Work-Life Effectiveness: Work-Life Balance Enhanced.

Work-Life Effectiveness: Work-Life Balance Enhanced

As the war for talent consumes an ever-growing portion of talent managers' time and attention, work-life concerns are increasingly of interest. Gen Y employees in particular see work-life balance as a key factor when deciding to join and/or stay with an organization.

Beyond recruiting and retention activity, however, work-life balance also is of concern from a performance management perspective. Top performers who are happy in their positions likely will continue to meet or exceed performance expectations. This works for the individual and the organization, and it is this win-win perspective that sparked the development of a new approach called "work-life effectiveness" at global nonprofit organization Catalyst.

"Workplaces depend on flexibility," said Meryle Mahrer Kaplan, Ph.D., vice president of Advisory Services at Catalyst. "In today's highly competitive environment, people are asked to be agile all the time, and workplaces really benefit from that agility. [But] how is it that work gets done? We typically find in workplaces, work is not getting done well enough, so the focus on effectiveness is very, very helpful."

Kaplan said work is not being done well enough because of constant disruptions; the fact that there's more work to do, thanks to the speed of modern business; and, in the quest to complete tasks under high-pressure deadlines, talent managers don't always step back and evaluate work processes.

"The center piece of our approach is being strategic about work," she explained. "What are the core priorities? What does it mean to get the key deliverables done? Being strategic makes sense for the organization and for individuals, as well. First and foremost, what are the parameters about how work needs to get done, what's working effectively currently and what's not? That's the first step.

"The second step is really understanding that it's people who do the work - sometimes combined with machines - but it's people doing the work, and what are their peak performance needs?"

Kaplan said work-life effectiveness also factors in employees' big-picture career goals. What career goals do they aspire to reach, what excites and engages them about work and what are their short-term life concerns? She said the new approach looks specifically at people in terms of performance, broadly in terms of career and then currently to find out what's going on in the day-to-day work environment.

Once these determinations have been made, the work-life effectiveness approach identifies mutually beneficial solutions that are good for the workplace, as well as employees.

"I know from talking with managers that they are sometimes very concerned they have to say 'yes' to every request, [but] if you expect responsible solutions for the workplace, that's really what you're going to find.

"[For example], somebody really needs quiet time to get a lot of work done. They have long hours to put in, and they're going to be able to work more effectively if they work out of the office. They're working out of the office is not harming anyone else in that particular workplace. A win-win solution means it's got to work for other people on the team, as well. Unless a talent manager is dealing with someone in an emergency circumstance where what their need has to come first - a death in the family, cancer treatments three times a week - we're saying, 'Here are the parameters folks.' Solutions can't have negative repercussions for their peers."

Once the parameters have been set, Kaplan said the talent manager must monitor them to ensure they don't just sound great on paper, but actually work in real life.

"That refining and feedback loop becomes really important. Our goal is a really high-functioning team. Be a role model. It's very important for managers to pay attention to their own effectiveness, and talk about what helps them be sustainable and effective."

Being a work-life effectiveness role model also means not tolerating employees' disparaging remarks.

"Like, 'Oh, you're leaving early today,' when you've just been working like crazy. It just doesn't belong, and it makes it very hard for people to feel like their performance is being recognized. Peers can be very helpful, but managers not appreciating those kinds of comments can be very helpful, as well."

Reference:

Kellye Whitney 

[About the Author: Kellye Whitney is managing editor for Talent Management magazine.]

Top Down - People Management.

Promoting top performers might lead to their downfall.

 "Global Challenges & trends in HR".

Key learnings:

• Promoting top performers to managerial and supervisory positions appears logical.
  
• But it is not the only way to reward top performance.
  

If someone were to say, "I do not think it is a good idea to promote your top performers to managerial positions", most would retort with shock, "Are you kidding?" If top performers are not worthy of managerial promotions, then internal mobility programmes, and even succession planning can go for a big toss. When that is the only justification for promoting top performers to managerial ranks, it is time to revisit the promotion mechanism and ask the one vital question, "Is it that top performers always make great managers and supervisors?" The answer is "no".

Even then organisations insist on sending their top performers into managerial slots. This week's mailer looks into how holding back on promotions can at times be good for both, the organisation and its top performers.

Lost to promotions

To perform exceptionally, employees rely on and use optimally their skills and competencies. For instance, a salesperson's strength lies in his field experience, and a blue-collared employee's in his technical know-how.

These employees, when promoted into managerial or supervisory roles, will be like a fish out of water for the simple reason that their existing skills are no longer of any use. Moreover, an individual without requisite managerial or supervisory skills cannot handle these roles successfully.

Regrettably, even the best of training and development initiatives may fail to convert a top performer into a top manager. Yet, organisations insist on pushing employees from the field or operations into managerial positions.

The other point of view

In their defence, management's argue that employees expect to be rewarded with managerial positions when their track records are excellent. In fact, top performers start vying for managerial positions when they find them vacant. But as one HR expert says, "This is only a mindset issue where an employee is convinced that the only way to climb the ladder is by climbing into managerial positions".

An organisation's reward and recognition culture must be blamed for this mindset. Management's make it seem logical that anyone who excels should be rewarded with a supervisory or managerial role. By setting such precedence, it becomes almost impossible for employees to visualise rewards other than promotions into the managerial cadre. This also means that a top performer who misses out on his promotions will feel less valued and think of leaving, regardless of the fact that he may actually not be equipped to handle the new role.

The fallout

Organisations with broad hierarchical structures can still risk promoting top performers into managerial positions. But organisations with narrowing pyramids will eventually find they have a bunch of managers with excellent technical and operational know-how but little experience in day-to-day team management, leave alone complex issues.

Worse is that these managers are not going to be a happy lot. Troubled with the challenge of handling responsibilities that they know little of, and frustrated over the fact that they are nowhere close to excelling in their jobs, these managers make for poor administrators, mentors, coaches, trainers and leaders.

Logical argument 

So it is safe to assume that promoting top performers into managerial and supervisory roles is not the best idea. Until of course an employee naturally takes to the role. And it is also better to allow employees to thrive in roles they are best suited for.

As one expert rightly questions, "Isn't a top salesman better off in the field selling... than floundering in the office, struggling to supervise and motivate his staff? Doesn't a terrific teacher do more for her students, herself and the school by staying in the classroom... than spending her time dealing with paperwork and trying to supervise other teachers?"

Leaving an employee in the role he enjoys and is good at does not mean that he is not rewarded for his contribution. It is possible for organisations to recognise, reward and promote employees without moving them out of their core competencies. Here are a few suggestions in that direction:

Tie pays and perks to performance. That way an employee doe not necessarily expect a promotion for his top performance.

Encourage employees to take on responsibilities that they think they are prepared for. Then, they are more likely to take up roles they can succeed in.

Promoting top performers into managerial positions is not such a great idea after all. Allowing them to be in roles that they are happy with is always better.

Planning Your Own Career

Planning Your Own Career.

Worried about career planning..? Why let someone else do it? Plan your own career... 

Career planning is normally an activity left to the Human Resources (HR) function of an organization. The key interest of organization while planning your career is to ensure that you fit in their future plans (which may not always be in your best interests). While your best interest is in finding out how the company fits into your career plan.

Quite often seen individuals do financial planning, retirement planning etc. Not many professionals however, do individual career planning (on their own). Most of our career actions are either based on opportunities we got along the way or someone else (organization) has done it for us. We recommend each individual to do a career planning based on their individual goals.

Career Planning Defined

“Career planning is a step by step (continuous) process, by which individual selects the career goals, identifies the paths to reach these goals, formulates strategies to achieve career goals, review periodically to check progress and take corrective actions.”

