Talent & Careers: Beverly Kaye and Sharon Jordan-Evans by Beverly Kaye

05:41 pm | 0 recommendations | 1 comment

Talent War Ahead? Yea or Nay?

Sharon and I have been writing about retention and engagement for several years. We believe that a new bigger talent war is around the corner. (We're not the only ones who think this way either.) Why? Because of the confluence of three major factors:

• Healthier economy and brighter job market. That spells more options for good workers.
  
• Unhappy employees, with updated resumes and packed bags who are ready to jump ship at the first sign of greener grass. (See the latest Monster survey - 89% of 13,000 people plan to change jobs in the next 6 months.)
  
• Changing demographics. One half of the 76 million Baby Boomers will be eligible to retire in the next decade. Their replacements will come from a smaller generation. The number of workers between the prime working ages of 25 and 54 will stagnate, causing a shortage in skilled workers.
  

We've dealt with the first two factors before. But we've never seen anything like the demographic earthquake predicted by the pending departure of the Baby Boomers.

Of course we know the talent war will affect some industries, geographies, and career functions more than others. For example, many countries already face a nursing shortage of unprecedented proportions, and the problem will only get worse, with aging populations who need more health care. How are things in your backyard? Do you already feel the competition for talent increasing?

Some say there are mitigating factors and they could ease the pain of the New Talent War. See what Peter Capelli says in this Fast Company essay. Fewer workers will be needed as:

• Companies continue to send jobs to other countries (globalization, off-shoring)
• Technology advances and productivity advances continue
• Skilled workers immigrate here from other countries
• Boomers delay their retirement

No one really knows the effect these factors will have or if they'll "mitigate" the problem. What do you think?

01:21 pm | 0 recommendations | 7 comments

Jerk Bosses: To Coach or Can?

When Sharon and I did our research for our first edition of Love 'Em or Lose 'Em: Getting Good People to Stay , we talked to folks who left organizations and wrote "more money" or "better opportunity" on their exit interviews. When we caught up with them later and we asked for more information, they said (in no uncertain terms), "My boss was a jerk, and I decided I didn't have to put up with it anymore."

We were fascinated by the word, and as good researchers we began to ask for some clarity and definition. We ended up with enough to write a whole chapter in our book, invent an assessment tool, and collect some great stories. Lately, those stories about mean bosses, bully bosses, are everywhere. There was a great article in American Way called "Monster Managers." It said 42% of US workers reported incidents of yelling and verbal abuse in their workplaces. And, it said that 30% of workers admitted to yelling at their co-workers themselves.

On our website, we asked over 2,000 people which of the jerk characteristics would most make them walk out the door. Here's the latest "top five" (six, really), and how they differ for men and women.

• Belittles people: Ranks #1 with both men (46%) and women (44%)
• Lies: Ranks #2 with both men (34%) and women (40%)
• Micromanages: Ranks #3 with men (27%)
• Condescends or demeans: Ranks #3 with women (36%), #4 with men (26%)
• Humiliates or embarrasses others: Ranks #5 with men (24%), #4 with women (29%)
• Acts arrogantly: Ranks #5 with women (26%)

So here's our query: what should an organization do?

Some would say "coach" that jerk...give them strong feedback, tough love, behavioral counseling, etc. Others would say, "OUT - If you can't treat talent right you shouldn't be here". Others ignore it altogether and just hope it goes away. (We think most organizations can be included in the last category. They don't "coach" or "can" - they simply wait it out.)

What do you think? What are the ramifications of each choice? Have you ever been at the mercy of a jerk boss? What did it do to you?

07:31 pm | 0 recommendations | Be the first to comment

More Money vs. Happiness

John, great piece and good idea! I think there are two "currencies" we work for - emotional and economic. And I think that far too many companies pay only out of the "economic" check book when they should be using both.

Most of the research I've done with Sharon says that those who choose only for money find the good feelings the money gives just don't last all that long. Sharon and I researched about 15,000 people and asked, "Why do you stay?" Money never came out at the top of the list.

