oneself to make direct demands. Some analysts believe it severely damaged the negotiations and confirmed to the Japanese that Americans are barbarians.
• U.S. and British negotiators who you might think are the most able to communicate well, found themselves at a standstill when the American company proposed that they "table" particular key points. In the U.S. "Tabling a motion" means to not discuss it, while the same phrase in Great Britain means to "bring it to the table for discussion."
• When Pepsico advertised Pepsi in Taiwan with the ad "Come Alive With Pepsi" they had no idea that it would be translated into Chinese as "Pepsi brings your ancestors back from the dead."
• In Italy, a campaign for Schweppes Tonic Water translated the name into "Schweppes Toilet Water."

So it's important that your actions and words are carefully considered, when dealing with anyone of another culture.  Remember, this is not just about dealing with people in foreign lands; increasingly, individuals from other cultures are all about us, and the sooner we learn how to deal with our "cultural colleagues", the better we will be at expanding into the global business community.

Think about it.

A Progressive Program Showing That Construction Offers Many Opportunities

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.

SDA Audio Seminar - The Generational Challenges for Design Firms

Yours truly has been invited by the Society for Design Administration (SDA) to present a 90 minute audio session on "The Generational Challenges for Design Firms"

"The Generational Challenges for Design Firms" Audio Conference is basically a 90-minute telephone seminar.  You'll be able to see materials, hear an instructor and ask questions in real time. Participants are charged by the site, which means you can invite colleagues to attend the session with you and share the cost! 

The SDA is a RedVector business partner

Cost is $125 for SDA Members/Chapters and $155 for nonmembers
Registration information is available using the attached form
Download audio_conf_registration_20080212.pdf

Audio Conference Date: Tuesday, February 12, 2008
Audio Conference Time:
2PM-3:30 PM Eastern
1PM-2:30 PM Central
12PM-1:30 PM Mountain
11AM-12:30 PM Pacific

The "Perfect Labor Storm" and Why It Isn't Going Away

Among the top experts in the discussion of the "Perfect Labor Storm" is Ira Wolfe, who authored the book by the same title.

The book discusses why the aging workers, retiring baby boomers, rising health care costs, shortages of skilled workers, generational gaps, work ethics (just a few of the workforce demographic and socio-economic events that I discuss on this blog) are colliding to produce the biggest shortage of skilled workers in the United States and many other developed countries.

It's a good read, and worth the time, especially if you're an employer or policy maker.

Here's a synopsis of what you'll find...

Many managers and business owners and even economists and strategists are hoping for a break in the socio-economic "climate" and praying this storm too will pass. Human resource professionals, executives, and managers alike wrongly believe they are the isolated targets of some insidious plot to abscond with their workers or else are just magnets for under-skilled workers with poor work ethics. And not unlike the Andrea Gail which was sucked under by the colossal waves even two days before the full force of the storm hit, their businesses too will sink with this short-sighted, wait-and-see attitude.

All workforce trends indicate future employee shortages will not blow over for decades. Many solutions such as retaining older workers longer are flawed. Since health care and retirement costs explode for workers over age 55, how will businesses afford to insure these workers....and without health care and retirement benefits, why will they work? Even worse the full force of the storm won't hit until the end of this decade.

The Perfect Labor Storm has no industry or geographic boundaries. From plumbers to dental hygienists to teachers to border patrol to radiologists, virtually every industry at nearly every skill and position level is affected by shortages of workers with the right skills and attitudes to do all the jobs.

Is this starting to get you attention?  It should!  Besides Dr Wolfe's book, check out the other parts of this blog to get a better understanding of why this is an issue, and most importantly, what you can do about it.

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 offices 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 the 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?"

Factors Shaping Our Future Workforce - Part 1 - Impact of an Aging Population

Aging of the population is currently the single most important trend affecting the workforce in the USA.

Personal lifestyle changes and medical advances are keeping people viable and active longer.