Career planning is not a one time but a continuous process which has to be reviewed periodically based on environment, opportunities and individuals progress. Career planning is basically an individual's responsibility (and not of organization they work in).

Seven steps to Career Planning

STEP 1: Self Analysis

Before you set to decide on what you will do in career - perform self analysis to identify your strengths and weaknesses. Identify your values and guiding principals, because unless your goals are in conformity to values and guiding principals, you will not be successful. Ask yourself questions like following and note your answers in your career workbook (a log book you may keep and maintain for a long time):

• What are your strengths?
  
• What are your weaknesses?
  
• What are your values?
  
• What principals guide you in life?
  

STEP 2: Set your Career Goals:

Do an objective analysis of your needs and aspirations and set your career goals. You have to "start with finish in mind". Ask yourself questions like following and note your answers in your career workbook:

• What I want to do in life?
  
• Where I see myself (in my career) in 20 or 30 years?
  
• Where I am at present?
  
• Breakdown answer to question 2 and list where you see yourself in 15 years, 10 years, and 5 years?

STEP 3: Analyzing Career opportunities:

The country, economy, industry, and state - multiple factors drive the current career opportunities available to you. Your career goals can be reached by using multiple paths. You need to do analysis of career opportunities currently available (which reach your career goal) and likely to be available in near future. Check what these careers demand in terms of knowledge, skills, experience, attitude, etc.

• What current opportunities are available or will be available in near future?
  
• What these careers demand (knowledge, skills, experience, and attitude)?

STEP 4: Identifying Match & Mismatch:

Now you are set to identify where your profile is matching the demands of available opportunities and where they are not.

• Where your profile is matching the demands (knowledge, skills, experience, and attitude) of career opportunities?
  
• Where your profile does not match the demands of career opportunities?

STEP 5: Formulating the action plan:

Workout the action plans to close the gap between what knowledge, skills, experience and attitude you have and what is desired.

• Formulate action plan to reduce or remove the mismatch
  
• Formulate action plan to strengthen the match
  
• If a correction is not practical, go back and analyze the alternative career opportunities.

STEP 6: Implementing the action plan:

The action plans to close the gap between what knowledge, skills, experience and attitude you have and what is desired, need to be implemented. This may be a time consuming and lengthy process.

• Implement your action plans
  
• Keep track of your progress

STEP 7: Reviewing Career plans:

A periodic review of career plan is required to understand whether the plan is leading to the direction you want to give to your life. Sometimes a review will be necessary to reap in the opportunities which became available due to external factors like changes in economy etc.

• Review the career progress
  
• Review the career plan, make necessary changes
  

Jobs not a problem with talented people.

There is good news and bad news. While retrenchment is giving people in financial and banking institutions across the US sleepless nights, Indian companies are still sailing smoothly in these turbulent times despite sectors like information technology and, other outsourced businesses feeling the heat of the US crisis.

In fact, human resource (HR) consultants are unanimous that talented people who may face the pink slip in these sectors, will be able to find another job within months. However, with non-existent social security a lot depends on an individual's the severance package (a lumpsum paid by the company to a person who is laid off), his or her savings and how fast he or she can land another job post lay-off.

"There is no fixed severance formula in India," said E Balaji, CEO, Ma Foi Management Consultants. "It depends on a company and what your offer letter says.

At the best it could be a one-month to three-month notice period." Ranjeet Mudholkar, certified financial planner with FPSB advised cautious use of the severance amount, and warned against investing it in equity.

"It is also not a good option to mortgage securities to generate money without a regular income in hand," he said. For those who want to learn from the crisis, Mudholkar suggested saving five to six times the monthly household expenses, including the EMI outgo, in fixed deposits or similar saving schemes.

"Thirty five per cent is the ideal level of EMI with relation to the salary," he said, "Also, have a word with your banker if an EMI waiver is possible. One can have EMI holiday between 1-6 months when faced with a job loss situation.

" While developing multi-skills would be a long-term option to hedge against job loss, it is best to get the resume in place, contact former colleagues and bosses and tell them you are looking for a job change and contact good recruitment agencies as a short-term measure. "Vacancy-wise, India has deeper pockets.

Indian companies are creating jobs and employing people," said Sanjay Teli, managing director of ESP Consultants, an HR consultancy firm. General skills and functions like human resources, finance and accounting, sales and marketing, administrations, IT support, customer support services, etc.

available among the affected sectors are equally suitable for other sectors. "Telecom, media, educations and services, public utilities, energy and gas are still witnessing huge growth," said James Agrawal, consulting director and head of BTI Consultants.

"As per a recent estimate, these sectors are still growing over 20 per cent year-on-year." While every one seems to have written off the outsourcing sector, Balaji said that with West facing the challenge, there is a severe need for them to cut cost and the obvious location for low cost, high quality labour is India.

Teli too predicted that headhunters would swipe out all the joblessness in the market in the next three months.

Get the Recognition You Deserve...

Get the Recognition You Deserve

Learning how to get praise . . . 

Imagine this: You stay late at work, consistently win accounts that your co-workers only dream of, never miss deadlines, and never show up late – and to top it all off, you finish even your worst projects successfully and ahead of schedule.

You'd think that by doing all of this, you would, at least once in a while, get thanks and recognition from management? Well… you wish. Unfortunately, your boss is busy dealing with a "problem" member of the team, and as a result, she forgets to show any gratitude to her stars. That includes you.

Have you ever been in a situation like this? Working hard and getting ignored by your boss can be rough. That's why you sometimes have to take matters into your own hands.

Boasting of your own accomplishments can feel awkward. But look at it this way: If your boss doesn't notice your hard work, and you don't point it out to him or her, then what happens when you ask for a raise? How will he or she know you're ready for that promotion, or if you can handle that huge-but-fascinating project?

Things don't have to be like that. We'll show you how to get the recognition you deserve without looking like you're seeking attention. Believe it or not, there is a way to do this.

There are many types of recognition, so decide what type you want.

Step One: Decide What You Want

Companies often thank staff with awards, certificates, or bonuses. However, people often just want simple praise. We want to know that our work is meaningful and that we've made a difference. An "Employee of the Month" certificate, or a cold, hard check doesn't always communicate that.

So, what exactly are you looking for? It's important to really define this, because everyone wants something different. Do you want a simple "thank you"? An award ceremony in your honor? A raise?

Step Two: Define Why You Deserve Praise

Don't walk into your boss's office with no advance preparation to say what a great job you've been doing. Why? Firstly, it would seem odd. Then, if you're a bit nervous, you might forget something important that you've done. You might forget the help a co-worker gave you, and leaving out that person could speak poorly of your character. Be sure to make yourself look good, but also share credit where credit is due.

Make a list of the accomplishments you'd like to discuss. Beside each one, list the value that accomplishment has brought to the company.

Step Three: Praise Yourself

This is where you've got to get creative. You know your boss and your business environment, so think of ways to let your boss know how hard you've been working.

If you tell your boss directly, then do it carefully and tactfully – in a private area. You know that list of accomplishments you just created? Read that over a few times before your meeting. As you talk, emphasize how you had help and how your co-workers should be rewarded for their hard work as well.

If this feels a little too much like bragging, then think of ways to let your boss know what you're doing without being so obvious or bold. For example, send your boss an email every time you win a new account, or when you're finally able to please your company's worst customer. These little "progress reports" keep your actions in the open in a delicate, not-too-obvious way.

You can also praise others in front of your boss. By bringing their hard work and accomplishments to your boss's attention, she may also notice the great job that you've been doing. Keep it genuine and honest, however. If you appear insincere, then people may notice, and you may look bad. If you have something good to say, then say it, but don't speak up if you don't really mean it.

