The Online Newsletter for Clients of Express Personnel Services.

Talking About Our Generations: Part One of Five

Although the economy continues to rebound at a healthy pace, many companies feel it is premature to prepare for the fast approaching labor shortage. However, several job markets are already reporting a tightened labor market, and in some cities job vacancies are sitting unfilled for lack of qualified talent.

In preparation for the upcoming worker shortage, many companies have revamped recruiting programs to attract job seekers, as well as beefed up plans to maintain current employees, such as enhanced benefits, incentive and reward programs. When accessing advantages over competitors in appealing to job seekers and current employees, remember to meet the needs of a multi-generational workforce.

For the first time in history, the workforce is comprised of four distinct generations: Traditionalists, Baby Boomers, Generation Xers and Millennials. How can learning about the different generations help businesses operate more effectively? Knowing more about each generation’s characteristics provides insight about employees’ different attitudes, strengths and abilities.

Traditionalists
Traditionalists, born between 1900 and 1945, take pride in being hardworking and patriotic. As loyal employees, they respect authority and pay specific attention to professional ranks and titles.

Baby Boomers
Baby boomers, born between 1946 and 1964, are generally self-motivated and team-oriented individuals that work well in groups. They are confident and driven people who think anything is possible.

Generation X
Xers, born between 1965 and 1980, seek individuality and independence. As the first generation to grow up with computers, they are very comfortable working with media and technology.

Millennials
Millennials, born between 1981 and 2000, are multi-taskers. They strive to continually stay busy with hobbies and volunteer work. Growing up, they experienced a variety of different fashion and music trends, resulting in constantly changing tastes.
     
In today’s workforce, it is vital for management to have a solid working relationship with each individual employee. By gaining an understanding of each generation’s specific characteristics, managers can better communicate with their employees and build a planning strategy around each employee’s individual needs and strengths.

As part one of a five-part series, this article is only the beginning of an in-depth look at each generation. Be sure to look for an article about the Millennials in next month’s edition.

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Curbing Internet Misuse: Part Two of Two

The October edition of e-Xchange discussed the widespread problem of Internet misuse in the workplace. It provided information and statistics on the extent of the problem, including the estimated $1 billion that will be lost this year due to Internet abuse. This month’s article focuses on solutions to the problem.

Companies can try to decrease Internet abuse by first talking to employees about it. Many workers intend to look up one small item, and lose track of time. In addition, people have different ideas of what is acceptable. Is it okay to shop or surf the web during lunch or after hours? What about the occasional personal e-mail or joke sent to co-workers? Establishing guidelines of what is acceptable helps prevent confusion. If an employee seems to have a problem, speak to him about it. He may not realize there is a problem. If the problem persists, consider taking away Internet privileges. Let the employee know what actions will be taken if the abuse continues. Content filtering and/or Internet monitoring software can be used to prevent employees from accessing certain sites, or to monitor what sites employees are visiting.

Employers may need to look at why employees are misusing the Internet. For some employees, it is a personal issue. For others, it stems from problems with their job. Businesses can implement strategies to increase morale and loyalty, therefore reducing the chance of employees misusing privileges. Some employees who misuse the Internet are bored in their current positions. Try to ensure each employee is challenged and has the opportunity to work on new projects. Conversely, some employees use the web to procrastinate. Procrastination often occurs when workers don’t understand the work assigned, or don’t know how to complete a task. Make sure that all employees are properly trained and fully explain projects before delegating them to prevent this from becoming a problem. Rewarding productivity and leading by example also helps curb Internet abuse.

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Under-Management Epidemic: Part One of Two

According to a recent survey by Right Management Consultants, one-third of managers and executives are viewed as severely lacking the ability to effectively manage others. Part of this stems from companies promoting employees who excel in their field but do not possess leadership and managerial skills. While good communication skills and the ability to motivate people may not be necessary to succeed as, for example, a computer technician or accountant, they are essential for success in a leadership role. Even employees in fields that require excellent communication skills may not know how to effectively delegate and motivate. Managers who lack the appropriate skills to do their job often become either dictatorial or go overboard in an attempt to please everybody. This often leads to problems within a department or company and causes conflict, frustration and leads to an increase in turnover. The vast majority of employees leave a company not in search of a higher paycheck, but because of conflicts with management. Companies that acknowledge this can concentrate on training managers and providing them with the tools they need to succeed, resulting in increased retention.

When people are first promoted to a managerial position, they are sometimes hesitant to assert power and authority because they do not want to be viewed as a dictator. They may also feel inadequately trained to manage and as a result are reluctant to accept responsibility. These managers don’t provide sufficient support to their staff, nor do they set clear goals or measure performance. They may also spend too much time on low-level tasks because of a reluctance to delegate. Others don’t see what benefit they will receive from spending more time with employees. These managers need to realize that teams with ineffective leaders are less productive, create lower quality work and retain mediocre employees. High performing staff members eventually leave in search of leaders that will help them grow.

For tips on becoming a more effective manager, check out part two of Under-Management Epidemic in next month’s edition of e-Xchange, available Nov. 19.

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Employment Situation Summary

United States

Non-farm employment increased by 96,000 jobs in September, and the unemployment rate remained steady at 5.4 percent.

Major Industry Employment for September

• Construction: + 6,931
• Manufacturing: + 14,384
• Retail Trade: + 15,021
• Professional & Business Services: + 16,539
• Educational & Health Services: + 16,950
• Leisure & Hospitality: + 12,365
• Government: + 21,641

Canada

Employment increased by 43,000 jobs in September with the unemployment rate down slightly to 7.1 percent.

Major Industry Employment for September

• Educational Services: + 34,000
• Public Administration: + 16,000
• Professional, Scientific & Technical Services: - 14,000
• Information, Culture & Recreation: - 13,000
  

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