Additionally, financial pressure and personal desire are keeping them working beyond traditional retirement age.  This is evidenced by the projection that by 2025, workers aged 55 and older will be more than 20% of the work force in the USA

The concept of "old" and "senior" are also changing.  By 2050, individuals aged 75 – 78 will be considered to be "middle age."  Mortality tables are being changed to reflect this: maximum life expectancy is increasing from 99 (tables created in 1980) to 120.5 years (new tables published in 2003)

Finally, we are and will continue to experience a lack of younger replacement workers due to a "baby bust" which started with Generation X

One of the most anticipated workplace trends of the 21st Century is the huge retirement wave that will hit most industrialized countries, including the United States, in the next few years. But surveys consistently report that most companies are unprepared to respond to the seismic shifts that are expected to appear in the workforce.

What implications does this have?

Searching for the Silver Bullet: Leading Edge Solutions for Leveraging an Aging Workforce, the latest study from the MetLife Mature Market Institute, which was developed in collaboration with David DeLong & Associates, explores what proactive organizations are doing to creatively meet the challenges posed by an aging workforce.

The study includes in-depth case studies about four companies that have successfully implemented programs to address the changing workforce demographics: Boston Scientific, First Horizon Corporation, The Aerospace Corporation and Weyerhaeuser.

Drawing on the experiences of employers that have put innovative initiatives in place to address the changing demographics, the study provides insights for HR managers on such topics as: implementing effective flexible work arrangements, helping older workers successfully transfer knowledge and devising creative solutions for rehiring retirees.

The U.S. Bureau of Labor Statistics indicates that between 2004 and 2014 the growth in the percentage of older workers will far outpace that of younger workers.

In that period, the percentage of individuals in the workforce ages 55-64 is expected to grow 42%, compared to a 5% increase in workers age 45-54 and an 8% decline in workers age 35-44. At the same time, the percentage of workers 65+ is expected to grow 74%.

“As the wave of baby boomers approach retirement, companies are searching for a silver bullet – a one size fits all approach for addressing the needs of an aging workforce,” said Sandra Timmermann, Ed.D., director of the MetLife Mature Market Institute. “However, what we learned from this new study is that there is no panacea for addressing the needs of a mature workforce.

What’s needed, instead, is a portfolio of strategies and solutions that balance the need to retain older workers while also transferring knowledge to younger workers, so that business performance can be sustained.”

“By learning from others and putting practices in place now, employers will be better able to navigate the dramatic changes coming in the workforce,” added Timmermann. “Organizations that haven’t prepared properly will have fewer options to minimize the impact of retiring baby boomers in order to sustain business performance.”

Valuable lessons learned from the study include:

• The need to think of phased retirement or flexible work options as a program, not a policy;
• How to create effective knowledge sharing relationships between older mentors and younger workers;
• How company-sponsored benefits and retirement planning workshops that focus on the economic consequences of leaving the workforce will encourage some employees to remain in the workforce past age 65;
• The need to make knowledge transfer an explicit part of any job when rehiring a retiree; and
• Why companies must stop searching for the “silver bullet” and recognize that there is no quick fix to these workforce challenges. The solution is a portfolio of integrated programs that will accommodate the changing labor market.

The study also provides specific tips to help employers:

1. Create and leverage a network of former employees;
2. Rehire retirees indirectly on a project basis when pension restrictions prevent direct re-employment;
3. Hire retirees with special expertise to innovate on critical projects; and
4. Tap the expanding pool of older people seeking employment.

“When it comes to solving the problems of an aging workforce, the glass is both half empty and half full,” said Dr. David DeLong, president of David DeLong & Associates, Inc. “Organizations can focus on the barriers or the opportunities. Most executives today recognize that their workforce is going to change dramatically in the next decade. They can maximize the contributions of employees and the assets they bring to the workplace.”