A Few Tips

• Look closely at your boss's actions – he or she may be praising you, and you don't even realize it. For example, let's say you spent hours writing the annual message to shareholders, and your boss only quickly glanced at it before passing it on to be copied. Before you get upset, consider that her actions may really say that she trusts you to do top-notch work, and she doesn't have read every line to know you've done a great job. Yes, a "thank you" for a job well done is nice, but this kind of trust is also a compliment.
  
• In your work environment, perhaps all the problem behaviors get noticed, and all the really great ones seem to be ignored. If so, then you may have to do something bold to get management's attention. Tell your boss honestly how members of the team need some recognition. Keep the focus off yourself, and help your boss understand how everyone would be more motivated if they just got a little praise now and then.
  

Key Points

Although not everyone is comfortable talking about their accomplishments, you might harm yourself if you don't speak up.

If your boss doesn't see the great work you've been doing, he or she might give that promotion or special project to someone else without knowing any better. It's up to you to prove that you can handle the added responsibility – and to do that, your boss has to know what you've already done.

Think of subtle ways to get your boss's attention by talking privately, sending emails about small accomplishments, and praising your teammates when he or she is around to hear it. Even if you keep the focus off yourself, it may get him or her to notice what you've been doing as well.

Apply This to Your Life:

Ready to put this into action? Here are some easy ways to use this tool in your life right now:

Begin by recognizing the accomplishments of others. If you notice co-workers doing something great, send them emails praising their efforts, and send copies to your boss. This can show your boss that you're leading by example.

Don't forget that your boss might need some praise and recognition too. Send him or her an email when she's made a difference in your day, and consider copying that email to his or her boss.

If you're a team leader, keep your eyes open for activities and co-workers that deserve praise. Whenever someone does something that's earned a heartfelt "thanks," send that person an email and copy it to your boss.

These are just a few ways you can "raise the bar" in your workplace to get other people thinking about praise and recognition. When you recognize the efforts of your team, you should steadily earn your own praise as well.

HR professionals earning more, but paying the price by working longer hours

HR professionals earning more, but paying the price by working longer hours.

HR professionals are earning higher salaries and working longer hours, according to the Annual Croner Reward and Chartered Institute of Personnel and Development (CIPD) 2008 Reward Survey of more than 5,700 HR professionals.

Despite the economic slowdown, salaries in the HR profession increased by an average 3.25% in 2008. And there is a marked difference between the sectors: the private sector workers have experienced the highest increase with an average of 4% rise this year, followed by the voluntary sector with 3.25%. Public sector HR workers recorded the lowest rise with a 3% increase. 

The survey shows that the profession is cautious about the year ahead, but still predicts a rise in HR earnings. Almost half (47%) forecast that they will expect a 3% pay rise in 2009, while only 19% of them foresee a 4% increase and 13% of them a 5%.

Bonuses also held up well this year. HR professionals received bonuses averaging 6.5% of their base salaries, compared to 6% in the 2007 survey. 

Charles Cotton, Reward Advisor at The Chartered Institute of Personnel and Development (CIPD), says: “Despite the credit crunch and a slowdown in the economy, pay awards for HR professionals are higher in the 2008 survey than in 2007. The fact that HR rewards have held up so well indicates the important role that many in our profession exercise in creating and sustaining a high performance culture. However, despite these increases, HR pay has still not kept pace with inflation. Looking forward, respondents predict that their next year’s pay increase will be lower than the one they received this year, reflecting the current economic gloom.”

The survey also reveals that HR professionals work longer hours than ever. Seventy-three per cent of the respondents work 40 hours a week or more, compared to 62% in 2007. And among the respondents in the 2008 survey who recorded working more than 40 hours, 44% worked between 41 and 45 hours a week. 

This increase is reflected in all business sectors, with the majority of HR professionals in the private sector working 40 hours a week or more (80% compared to 68% last year). They are followed by the voluntary sector HR employees, 68% of whom work 40 hours or more (compared to 52% last year). In the Public sector, 61% of the respondents work more than 40 hours a week (compared to 49% last year). 

Within job levels, Personnel Administrators are working harder than ever, with 65% of them working 40 hours a week or more, compared to 36% only in 2007. Personnel Directors showed a slight increase, with 84% of them working more than 40 hours compared to 82% in 2007. 

Vivienne Copeland, Director of Client Services at Croner Reward, adds: “The research lifts the lid on an HR professionals’ work-life balance, with the results being an indicator of the ill-effects of the credit crunch and the economic downturn. HR plays an important role during uncertain times and the evidence shows that their knowledge and expertise is more in demand than ever.”

For more information check out:

www.cipd.co.uk 

HR - Leading: Leading with Kindness

Kindness is not the first word we associate with business. The image of business still largely includes old scenes from industrial America in the early twentieth century: the age of hard work and tough bosses. As the machines heated, spun, milled, and bore, managerial overlords paced factory floors counting the output and pressing employees to produce more and more. This was not the place for weak-kneed supervisors and executives. Forbearance was not a principle of Taylorism and the new scientific management, which adduced tightly choreographed movements between man and machine. The goal was to keep production lines efficiently moving by any means necessary. The only thing worse than workers who wouldn’t work was a soft manager who couldn’t make them.

Today, the pressure for unremitting productivity from the forces of fierce competition in the global marketplace continues. New, unforeseen market entrants can suddenly emerge from anywhere in the world with a new technology, better business model, or improved product, to exploit a company’s weaknesses and rob it of customers. Meanwhile, traditional competitors are always laying in wait for a missed order, a slip in quality, or a lapse in service. The margin of error is very thin, and befuddled, wishy-washy executives who can’t manage to the numbers are expendable. We would agree, but the premises of operational precision, rigorous financial oversight, and market wariness that belie organizational success often lead in an unpromising direction: back to the lords of the shop floor and a falsely constructed ideal of an overly severe leader.

We mistake the need for precision with the need for managerial control, the need for oversight with the need for corporate autocracy, and the need for vigilance with the need for icy objectivity and personal detachment. We conclude that what every business presumably needs is a leader who is calculative, single-minded in the financial purposes of the enterprise, and, perhaps, competitive to a fault: to the point of being overbearingly aggressive and belligerent. In this new age of competitiveness, we assume that managers who are incapable or unwilling to grimly snip away at expenses, to relentlessly push employees, and to be unyieldingly tough are too compromised to succeed in a harsh and unforgiving business world. As our erstwhile leaders did in the industrial age, today’s leaders ostensibly, too, must be uncompromisingly and dispassionately focused on the prize of productivity gains and wealth creation for shareholders. Everything else is an investment or expense.

The abiding impression of the modern manager remains haunted by images of past generations of overcontrolling thugs: the new company man or woman who has just the right amount of indifference and interpersonal distance to make the unthinkable possible. He must get people to do their jobs the very best they can—without caring too deeply about their burdens. Whatever semblance of decency that emerges is part of a canned, formulaic concoction designed to get results. Those who are unsuccessful at feigning concern are sent off to communication classes where they are shown how to listen harder and to demonstrate empathic awareness through carefully crafted questions and statements.

Since many employees have had to endure the dismissive and erratic treatment of “shouters” during their tenures, our point is proven by that experience. We have a very long way to go before universal decency prevails within management. Why else would more than twelve states now be contemplating laws that allow workers to sue their bosses for “threatening, intimidating or humiliating” behavior, “repeated infliction of verbal abuse,” or “gratuitous sabotage . . . of a person’s work performance”? Discriminating against specific groups has been outlawed for some time, but states have now turned their attention to those who have been referred to as “the equal opportunity asshole.” These are the managers who indiscriminately abuse everyone. Most disconcerting, however, is that despite living in an era of unprecedented economic progress and scientific enlightenment, management practice remains primitive, with the incidence of bullying in the workplace increasing, not decreasing as one might have surmised.