One book that I've always loved is Dawna MarKova's, I Will Not Die an Unlived Life. It asks great questions about what you really do want from life and work!

I also love the work that my colleague Richard Leider does about purpose and finding meaning in your work life. Check out Repacking Your Bags.

Hope that helps.

04:40 pm | 0 recommendations | Be the first to comment

Additional Thoughts on Doing What You Love

Angie, you make a great point in your original entry. I think you'll get a lot of responses. I agree wholeheartedly with your personal advice. One of my favorite books is Parker Palmer's Let Your Life Speak. In it he says that vocation, at its deepest level, is something you cannot NOT do! I truly think that when people are happy with their work, the entire way they see their life changes!

I also think that many individuals simply whine when they aren't happy instead of doing something about it.

My co-author Sharon Jordan-Evans also posted on this fact and I see she mentioned that we give advice based on the research in our book Love It, Dont Leave It: 26 Ways to Get What You Want at Work. Sharon (you didn't mention this) is also a superb coach, especially to senior leaders who aren't doing what they love.

Finally, a great idea is also being designed by my friend Sue Baechler who is brilliantly planning a Love It Club which would help employees everywhere and anywhere find more satisfaction in their work. Her wonderful Club isn't quite out of the "garage" yet but it will be soon. Here's a sneak peek - or pick up the phone and call her at (949) 470-9229. Tell her Bev sent you!

03:02 pm | 0 recommendations | 3 comments

Why Are They Quitting So Quickly?

On Friday I have to talk to an audience of staffing professionals about the link between recruiting and retention. It's a tough issue. I've seen it make some recruiters cry! They work hard to find the right talent, to woo the talent, to bring that talent into their organization for interviews. The magic works. The "new hire" joins, seems excited. The fit looks great. And, in an amazingly short time (Three months? Six months?) the magic is gone. The bright new recruit is on to greener pastures.

The recruiter is frustrated, the hiring manager is frustrated, the HR group is frustrated and most likely, that new hire who resigned left frustrated as well. It's a no-win game.

So who should jump on this? Sharon Jordan-Evans (my co-author of Love 'Em or Lose 'Em: Getting Good People to Stay) and I both believe that the hiring manger can do so much more. We believe that there is a direct correlation between that shortened tenure and the quality of the relationship with the manager.

We believe that most new hires come into an organization charged up. They are excited about their new adventure and are filled with energy and potential. Too many managers (and they admit this) leave that energy-tapping and "get-to-know-you" stuff to their organization's orientation program. Yes, they meet with their new hires, introduce them around, and then, well, the connection seems to die. It can't.

We recommend a series of on-going conversations initiated by the manager, spread over time, with each new hire. They don't need to be long, but they do need to happen and they need to happen in a one on one setting. The connect to the manager is essential. (We're glad to provide ideas!)

All this requires time and energy on the manager's part. But think about the time and energy that would need to be put into starting that interview process all over again. Compare that to the information one could glean from these conversations and the different ways to channel that data. And think about whether or not you would have wanted your first manager to take this kind of interest in you.

If you're a new hire, and you left quickly, why? What could have saved you?

If you're a manager, and this happens to you, why do you think they leave so fast?

If you're a recruiter, what's your take?

06:55 pm | 0 recommendations | 7 comments

Farewell!

Well, the time has come - a farewell post. I'm closing the office early so that my family (retired rocket scientist-husband, fifteen-year old daughter, and part dalmation-part terrier dog) can get a good start on the road to Mammoth, about a five hour drive to great skiing. After a week of doing all my usual work, answering the usual email, and adding blogging, getting away for MLK weekend will feel wonderful. I like to read books about reducing stress and balance in life. I really like one by Eileen McDargh called Work for a Living and Still be Free to Live. Truthfully, I think that this balance stuff is still a lesson I need to learn. Sharon and I both advise others that if you want ityou have to go get it! We talk about getting creative. About the most creative I'll get (and it's actually not bad) is that I'll take my laptop and type for the five hours up and the five hours back. In between I really will stop. Really!