The MetLife Aging Workforce study was conducted during the first half of 2007. While this research focuses on four specific case studies, more than 75 interviews were conducted with managers in 28 organizations identified as leading edge in dealing with the changing workforce. To enhance the findings, more than a dozen experts on aging workforce issues were also interviewed.

Why Management is Fearful of Developing their Workforce

Recently, I was reading one of the great articles published by AmCheck (the Payroll Services, HR Solutions, and Employee Benefits people), that discussed the characteristics of a successful company.

One might think workforce development is an obvious characteristic of all successful companies and their managers. 

But Lominger Limited Inc. - a leadership development think tank and consultancy - reports that managers and employees ranked "developing direct reports" dead last out of all 67 competencies in its bi-annual study of leadership skills. That's right—managers are viewed and view themselves "worst" at developing their direct reports compared to all other skills in their toolbox.

What's your fear level?  Is it paralyzing you to the point where you may become a casualty to "inaction?"

Fears and hollow excuses are usually what prevents managers from developing their people. You may not be actively developing your reports job because you fear:

• Losing power. If you develop your people, you may not be the technical expert of your area anymore. (In reality, you agreed to not be the expert any more when you took a leadership position)
               
• Losing your good people. As people develop, they may want to grow further beyond the function of your department. Be aware, however, that if you are seen as a "people hoarder," your career will be severely diminished.
               
• Being "leap-frogged." Someone you develop may eventually get a job you want. You may even have to report to one of your previous direct reports. (Let's hope you developed them well.) If you use this excuse, you're revealing a basic insecurity about your own abilities.
               
• Creating a rival. Worse than the fear of being leap-frogged may be the fear that a former direct report could become an arch rival in your organization. This excuse is another indication of personal insecurity.

Or you may not be developing other leaders because it takes time or you want to avoid the responsibility. But what else are you doing with your time that is more important? Here are six reasons why you should can the excuses and work on your workforce-development skills:

• To improve productivity and effectiveness. While developing a direct report may cause some temporary reduction in productivity, it will pay dividends in your department, team or division in the long run
               
• To maximize long-term potential. Developing direct reports improves the long-run success of your entire company.
               
• To keep your sanity. Good people developers usually go home on time. Developing your people not only improves their capacity to perform, but it improves your capacity to delegate.
               
• To attract talent. When the word gets out that you are a people developer, the up-and-comers in your company line up to work in your department, team, shop or division.
               
• To "plant" good people. When people leave your area, they know your department's function, your methods and your needs, and can help you be successful from their new position
               
• To get promoted. Being a great people developer differentiates you from the pack. People say good things about you. People realize you are a more complete leader, not the usual, one-commodity manager.

No one becomes a great people developer overnight, and there's no one right way to do it. You should cater to your strengths and to your style. Here are some general tips for improvement:

• Be the motivator, not the "mom." Convince your employees that they are responsible for their own development. Each must have a written development plan, including both short- and long-term development goals. Remind employees that capitalism is "creative destruction" and that their jobs may dissolve without notice. Corporate maternalism breeds unhealthy dependence on the company and minimizes self-reliance.
               
• Incorporate their need to have a personal development plan into your performance-management process.
               
• Recognize that development is more than going to training. While training courses are an important aspect of development, so are rotations, special tasks, complex projects, reading assignments, informal "brown-bag discussions" and even successful staff meetings.
               
• Coach with a passion. Most people can remember a coach, teacher or mentor who dared to confront behavior when it was less than optimal. People developers constructively confront-in a private and professional way-when needed       
               
• Delegate incessantly, and make assignments with development in mind.
               
• Know your people, particularly their career aspirations.               
               
• When interviewing potential hires for your department, discuss an estimated time for them to move on (assuming this fits their career aspirations), usually by the end of three years. Make moving on a goal, and promise that you will help them find their next position within the company when they have developed to your expectations and performed in their current job for a reasonable period of time.
• Creatively reward people who actively develop themselves. Money is not always the right answer. Know your people and reward them with a motivating intangible.