Neither of the authors prefers external regulation and law for influencing behavior. We prefer a positive approach, with voluntary acceptance as a first course of action, that is, a method that convinces managers that there are far more dignified and effective ways to get results than by inculcating scream-and-holler cultures. Winning Super Bowl coach Tony Dungy, for example, doesn’t curse, sarcastically chew out players, or rant on the sidelines. He believes he can get his team to compete by calmly providing direction and treating players with respect. Interestingly, this demeanor prevented him from getting a head coaching job for many years. We need more Tony Dungys, who, in the process of trying to perfect their own lives, set examples for others.

The real disgrace behind the new state laws under consideration is that too many executives who are in a position to do something about mismanagement within their ranks either don’t know what is going on or refuse to do anything about it. Organizational leaders who fail to step in when people need them most are culpable. It may be time, as both the New York Times and the Wall Street Journal recently announced, for a new type of leader who has cast aside the largesse of ego and exercises power in more humane ways. This is tantamount to removing the crook from the hands of royalty, where it once symbolized authority and dominion, and passing it to the shepherd, where it became a symbol of protection and a humbler, more subtle form of power. The less invasive leadership style symbolized by the shepherd’s staff reminds us of a quote attributed to Margaret Thatcher: “Being powerful is like being a lady. If you have to tell people you are, you aren’t.”

WHAT KINDNESS IS NOT 

No, kindness is not a word that spontaneously comes to mind when we think of business, and its acceptance as a workplace virtue is made more quaint by highly salient experiences we have all had with loathsome, capricious bosses who somehow manage to escape detection and, inexplicably, ascend the corporate ladder. The quality we have singled out for study, then, is not an obvious one. Before proceeding further, however, let us briefly say what kindness is not, in order to clear up some common misconceptions. As a Latin proverb suggests, giving an account of what something isn’t helps to clarify what it is.

There Is More to Personality Than Kindness 

Leaders exhibit many qualities besides kindness. It is, for example, possible to be hard-nosed and kind, to be cantankerous and kind, to be analytical and kind, or to be gregarious and kind. Kindness comes packaged with many other traits. Thus, leaders’own unique qualities give them a distinctive style. We assert that kindness is part of a good leader’s constitution and that others are able to brush aside some of the other qualities that leaders possess in order to see their compassionate centers. Therefore, many different types of people are kind. 

We believe that the endless, and tiresome, search for the perfect leadership personality is terribly misguided and ultimately fails to explain what leaders really do and what makes them effective. It is best to think of kindness as a key ingredient in a robust stew. The character of the stew is defined by all of the ingredients in combination but omit just this one and the fine flavor is lost.

Kind Leaders Aren’t Sissies 

Part of the problem is that often when we think of people who are kind, they are sometimes overly so—and too much of a good thing is harmful. These individuals are indulgent and naïve; their benevolence is often the target of calculating, homoeconomicus looking for a free ride or easy gain. By kind, we do not mean sucker or pushover. Nor do we imply a warmly permissive leader whose underlings run wild.

Kindness, like many other traits, has an optimal level that makes it a virtue as opposed to a vice. Too little or too much transforms it into something ugly or suspect. Too much courage can make one foolhardy, too much pride can make one haughty, too much politeness can make one officious, too much love can make one covetous, and too much kindness can make one a dupe.

Kindness Is Not the Same as Likability 

Kindness doesn’t preclude a full range of expression, including, at times, displeasure, nor should it be interpreted as excessive amicability. Compare it to the relationship between a parent and child: kindness implies an interpersonal closeness and fondness, but it comes with other baggage. It requires mutual responsibilities that a day at the beach with a buddy does not. This is because parenting goes well beyond common courtesy, the sharing of intimacies, and companionship.

At any given time, a parent can plummet in the likability ratings faster than a discredited televangelist. Parents are supervisors who manage their children with some of the same modus operandi as businesses. There are daily responsibilities and performance expectations that are to be executed and met by people with different capabilities, motives, and temperaments. Every day, like it or not, parents are called upon to get the job done. Whereas evaluations of likability may ebb and flow, it is hard to imagine succeeding in this or any interpersonal endeavor without the presumption of kindness to motivate our best intentions and to temper our worst impulses.

As in business, it often is possible for parents to get results without much skill. It is always possible to make people do things through threats of punishment and brute force. But those parents who repeatedly rely upon such measures would hardly be described as “good.” Even if such tactics never quite reached the level of abuse, the one-dimensional style is the stuff of satire. Getting results in its various forms is not the sole criterion for parental (or managerial) success. Even so, results fed on a strict diet of fear are fleeting. Children, like employees, are discriminating and know when they are beyond the vigilance and control of others, free to do their own thing (or, in extreme cases, get even)—sometimes in spite of themselves. The goal of leadership is never really to just get results, but to increase the value of the company over time using agreeable means. 

Breaking the Glass Ceiling...

Breaking the Glass Ceiling

Reaching for the Top with Everyday Tools..... 

Do you feel that you've gone as far as you can with your current employer? Despite knowing that you have much more potential, is there a limit for "people like you" in your organization?

If so, you've hit what's known as the "glass ceiling." This is the point at which you can clearly see the next level of promotion - yet, despite your best effort, an invisible barrier seems to stop you from proceeding.

Traditionally, the glass ceiling was a concept applied to women and some minorities. It was very hard, if not impossible, for them to reach upper management positions. No matter how qualified or experienced, they simply were not given opportunities to further advance their careers.

Today, there are many more women and minorities in powerful positions. However, the glass ceiling is still very real. And it's not always limited to gender or race.

Have you been pushed up against a glass ceiling? This can happen for many different reasons. Are you too much the champion of change? Do you have difficulty communicating your ideas? Are you quieter and less outgoing than the people who get promotions?

Whatever the reason, you have a choice. You can accept your situation and be happy with looking up and not being able to touch what you see… or you can smash the glass with purpose and determination.

If you do, indeed, want to break through that glass, here are some steps to take.

Identify the Key Competencies within Your Organization

Key competencies are the common skills and attributes of the people in your company's upper levels. These skills are often tied closely to the organization's culture and vision.

Companies that value innovation and strive to be leaders will probably promote individuals who are outgoing, risk takers, and not afraid to "tell it like it is." However, if you work for a conservative company (such as a publicly owned utility) chances are that top management are analytical thinkers, with a reputation for avoiding risk and making careful decisions.

Ask yourself these questions:

• What are the values of your organization?
  
• What behaviors does your company value and reward?
  
• What type of person is promoted?

Understand what sets your company and its leaders apart. This is the first step toward discovering how to position yourself for a top leadership role.

Set Objectives to Align Your Competencies with Top Management

Once you know your target, set goals to get there. You're responsible for determining your own career direction. Be proactive and go after what you want, because it probably won't be handed to you.

Do the following:

• Let your boss know that you want to work toward a higher-level position.
  
• Ask your boss what skill areas you need to develop.
  
• Work together with your boss to set goals and objectives, then monitor and measure your performance.

Remember to concentrate on areas of your performance that you can improve. Don’t set a goal to achieve a certain position by a certain time. This can be discouraging if it doesn’t happen. For example, set a goal to consistently demonstrate assertive and clear communication. If you achieve that goal, no matter what job title you have, you’ve succeeded!

Build Your Network

You should also build relationships with other people in your organization. You never know who may be in a position to help you or provide you with valuable information.

It's important to network in all areas and levels of your company. Many people tend to think it's best to make friends at the top. However, to be effective and actually make it to the top, you'll need the support of colleagues at other levels as well.

Try these tips:

• Reach out to new people on a regular basis.
  
• Get involved with cross-functional teams.
  
• Expand your professional network outside of your organization. If you can't break the glass ceiling in your company, you may have to look elsewhere for opportunities.
  