Thanks, Heath and Fast Company for the blogging invitation and experience. ( I now can toss around the word and feel less like a techno-peasant). Sharon and I compared notes each night and enjoyed the many private "you go girl" emails that we got from friends who checked in on the blog but didnt make their comments public. And to all of you who did, it was fun to meet and (as they say in my home state of Jersey) "tawk". Best wishes to all of you. Do visit us at our web site.

06:32 pm | 0 recommendations | 3 comments

What Would Make You Walk?

Sharon and I first got interested in the whole concept of "jerk" bosses when we did our original research. When we asked people what keeps them and why they leave, most said that the words they put on their exit interviews weren't exactly the whole truth. The real truth was that their boss was, indeed, a "jerk" (or any other name you might want to insert!) and they decided they just would not put up with it any more. As good researchers Sharon and I then said, well, what EXACTLY do you mean by "jerk"? We then got a whole litany of responses and we started to take note. We now use a list of 50 or so jerk-like behaviors and even use an instrument we call the Retention Deficit Disorder in our work with managers.

We collected (I think we have about 2,000 now) responses from people to the question, "What would make you walk out the door?" and we got a kick out of the responses. We divided them demographically all sorts of ways, and now can tell you the differences in who would walk and why - by education, age group, department, industry, etc. We're not yet what we'll do with the data, but it's been very interesting to watch it come in. We'll keep you posted. Meantime, try the survey yourself.

06:08 pm | 0 recommendations | Be the first to comment

Are We Having Fun Yet?

Sharon, last night you mentioned that one of your executive coaching clients admitted to being a sour-puss. Those weren't your words, just my interpretation. You were coaching him about how to do some fun things with his team even though it wasnt easy for him. I just wanted to remind you of two books, one by Leslie Yerkes and one by Cindy Ventrice - you might even have them on your shelf. They both have great ideas.

There was a good article in Business 2.0 last spring that talked about bringing fun to call center service reps (now that seems hard to me). Seems like a manager at DirectTV wanted his reps to feel good, like more than headsetted phone drones. (What an image.) Anyway, the article is filled with ideas, most not too expensive either.

Misery IS optional.

02:49 pm | 0 recommendations | Be the first to comment

100 Best Companies

Fortune has again come out with their annual "100 Best Companies to Work For", and, as could be expected, the "Best Work Practices" presented for each company remind me of much of what we've been posting here all week.

For example, the new number one company, the jam/jelly maker J.E. Smucker, is credited with adhering "...to an extremely simple code of conduct set forth by their father and CEO number three, Paul Smucker: listen with your full attention, look for the good in others, have a sense of humor, and say 'thank you' for a job well done." The article goes on to report that managers at Smucker "...have been known to serve celebratory barbecues after hitting new records, routinely thank people with lunches and gift certificates", etc. And further, supporting what we've been talking about, is a quote from their director of marketing, who, "says she's been thanked more in her two years at Smucker than she was at her nine years at Nestle, Kraft and P & G combined".

For each of the 100 Best Companies, Fortune provides information such as the number of employees, revenues, percentage of minorities. percentage of women, turnover rate, average hours of professional training per year, and even number of applicants per year.

These companies obviously know something about taking care of their people. And everything they suggest their managers do is good advice on how we all need to treat each other as peers.

02:26 pm | 0 recommendations | 2 comments

Strict Bosses

Hey Sharon,

I just re-read your advice to Holly. I agree - sometimes, if the boss is toxic, you really do have to pick up and say, "enough is enough". It made me think about the opposite; what makes for a good boss. I think we've touched on this here and there in the blogs that appear this week, and I guess it really is a very individual thing. What makes a good boss for one person doesnt even enter the list for someone else. I did see a survey on the subject, around National Boss' Day a few months ago. It was done by HotJobs and they said 46% of those surveyed said a boss' willingness to share responsibility and credit was the most important quality. 24% said it was the boss' ability to act as a mentor. And respect for others opinions came in next. Here's one point I thought was really interesting - 44% percent of respondents believed that bosses got stricter in the past year. Im a boss, too, and ya know, I think I did get stricter!