Lose that fear!  You will pay a dear price for not developing your available talent in the next few years.  Remember, this is one of those thinngs you pay for, whether you do it or not.

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

Does Workplace Loyalty Cut Both Ways?

I suspect that one of the main reasons why so many people put up with long hours, constant demands to increase output, and even Hamburger Management is simply loyalty: loyalty to colleagues and friends, loyalty to a workplace, even corporate loyalty.

Not familiar with Hamburger Management? A relatively new term, coined by the folks over at Slow Leadership, refers to the process of doing everything as quickly and cheaply as possible. When everything has to be done yesterday, there can be no time for debate or questioning. Blind obedience is required because that is the only response that fits the constant demands for going faster and doing more with fewer and fewer resources. Blaming others? Hamburger Management is like every other type of cheap, shoddy goods. It doesn’t work very well. So those who use it must constantly find excuses to avoid the truth being seen: that they are incompetent because of the methods they are using.

I recently was introduced to an excellent piece entitled: Workplace Loyalty Cuts Both Ways, authored by Carmine Coyote. a brand of Adrian Savage a noted marketing guru, Englishman and a retired business executive who lives in Tucson, Arizona. You can read his serious thoughts most days at Slow Leadership, the site for anyone who wants to bring back the taste, zest and satisfaction to leadership; and his crazier ones at The Coyote Within..   It's really a good article.

The trouble is that organizations don’t appear to have the same sense of loyalty in return. That puts a huge strain on employees. Do you pitch in and help out your colleagues, who are struggling with the latest batch of unreasoning demands from on high? Or do you start polishing your resume and get ready to walk out the door as quickly as possible? Do you stay with your belief that the job you’re doing is both worthwhile and valuable—even if it’s poorly paid, as so many jobs in teaching, nursing, and other public services tend to be?

Or do you decide to follow the money into a different career—or even consider leaving to work overseas—and let go of your loyalty to an ideal?

You owe it to yourself to read Workplace Loyalty Cuts Both Ways
check it out for the full coverage.

We All Want To Work for A Company That Supports Us, Don't We?

I wanted to share this with you my readers.  I received this message from a close friend of ours, who also like myself is a vet.

My cousin sent this to me and I thought you all would like to know about it.  Happy holiday shopping!
Shannon

I know I needed this reminder since Sears isn't always my first choice. Amazing when you think of how long the war has lasted and they haven't withdrawn from their commitment. Could we each buy at least one thing at Sears this year? How does Sears treat its employees who are called up for military duty? By law, they are required to hold their jobs open and available, but nothing more. Usually, people take a big pay cut and lose benefits as a result of being called up.

Sears is voluntarily paying the difference in salaries and maintaining all benefits, including medical insurance and bonus programs, for all called up reservist employees for up to two years. I submit that Sears is an exemplary corporate citizen and should be recognized for its contribution.

I suggest we all shop at Sears, and be sure to find a manager to tell them why we are there so the company gets the positive reinforcement it well deserves. Pass it on.

Decided to check this before I sent it forward. So I sent the following e-mail to the Sears Customer Service Department: I received this e-mail and I would like to know if it is true. If it is, th e Internet may have just become one very good source of advertisement for your company. I know I would go out of my way to buy products from Sears instead of another store for a like item, even if it's cheaper at that store.

This is their answer to my e-mail:
Dear Customer: Thank you for contacting Sears.The information is factual. We appreciate your positive feedback. Sears regards service to our country as one of greatest sacrifices our young men and women can make. We are happy to do our part to lessen the burden they bear at this time.
Bill Thorn
Sears Customer Care
webcenter@sears.com
1-800-349-4358

Please pass this on to all your friends. Sears needs to be recognized for this outstanding contribution and we need to show them as Americans, we do appreciate what they are doing for our military!!!

It's Verified ! By Snopes.com at: http://www.snopes.com/politics/military/sears.asp (shows the entire article)
http://www.truthorfiction.com/rumors/s/sears.htm

Not bad for a McJob

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.