Use the climate in your organization to your advantage. While "politicking" is often seen as negative, you can help your career by understanding and using the political networks in your company.

Find a Mentor

Having a mentor is a powerful way to break through the glass ceiling. The barriers that you face have likely been there for a long time. Past practices, biases and stereotypes, and old ideas are often long established at the top of many organizations.

Is upper management reluctant to work with certain types of individuals? Do they exclude certain people from important communications? A mentor can help you learn how to get connected to the information and people who can help you. A mentor can also be a great source of ideas for your professional development and growth.

Ask yourself these questions:

• Is there someone in upper management you can approach to help you?
  
• Will your boss be able to provide mentoring support?
  
• Are there people with strong political power who can offer you assistance?

Build Your Reputation

Ultimately, the way to get ahead is to get noticed. You want people to see your competence, leadership abilities, communication skills, technical knowledge, and any other competencies that are typical of people at the top.

Develop your skills and network with people so that your name becomes associated with top management potential. To do this, you need to build a reputation as the kind of person who fits the description of top management. Visibility is very important. Remember, while you can see up, those at the top can see down. Make sure that what they see is YOU!

Follow these guidelines:

• Seek high-profile projects.
  
• Speak up and contribute in meetings.
  
• Share ideas with peers as well as people in higher positions.
  
• Identify places where your reputation is not what you want it to be, and develop plans to change them.

Know Your Rights

Finally, watch for discriminatory behavior. Sometimes biases and stereotyping can cross the line into discrimination. It's unfortunate for both you and your organization when situations like this occur.

Don't just accept frustration and failure. Know that you're doing everything right, and arm yourself with a good understanding of your rights regarding official company policies and local laws.

Key Points

To get ahead and reach the leadership level you want, you need to champion and market yourself. That means proactively managing every step of your career. If you can't seem to break through a glass ceiling, you might have to work harder than others.

We can't all be exactly the type of upper management person our company wants. What we can do is develop the skills that the company values. Arm yourself with a development plan as well as the help of your boss, a strong network, and, hopefully, a mentor. You can then build and showcase the skills that will help you climb the corporate ladder. Push yourself beyond your comfort zone, and you may find new zones of opportunity.

Apply This to Your Life

If you're frustrated with your career advancement, consider the following:

• Do you have a career plan in place? If you don't, now is the time to make one!
  
• Does your boss, or anyone in your organization, know what your goals are? Unless people know what you want, they may keep you in the same position and assume you're happy there.
  
• Do you feel alone and unsupported in your career goals? If so, who can help you change that? We all need to make our own success, but most people don't succeed all on their own. Ask for support and assistance – this is a sign of strength, not weakness.
  
• What areas for skill development have been pointed out to you in the past? Are you making improvements?
  
• Are you facing a glass ceiling? Recognizing that the ceiling exists is the first step… the ceiling won't be removed unless you do something about it.
  
• Finally: apply some of the ideas in this article, and monitor your progress.
  

Global Performance Improvement Initiatives

Auditing Global Performance Improvement Initiatives

As an auditor of global performance improvement initiatives, I probe for the business needs that trigger an initiative, such as the integration of technical best practices to reduce energy costs and improve quality output, or the introduction of global business processes and systems to increase consistency and accuracy in forecasting and better managed inventories. From there, I identify expected outcomes, examine the means employed to achieve desired ends and evaluate the effectiveness of these means. Then I determine how well goals have been met and recommend ways to improve the results - current and future.

I verify time, money and resources investments were justified. I hunt for defined success criteria and suitable metrics. I investigate selected interventions for achieving project goals. In a global environment, this is particularly important, as efforts to achieve specific objectives can be easily dissipated due to distance, varying conditions and locally idiosyncratic practices.

Performance Audit Results

I would love to report that my audits reveal how well initial expectations were fulfilled. While some good is achieved in each instance, actual results often are far from what was anticipated. Some of my unpleasant findings include:

1. Performance improvements morph into training.

In virtually every case, what starts as a project to achieve new, higher or more consistent performance levels soon transforms into courses and info-dump sessions. Organizations consistently equate performance improvement with training. Training may be necessary to improve performance; it is almost never sufficient.

2. Virtually no front-end analysis.

Front-end analysis defines gaps between desired and current performance and identifies the most appropriate, feasible and economical means to close these. Few global companies conduct such analyses, relying instead on subject matter experts who "know" what should be done.

3. Training designed and delivered by subject matter experts.

Organizations frequently assign the responsibilities for upgrading performance to content specialists, despite well-documented research evidence showing how differently nonexperts process information. Experts end up creating and delivering events with minimal practice and feedback, and not much changes in terms of performance.

4. Inadequate, unsystematic performance support.

Common comments I hear from those expected to change their performance are:

a) "I only received informal support. You have to know someone and know what to ask."

b) "There's little to no follow-up post-training."

c) "We have online/virtual meetings, but they're often incomprehensible. Language is a big issue. So are participant background and experience."

d) "We don't have access to best practices from others in our region. Sharing problems and solutions with people like yourself is really helpful."

5. Little to no evaluation.

Metrics and evaluation criteria often are vague, piecemeal and inconsistent. Adherence to newly introduced processes is not carefully tracked. In most cases, performance improvement evaluation is done informally, frequently by surveying performers.

Global performance improvement initiatives are costly and complex. They require a clear vision of desired outcomes supported by meaningful metrics. They must account for language, culture, performer levels and local practices. Front-end analyses are essential.

Performance improvement initiatives must factor in personnel turnover. Ongoing performer support and monitoring also are critical to any performance change venture, especially global ones.

Analyze and set success criteria globally and by location. Create clear, applicable metrics. Don't rely solely on experts. Involve learning and performance specialists early. Focus on performance and support in locally adapted ways. Global performance improvement initiatives can produce enormously beneficial results - but only if executed correctly.

Reference:

Harold D. Stolovitch, Ph.D.

[About the Author: Harold D. Stolovitch, Ph.D., CPT is a principal of HSA Learning & Performance Solutions LLC and is emeritus professor of instructional and performance technology at the Universite de Montreal.]

Today's High-Impact Learning Organization

High-Impact Learning Organization

Reduced spending, increasing globalization and a talent management focus are changing the learning organization. Today's industry leaders excel in business alignment, organizational strategy, content development and learning delivery strategy.

Bersin & Associates recently updated one of its largest and most interesting research studies, "The High Impact Learning Organization." This research study is designed to analyze the key trends and drivers of high-performing training organizations.

When we first embarked on this research in 2003, corporate training organizations were focusing on the adoption of learning technologies and LMSs, implementation of e-learning and creating shared service teams to manage the proliferation of technology.

Back then, the biggest drivers of impact were the adoption of performance consulting and development of what we called the federated organization model that establishes a clear distinction between the roles of a centralized training organization and business-unit training organizations.

In this recent update, we reached out to more than 800 corporate training leaders and again asked them to tell us about their major priorities, strengths, weaknesses and business drivers.

The world has changed.

While learning and development organizations continue to struggle with technology and organization, priorities have shifted. Here are the top issues on the minds of learning leaders this year:

1. Improving business alignment.

2. Reducing costs.

3. Improving program effectiveness.

4. Developing a business plan.

5. Integration with talent management strategies.

6. Improving efficiency.

7. Measurement of the learning function.

8. Globalization.

9. Improving the technology infrastructure.

As this data shows, today's corporate training organization is trying to redefine itself in the world of reduced spending, increased globalization and a tremendous focus on integrated talent management. While technology continues to be a top issue, it is no longer the highest priority.

Business Alignment and Talent Management

The word alignment comes up frequently in our conversations with learning and development executives. It continues to be challenging to organize and deploy training resources in a world of constant business changes and tight budgets. In fact, among the high-impact organizations - those top 9 percent who are generating the greatest returns - there is a 400 percent higher adoption of business planning, steering committees and other processes that directly link the training department to different areas of the business.

