Jasmine Flowers September 24, 2008 
1 Comment »
Over the past few years the Internet and the HR industry has been inundated with articles and statistics about the workforce gap that will happen when the Baby Boomers retire. Let me refresh your memory with some statistics.
- “A recent survey of executives across the United States found that nearly half, 47 percent, believe baby boomer retirements will have a larger impact on the American work force than any other single factor over the next decade…The looming retirement of baby boomers has captured the attention of business leaders. They’re concerned about retaining the expertise of their most tenured employees.”
- “As the 76 million Americans born between 1946 and 1964 gradually approach retirement age, companies across the country will be faced with a stark reality. It’s that when they do leave the workforce, they will be taking with them an entire generation’s worth of knowledge that can never be replaced.”
Well I recently came across an article on CNN.com discussing how Boomers may not be retiring in droves like everyone thought. Workers in their late 50’s are choosing to become entrepreneurs, pursuing an “encore career” as a Consultant, or keeping their jobs that they have had for years. I call it the Michael Jordan syndrome, recently Brett Favre had a case of it after he “retired” from football only to return for the next season.
“According to a MetLife Foundation/Civic Ventures Encore Career Survey, 79 percent of Boomers between 50 and 59 intend to work past traditional retirement age for the pay and benefits…64% of Boomers between 60 and 70 have the same plans, a sign that the younger Boomers are not ready to move on.” The article attributes this to the fact that we are living longer and are continuing to work in order to keep busy. The most popular transition seems to be the “encore career” where Boomers are becoming Consultants. They can manage their own schedules, determine how much work they carry, keep busy, and still get a paycheck. I have both friends and family members who are of retirement age and have technically retired but are still sharing their knowledge as a Consultant to the company.
So, before we all start panicking about the leadership and knowledge gap that is predicted to occur when the Boomers retire. Let’s make the best of their extended time in the workforce and invest in ensuring extensive knowledge transfer as well as additional training and mentoring programs for us X and Y generations who will become the predominate members of the workforce.
Posted in Hodes QTrac, HR Consulting, Human Resources, Workforce Planning, Workforce Management 1 Comment »
Christen Uber September 22, 2008 No Comments »
Recently I was introduced, through Workforce Magazine, to John Hollon’s blog. Back in July Hollon’s wrote a blog commenting on his continuous internal debate about when is a good time to fire someone. Hollon’s internal debate was reignited after hearing an announcement that Willie Randolph, head coach for the NY Mets, was terminated. The fact Randoph was fired was actually no surprise however, the manner he was fired seemed unappropriated. So Hollon’s in his blog reached out to his readership asking them to provide perspective on the best way to terminate an employee
So I throw the question out to all of you: When is the right time (if there is a right time) to let someone go? Is there a best day or time to do it? Or is it less about the day and time and more about how you treat the person on the other side of the table?
So here is my perspective. One of the most difficult responsibilities a manager has to occasionally execute is firing an employee. The fact we have developed numerous labels both for legal as well as emotional reasons demonstrates the point. The list below includes some of the terms I could think of off the top of my head. Please let me know if you think of any more.
- Fired
- Laid-Off
- Company Reorganization
- Downsized
- Let go
- Terminated
- Separated
- “Voluntarily” Resigned
- Invited to Leave
- Managed Out
Obviously, regardless of the legal reason or term utilized during the conversation the end result is the same. The employee is leaving their place of employment and is no longer pulling a pay check. Immediately the employee’s stress and anxiety begins to build. So how as effective managers and Human Resources professionals can we reduce the stress and anxiety? Below are some of my recommendations based on unfortunately numerous experiences.
- The employee doesn’t care and won’t remember what day they were fired however, they will remember how it was done.
- Provide an appropriate private setting
- Remember this could be you one day on the other end of the conversation, so treat the employee with respect and professional courtesy regardless of your feelings in-regards to why they are being let go.
- Typically, this is a can be a very emotional moment for the employee. Remain calm and composed - do not react to their emotions.
- Provide correct and consistent answers
- Repeat your original message is the best strategy, as to avoid over-elaboration and awkward statements
- Keep the conversation focused on the employee exiting the company and actions they need to take next
- When appropriate provide the exiting employee with a packet of information they can review and refer back to once the shock or emotional reaction has subsided. This packet could include benefit information (cobra too), vacation payout, last paycheck, separation notice and who to contact for further information.
- Make arrangements for them to collect their personal belongings
- Upon the employee leaving shake their hand and thank them for their contribution to the company. This simple gesture will professionally end the conversation and provide the employee with some sense of dignity.
Posted in Human Resources Analytics No Comments »
Bradley Savoy September 2, 2008 1 Comment »
Last week I presented at HR Florida about how a companies employer brand is perceived through the eyes of prospective candidates and their own employees. One of the side conversations that came from the presentation was about resources for companies to get a sense of their own reputation as an employer online.
I always recommend that a company start with a google search of their company, and beyond that start checking the “rating boards.” Vault was the originator, and JobVent has gained some traction as well. Both allow users to document why they love of hate their jobs and employers through ratings systems. CorporateGrade is a new entrant to the space and seems to be sophisticated and simplistic enough to catch on.
One of the first complaints companies raise about sites like these or other social media is that these are primarily “venting” sites used by bitter employees or former workers. However, there are balanced ratings out there from people who love their job and want to tell their story. It’s also a part of our culture now. When was the last time you bought a product without reading customer reviews of their experience with the product?
Your employer brand is being challenged continuously by people who trust their peers more than anyone else. They use their significant resources of the net to share opinions and ideas, to discuss their perceptions and experiences, to praise and criticize, and to influence other people.
Markets and brands have indeed become conversations, which can have a powerful impact on your organization. They can make or break a company’s reputation, and help or hinder sales and acquisition efforts. There are conversations being held about your company everyday. The brand perception is being formed without your input, but you can be a part of it. You can join the conversation.
Posted in Human Resources Analytics, Hodes QTrac, Human Resources, Recruiting 1 Comment »