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 the 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

Performance Appraisal and Feedback - What are Today's Management Expectations?

Performance Appraisal and Feedback is an important part of the talent management process.  However, the "equation" is different today than it has been in the past.

I'd like to share with you some ideas on current thinking about:

• Supervisors’ Accountability For Employee Performance
• The Supervisor As Coach
• What Does The Company Need From The Employment Relationship?
• What Do Employees Really Want From The Employment Relationship?

The Supervisors’ Accountability For Employee Performance

Traditionally, management has meant performing the functions of:
Planning

• Define Goals for Future Performance
• Determine Tasks Needed to Meet Goals
• Determine Available Resources

Organizing

• Assign Identified Tasks
• Allocate Needed Resources

Leading

• Inspire Employees to Achieve Goals

Controlling

• Monitor Employee Activities to Assure Progress

Over time, this role has transformed to include an awareness of :

• Decentralized Decision Making
• Flexible, Skilled & Involved Workforce
• Increased Sensitivity in Work Relationships

The Supervisors’ Job Description has thus evolved as a Supervisor of the Work of Other Employees to include :

• Setting Objectives
• Hiring Employees
• Training Employees
• Assigning Tasks to Employees (Delegation)
• Measuring Performance of Employees
• Rewarding/Disciplining Employees

Accordingly, the Supervisor is accountable to the business to

• Meet Their Own Performance Objectives
• Maintain Accurate and Timely Records of Employee Performance Throughout the Appraisal Period
• Complete the Forms Used in Appraising Employees and Return Them to HR on time
• Maintain Their Knowledge and Understanding of the Performance Appraisal Process,, and
• Review Appraisals Together With Employees

In other words, from the Company's perspective, they are looking for the Performance Appraisal and Feedback process to help

• Maximize Employee Productivity
• Employees Focus on Organization’s Objectives
• Employees Take On Responsibility for Their Performance
• Management Understand How to Manage Performance Effectively
• Facilitate Coaching, Counseling and/or Discipline for Poor Performers
• Provide protection From Legal Liability
• Establish an Objective Basis for Development, Compensation and Rewards

The Supervisor As Coach

Management is so 20th Century!  This "old" view of things looks at Management as a often one-way process whereas coaching is two-way, with the coach and the employee constantly giving and receiving feedback.

Coaching then, instead of “Managing” or “Supervising” is a key concept for achieving top organizational performance.  Supervisors become coaches when they use feedback on a continuous basis to reinforce positive behavior or counsel employees to correct actions that do not further the organization’s goals.

What does Coaching involve?

• Being there for them
• Giving them what they really want
• Rewarding them with "ownership" of their part of the business

According to a study conducted by Mercer management Consulting for the Council of Communications Management, 75% of respondents in a study of employee communications indicated that internal communication has a positive influence on employee performance.

The supervisor is the critical link between top management and employees.  Keeping employee communications “up front” and honest helps to build employee morale, contribute to company loyalty, and increase productivity.   

What kinds of things are important for your employees to be aware of?

What Does The Company Need From The Employment Relationship?

Employee engagement is more important today than ever.  Business leaders need to encourage activities that make employees feel more participative in the business.   You also need to reward people who learn more about their jobs, new trends, solve problems, and are willing to make changes.  Employees who feel empowered are far less likely to become chronically absent or quit.

What Do Employees Really Want From The Employment Relationship?

According to a 2001 Randstad North American Employee Review study looking at how employees define success in the workplace, the following dimensions were most frequently cited:

• Being trusted to get the job done
• Opportunity to do the type of work i want
• Power to make decisions that affect their own work
• Finding a company where i want to work a long time
• Getting raises
• Having flexibility
• Many different job options & opportunities
• Getting promotions
• Getting praise & recognition
• Managing (leading) other people
• Gaining seniority

But it gets even more interesting.