We also know from our many conversations with CLOs that today's L&D organizations are grappling with issues related to the major HR focus on integrated talent management. Integration of L&D with performance management and the development of career models and career development programs are priorities for many organizations. These initiatives demand even greater levels of business alignment.

Consider the tremendous value of career development programs in today's business environment. We live in a world of aging workforces, critical skills shortages and tremendous gaps in leadership pipelines: the top challenge cited by HR executives. Additionally, we're seeing the emergence of a multigenerational workforce, with as many as four generations working together in a single company.

Career development programs create internal mobility, aid in recruiting and hiring and build the leadership pipeline. Unfortunately, our research shows most organizations are not there yet: Only 12 percent of respondents have well-defined career development strategies, and only 2 percent have such programs for 80 percent or more of their employees. Forty-nine percent have no career paths at all in their organizations.

Dealing With Younger Employees

Is the influx of Gen X and Gen Y workers really impacting L&D organizations? The answer is yes - absolutely. Our research found that 40 percent of respondents rate the challenge of training workers under the age of 25 as either very significant or significant. Eighty percent of respondents believe learning styles of younger workers are either vastly different or different than those in their 30s and older.

Today's young employees are connected almost 24x7. They are adept users of cell phones, blogs, social networking and instant messaging. They are far more likely to get help from their buddies or experts than they are to go to classes. And if they go to a course - either online or in a classroom - they expect to be able to search online to get specific information and support.

Unfortunately, today's training organizations are not prepared for all these changes. Only 35 percent of surveyed respondents believe they are "excellent" or "good" at reaching younger workers with their L&D programs.

Redefining E-Learning

Consider the rapid evolution of e-learning. It was only six or seven years ago that the term "e-learning" was coined. Back then, Web-based courses typically were simple "page turners" that might include some audio or even video. Today, such courseware is considered old-fashioned and not particularly engaging.

The new best-in-class e-learning includes animated, learner-relevant characters, in-line video, discussion rooms and blogs, and content that dynamically adjusts to the learner's needs and learning path. At the same time, organizations are focusing heavily on repurposing e-learning courses and materials into resources for learning on-demand that employees can search whenever needed to find specific answers and information.

These new demands clearly are forcing many changes, and organizations are not quite ready. The term "blended learning" has been redefined, from a combination of instructor and Web-based training to a blend of many types of interactive content. And while most organizations have years of experience with e-learning, few have become masters. Only 22 percent of research respondents rate their organizations as excellent in building e-learning, only 14 percent believe they are excellent at building collaborative programs and only 7 percent believe they are excellent at delivering learning on demand.

We recently spoke with CLOs from five major financial services organizations. All identified a major focus on bringing together their IT teams, HR and learning specialists to re-engineer their LMS and content infrastructures to provide on-demand solutions that include both formal training and informal knowledge and community support.

Our latest research also shows that one of the biggest predictors of high-impact learning is an organization's ability to share and reuse content. Corporations are so content-rich today that it is more important to reuse and share content than it is to improve the ability to build new content.

Many leading organizations are delivering tremendously innovative new programs that include blogs, experts online, interactive courseware and live events. Most high-impact training programs will look like this in the future.

So What Drives Impact?

In this and other research, we try to determine the true drivers of business impact. Through our methodology, we sort through more than 60 possible dimensions of corporate training and identify those that drive highest levels of impact.

This study identifies 18 predictors of high-impact learning. If you want to maximize the business value of your L&D strategies in today's market, these are the areas on which to focus.

As this data shows, talent management plays a major role in the high-impact learning organization. Content development and learning on-demand also are critical. But perhaps the most interesting and noteworthy finding in this year's research is the importance of learning culture.

Importance of a Learning Culture

We define an organization's learning culture as the whole set of processes, behaviors and investments that support the individual's and organization's ability to learn. Organizations that strongly value learning have excellent development planning processes; they commit high levels of funding to L&D over many years, they fund programs for coaching and other forms of informal training and they empower employees and organizations to make mistakes and put in place formal processes to learn from these mistakes - without necessarily punishing errors. Such openness to learning drives organizational flexibility and adaptability and creates what we call an enduring organization.

Can the L&D organization create such a culture? Yes, to a degree. A strong L&D organization, with the right leadership, can educate executives throughout the organization about the value of learning and can implement the pragmatic and efficient programs to make learning easy, relevant and available.

Corporate Learning Is More Important Than Ever

Among the more than 800 companies that participated in this research, we found 72 that were exemplary and met our criteria for high-impact learning organizations. These organizations, approximately 9 percent of the sample, are examples we all can learn from. They include industry leaders such as Citibank, GE and Tiffany.

Through excellence in areas such as business alignment, organizational strategy, content development and learning delivery strategy, they prove that a well-run L&D organization can be one of the most valuable contributors to any business.

Reference:

Josh Bersin

[About the Author: Josh Bersin is the principal and founder of Bersin & Associates, with more than 25 years of experience in corporate solutions, training and e-learning.]

Employers Need Clear Policies on After-Hours Use of BlackBerrys, Cell Phones.

Employers Need Clear Policies on Use of BlackBerrys, Cell Phones

Before employers hand out BlackBerrys or other wireless devices that can keep employees in continual contact with the workplace, or encourage workers to take business calls while on the road, they need to be aware of their potential legal liability, according to Pepper Hamilton LLP, a multi-practice law firm.

Laptops, BlackBerrys and other wireless devices intended to connect employees to the office outside of normal working hours can present potential legal dangers for employers under the provisions of the federal Fair Labor Standards Act (FLSA) and state overtime laws, according to Amy McAndrew, an attorney with Pepper Hamilton.

"In our high-tech, highly connected work world, determining whether a nonexempt employee is working overtime for which he or she should be compensated can present challenging issues for many employers," said McAndrew.



Courts interpreting the FLSA have stated that "insubstantial or insignificant periods of time" are considered de minimis (minimal) and do not need to be counted as compensable work time.

"However, the regulations interpreting the FLSA say that working as little as 10 minutes per day should not be considered de minimis under the law. Therefore, if a nonexempt employee uses technology such as a cell phone, a remote Internet connection or a BlackBerry outside of regular work hours and, as a result, works more than 40 hours per week, that work may have to be compensated as overtime," McAndrew said.

"Company management is responsible for controlling the use of this outside technology. They cannot simply accept the benefits of employee work without proper compensation," she added.

Although Pepper Hamilton is not yet aware of lawsuits being filed regarding claims for overtime pay based on the use of outside technologies such as BlackBerrys and laptops, given the number of FLSA class actions being filed in general during the past several years, companies should be aware of this potential vulnerability.

"To protect against these types of claims, it is vital to create and enforce written policies regarding the use of technology outside of normal work time. For example, employers should consider updating their employee handbooks and implementing policies regarding the use of devices such as cell phones, BlackBerrys and laptops, during traditionally non-work time," McAndrew said.

According to McAndrew, these policies should include:

1. Limiting the amount of time that nonexempt employees can spend using these devices outside of normal work hours.

2. Requiring nonexempt employees to receive permission before using these devices after normal work hours.

3. Requiring nonexempt employees to report all work time outside of normal working hours to ensure payment for work completed.

While employee use of technology such as BlackBerrys may present employers with employee compensation issues, workers' use of cell phones can present employers with even a more serious issue: the physical safety of employees and third parties when workers use their cell phones in the car.

"Virtually all employees have either personal or business cell phones, and many workers use these phones for work-related calls. Not surprisingly, over the last decade, claims against employers for accidents involving employees' cell phone use while driving have steadily increased," said McAndrew.