• Mature workers (aged 61-75) workers view themselves as "contributors," while viewing their employers as a "benevolent master." Their greatest psychological need is "respect" and their overriding workplace characteristic is "dedication." Having power to make decisions that affect the whole organization is important to them.
• Baby Boomers (now aged 42-60) are "adaptable" and in need of "appreciation." They view employers as "partners" while striving to be "recognized employees.”
• Gen X'ers (new age 27-42) are "realists" in need of "security." The volatile nature of the new economy drives them to perceive employers as "terminators," while they view themselves as "employees with a future."
• And Gen Y (26 and younger) see themselves as "entrepreneurs" and their employers as "providers." They are in need of "attention" while remaining "cautiously optimistic" about the future.

But for all employees, the most important corporate value cited was TRUST…even more than money or title.  A well thought out Performance Review and Feedback system can be a unique experience that can help

• Make employees feel like members of the “Club”
• Facilitate their ideas, suggestions for problem-solving
• Challenge them with new tasks, assignments, projects
• Involve them in setting performance criteria
• Encourage self-evaluation of their performance
• Work together to set performance objectives

Why then, does the Performance Appraisal process often evoke discomfort versus a sense of discovery?  Perhaps that's because often the program is representative of

• Inadequately defined standards of performance
• Sketchy or ambiguous performance documentation
• Inadequate time allotment for the discussion
• Supervisor bias in judging performance
• Reliance on gut feelings; lack of objectivity
• Lack of timeliness of performance reviews
• Lack of employee involvement

So are they still relevant?  YOU BET !   

Your workforce wants to do the right thing, BUT

• They may not know the rules
• They may not have clear goals
• They may lack confidence
• They may have limited ability
• They may be poorly trained
• They may not have the right equipment
• They may have limited communication
• They may be distracted by personal problems

Today more than ever, a well conceived and properly executed program can be used

• To let employees know where they stand and to give them feedback
• As A basis for compensation and rewards
• As A basis for individual training and performance improvement
• As A basis for career planning
• As A basis for business planning
• To document HR decisions, placement,promotions and discipline

Is this your experience?  How about sharing your "success" stories as well as "horror" stories with our readers.

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.

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.

Launch of www.Skills2Compete.org with resources for advancing a 21st-century skill guarantee

 

Reminder!  Register by Thursday, Nov. 8th A 21st-Century Vision for Opportunity and Innovation Launch of the Skills2Compete Campaign A National Webinar Monday, November 12, 2007 at 12:00 p.m. EST To register, email carlam@workforcealliance.or Learn About the Research Harry J. Holzer Professor of Public Policy, Georgetown University Visiting Fellow, Urban Institute will talk about the campaign report, America's Forgotten Middle-Skill Jobs by Holzer and Robert Lerman.. Hear from Representatives of Endorsing Organizations National Association of Manufacturers Phyllis Eisen, Vice President, The Manufacturing Institute & Executive Director, Center for Workforce Success International Association of Machinists & Aerospace Workers R. Thomas Buffenbarger, International President Kentucky Community and Technical College System Dr. Keith Bird, Chancellor Training, Inc. National Elsa Bengel, Vice President, Boston YMCA Education & Training The Workforce Alliance Andy Van Kleunen, Executive Director See the Resources Launch of www.Skills2Compete.org with resources for advancing a 21st-century skill guarantee. Register now for the national launch of the Skills2Compete campaign by emailing carlam@workforcealliance.org. Those who register will receive dial-in information one prior to the event.  Learn more about the campaign and endorse at our temporary campaign website at www.workforcealliance.org/endorseS2C.           The Skills2Compete Vision: Every U.S. worker should have access to the equivalent of at least two years of education or training past high school—leading to a vocational credential, industry certification, or one's first two years of college—to be pursued at whatever point and pace makes sense for individual workers and industries. Every person must also have the opportunity to obtain the basic skills needed to pursue such education.

Visit our temporary campaign website at www.WorkforceAlliance.org/S2C