"Employers should carefully consider what message they want to send to their employees regarding the use of cell phones for business-related calls, given the potential liability risks," McAndrew added.

"Because an outright ban on cell phone use by employees while driving is unlikely to be effective, employers should have in place clear, written policies and safety guidelines as a means to keep employees and the public safe and to mitigate potential liability."

Employers should consider including some or all of the following elements in their cell phone use policies:

1. Requiring the use of hands-free cell phones while driving.

2. Directing employees to comply with applicable state laws governing cell phone use.

3. Requiring employees to pull their cars over to the side of the road before answering cell phone calls.

4. Requiring that employees do not pick up cell phone calls while driving, unless it is an emergency.

5. Limiting the scope of job descriptions to avoid including the use of cell phones while driving.

6. Prohibiting cell phone use while driving in adverse weather or difficult traffic situations.

7. Emphasizing the importance of safety while taking calls on the road.

"As with so many other issues that face employers today, the new technology that can help their businesses to run more effectively and competitively can also present significant legal challenges. It is vital that employers carefully consider the use of technology by their employees and adopt clear, written policies as a means to mitigate potential liability," McAndrew said.

For more info check out: Pepper Law.com

Sabotaging Job-Search Efforts After a Layoff.

1 in 3 May Sabotage Their Job-Search Efforts After a Layoff

According to Right Management research, one in three people may sabotage their job-search efforts by acting with haste after a job loss. Right Management is a provider of integrated human capital consulting services and solutions across the employment life cycle.

Two-thirds (66 percent) of 1,029 survey respondents recognized that people who are displaced from their jobs should initially take time off to re-evaluate and develop a plan. Thirty-four percent indicated they would immediately jump into a job search, potentially sabotaging the very goal they set out to achieve by being unprepared and reactive.

"You should avoid rushing into the job market," cautioned Douglas J. Matthews, president and chief operating officer of Right Management. "Don't panic. Take time to think about what you want to do next in your career. You may wish to explore career possibilities such as changing functions, industries, or even a range of work-life options such as part-time employment, entrepreneurial and retirement alternatives."

Matthews recommends what NOT to do immediately after a job loss:

1. Don't make calls and send e-mails to networking contacts asking for job leads.

2. Don't contact recruiters, respond to ads or post to Internet job boards until you've carefully reviewed and updated your resume, set clear goals and developed a plan.

3. Avoid making negative comments about your previous employer. Try to project a positive attitude.

Matthews offers this advice to employees facing a new job search:

1. Take time off to reassess your career and determine what you want to do next. Immediately following the loss of a job, many people are not completely prepared, are still too emotional and have no comprehensive plan to launch an employment search. Assess strengths, identify goals, focus on the future and create an action plan before moving forward.

2. Continually build and maintain professional relationships in your network. Successful networking means gathering and sharing ideas and information. A helpful attitude and a genuine desire to be a useful contact or resource for others will make you a valuable connector. Right Management research shows that more than 50 percent of new jobs are found through networking. Leverage online professional networking to expand the reach of your traditional network.

3. Be prepared. Most employees can typically expect to be displaced from their jobs at least once during their careers. Keep your resume up-to-date. It should describe you at your highest level of accomplishment, telling the story of your career, how you can help contribute to an organization and provide solutions to their needs.

For more info check out: Right.com

Employees in Retail, Communications, Health Care Most Likely to Say They'll Leave.

Employees in Retail, Communications, Health Care Most Likely to Say They'll Leave

Workers for North American technology, health care, communications/media and retail/hospitality companies are less likely to remain with their present employers than their counterparts in most industries, according to a survey of 3,342 employees by global consultants Blessing White.

Assuming you have a choice, do you plan to remain with your organization through the 2008 year?: "Yes, definitely:"

a) Energy/utilities: 73%
b) Insurance: 69%
c) Consumer products: 68%
d) Banking/financial services: 65%
e) Pharmaceuticals or biotech: 63%
f) Government: 62%
g) Academia/higher education: 61%
h) Chemicals/manufacturing: 61%
i) HR consulting and training: 60%
j) Transportation: 58%
k) Legal or business services: 55%
l) Technology: 54%
m) Health care: 54%
n) Communications/media: 50%
o) Retail/hospitality/travel: 48%

Intent to remain with an employer is a useful indicator for an employee's commitment to the job at hand, said BlessingWhite CEO Christopher Rice. "We probe intent to stay or leave, since it correlates so strongly with employee engagement. In North America, we find that engaged employees are three times as likely as their disengaged co-workers to say they'll stick around."

Data for the technology sector suggests fewer of its employees may be engaged than in most industries. This serves as a kind of warning to take a hard look at employee attitudes, observed Rice.

Aligning employee aspirations with those of the company is the best way to get sustainable employee engagement and retain valued talent, believes Rice. "Of course, organizations want to maximize each person's contribution, but they have to see that people need to find purpose and satisfaction in their work."

The findings are from a new report from BlessingWhite, "The State of Employee Engagement 2008," that explores such issues as job satisfaction, performance, retention and trust in leadership.

For more info check out:Blessing White

Refuting Perceptions of Older Workers.

Refuting Perceptions of Older Workers

Who says you can't teach an old dog new tricks? The conventional wisdom about older workers' attitudes about work is being challenged by a series of new reports that find older workers are more eager to learn on the job and more willing to go 'the extra mile' than younger workers.

A series of newly issued reports based on recent surveys challenges the conventional wisdom many HR and hiring managers still have about older workers. The reports find that these workers tend to have a more positive attitude about the workplace than younger generations (including baby boomers), are eager to enroll in training courses and expand their knowledge and, in many cases, are more than willing to devote their later years to full-time jobs in fields that matter to them.

"There continues to be this perception, especially among younger managers, that older workers aren't willing to learn new things and are not interested in training," says Deborah Russell, director of workforce issues at Washington-based AARP, adding that AARP's past research has revealed that the younger a manager is, the worse his or her perception of older workers tends to be. "These negative perceptions extend to older workers' supposedly being unwilling to work with a younger boss and being inflexible."

And yet, a recent survey from AARP revealed that 79 percent of workers age 50 and over are satisfied with the employer-based training programs offered to them and that they participate in those programs in large numbers.

The study also found that nine in 10 (93 percent) of respondents said they enjoy learning new things, and 77 percent expressed interest specifically in work-related education. "The passion for knowledge does not disappear or diminish simply because a worker passes the age 50 threshold," says Russell.

The AARP cited U.S. Bureau of Labor Statistics projections showing that one in three people in the U.S. labor force will be age 50 or over by 2016, compared with 28 percent of the workforce last year.

Meanwhile, a new report from Purchase, N.Y.-based Sirota Survey Research finds that older workers bring a higher level of satisfaction, pride and willingness to go "the extra mile" for their jobs than younger generations, while simultaneously expressing the strongest satisfaction with the fairness of their compensation.

The survey defined as "Traditionalists" those ages 63 and older. Other categories were baby boomers, Generation X and Generation Y. The study found that Traditionalists were more likely than the other age groups to be willing to "go the extra mile" for their employers (85 percent, tied with boomers, compared to 77 percent for Generation X and 72 percent for Generation Y) and have the highest satisfaction with their employers (85 percent, compared with 74 percent for boomers and 77 percent for Xers).

The survey also found that older workers tend to have the most pride in working for their employers (89 percent, compared with 85 percent for Yers, 81 percent for Xers and 79 percent for boomers) and feel that they are compensated fairly for their work (61 percent, compared with 55 percent for Y and 53 percent for both boomers and Xers).

Older workers may be more satisfied with the workplace than their younger counterparts simply because they have a more realistic attitude, says Douglas Klein, president of Sirota.

"Traditionalists have already factored the realities of work into their overall strategies, and have tempered their expectations," he says. "As a result, they are more resilient, and most likely to be satisfied with the work situation."

HR leaders should also take note of the nine-point difference between Traditionalists and Generation Y workers in the former's willingness "to go the extra mile," says Klein.

"It's not because Gen Y workers are inherently lazy; rather, it takes them years to readjust their expectations to match their real-time experiences on the job," he says.

Klein suggests that HR leaders consider focusing their efforts on attracting and retaining a higher percentage of older workers, based on the positive attitudes they bring to the workplace.

Employers in the social-service, healthcare and education fields may be especially well-positioned to lure those older workers, according to the 2008 MetLife Foundation/Civic Ventures Encore Career Survey, conducted by Peter D. Hart Research Associates. The survey estimates that between 5.3 million and 8.4 million Americans between the ages of 40 and 70 have already launched "encore careers" -- second careers that "combine income and personal meaning with social impact."

Of those workers ages 44 to 70 not already in encore careers, half are interested in them, specifically jobs in education, healthcare and the nonprofit sector. And those respondents most interested in social purpose careers tend to be the youngest: 50 percent of boomers ages 44-50 say they want to join the 7 percent of their group already in such careers.

"Unexpectedly large numbers of boomers are looking for purpose-driven jobs that provide them with both means and meaning," says Marc Freedman, founder and CEO of Civic Ventures, a San Francisco-based think tank on boomers and aging.

The report found that a majority of Americans in this age bracket express a desire to use their skills and experience to help others. Of those currently in encore careers, 84 percent report a high level of satisfaction and 94 percent say they see the positive results of their work and know they are making a difference.

The report was based on two surveys of people between the ages of 44 and 70, one a telephone survey of 1,063, and the second an Internet survey of 2,500 people.

Civic Ventures has recently launched a project in Silicon Valley called "Encore Fellows" that's designed to attract older workers who are interested in careers in the nonprofit sector. Among those targeted are HR professionals, says Freedman.

"The nonprofit sector has grown rapidly in the past decade and it's trying to become better-managed," he says. Many nonprofit organizations have hired full-time CEOs and CFOs, but continue to struggle in improving areas such as HR, marketing and legal, he adds.

The new program will provide six-month fellowships for HR managers and others who are interested in starting encore careers in the nonprofit sector, says Freedman.

A change in the perception of older workers is overdue, he adds.

"Even the term 'older workers' sounds kind of musty -- it brings to mind this image of people not entirely vital and past their prime," he says. "Here, we're looking at people who are still at the top of their game but they're hindered in their efforts to launch an encore career by some of these outdated perceptions.

"The oxymoron we commonly hear is the 'working retired,' which creates this impression that people are essentially halfway between the end of real work and the beginning of real retirement. But our survey shows that for many, an encore career is a 10- to 20-year career plan. Even though flexibility is a priority for these folks, their commitment is very high and most plan to work full-time."

Reference:
Andrew R. McIlvaine
[Human Resource Executive Online July 16, 2008]

Things CEOs (and CLOs) Should Think About.

Things CEOs (and CLOs) Should Think About

In these economic times of trial, the most successful businesses will have leaders who are thinking about key aspects of the enterprise: its strategies, its processes and its talent. Tom Northup - management consultant at the Leadership Management Group, member of the Forum for Corporate Directors and author of Five Hidden Mistakes CEOs Make: How to Unlock the Secrets that Drive Growth and Profitability - has some thoughts about how leaders can move beyond the organizational status quo and adjust to rapidly changing market realities.

According to Northup, these actions include:

1. Develop strategically with purpose.
This involves building an outstanding company that is proactive and able to identify, develop and realize opportunities - year in, year out. For effective strategic development, an organization should have a clear definition of a desired future and effective operations.

2. Focus on core competencies first.
This entails understanding the key success factors that drive your marketplace and developing those into core competencies in your company.

3. Target opportunities intentionally instead of reacting to problems.
The difference between these two approaches is the difference between a weak organization not meeting its performance objectives and an outstanding, profitable organization.

4. Embrace change.
Make acceptance of any change part of your corporate culture. Involve your employees in discovering the need for change and include them in the plans for change so they don't become change critics and change resistant. If you make your people part of the solution, you will overcome resistance to change.

While Northup readily acknowledged that these recommendations apply for learning leaders and other members of executive teams, he maintained that the CEO should be the driver of these mindsets.

"In my mind, it all starts with the CEO," he said. "If he's not actively involved or interested, then it's not going to be as effective. Certainly, he should want his entire management team to be involved. He should look to the learning executive for detailed processes and programs, and hold them accountable by having them develop metrics he can use to measure progress."

For CLOs, aligning to these approaches means building robust leadership and management development programs first and foremost.

"That's the chief learning officer's challenge: implement processes and programs that bring that effectiveness to the collective management of their organization," Northup explained. "In their particular area of influence and responsibility, they should want to understand how to build effectiveness throughout the organization, from the first level of supervisors up through the senior management team. Small changes in the effectiveness of management personnel, regardless of where they are, result in large improvements in the bottom line."

Another key area in which learning executives can play a crucial role is change management. While an organization can implement new processes, ultimately, it's the people who execute them.

"If you need to improve old processes or add new processes, you've got to get the people on-board to accomplish the results you want," Northup said. "Your people drive it. How many organizations have you seen where the boss comes up with some new initiative and then six months later, it just kind of dies? That's because the organization's culture has not changed. That gets into the development of people, and learning executives should be part of that.

"Every organization is perfectly designed to get the results they're now getting," he added. "If the future you envision is different from your present, then you need to change the way you do things. Executives who get that and develop plans to make those changes are building excellence in their organizations in the long run."

Reference:
Brian Summerfield
[About the Author: Brian Summerfield is managing editor for Chief Learning Officer magazine.]

Refuting Perceptions of Older Workers.

Refuting Perceptions of Older Workers

Who says you can't teach an old dog new tricks? The conventional wisdom about older workers' attitudes about work is being challenged by a series of new reports that find older workers are more eager to learn on the job and more willing to go 'the extra mile' than younger workers.

A series of newly issued reports based on recent surveys challenges the conventional wisdom many HR and hiring managers still have about older workers. The reports find that these workers tend to have a more positive attitude about the workplace than younger generations (including baby boomers), are eager to enroll in training courses and expand their knowledge and, in many cases, are more than willing to devote their later years to full-time jobs in fields that matter to them.

"There continues to be this perception, especially among younger managers, that older workers aren't willing to learn new things and are not interested in training," says Deborah Russell, director of workforce issues at Washington-based AARP, adding that AARP's past research has revealed that the younger a manager is, the worse his or her perception of older workers tends to be. "These negative perceptions extend to older workers' supposedly being unwilling to work with a younger boss and being inflexible."

And yet, a recent survey from AARP revealed that 79 percent of workers age 50 and over are satisfied with the employer-based training programs offered to them and that they participate in those programs in large numbers.

The study also found that nine in 10 (93 percent) of respondents said they enjoy learning new things, and 77 percent expressed interest specifically in work-related education. "The passion for knowledge does not disappear or diminish simply because a worker passes the age 50 threshold," says Russell.

The AARP cited U.S. Bureau of Labor Statistics projections showing that one in three people in the U.S. labor force will be age 50 or over by 2016, compared with 28 percent of the workforce last year.

Meanwhile, a new report from Purchase, N.Y.-based Sirota Survey Research finds that older workers bring a higher level of satisfaction, pride and willingness to go "the extra mile" for their jobs than younger generations, while simultaneously expressing the strongest satisfaction with the fairness of their compensation.

The survey defined as "Traditionalists" those ages 63 and older. Other categories were baby boomers, Generation X and Generation Y. The study found that Traditionalists were more likely than the other age groups to be willing to "go the extra mile" for their employers (85 percent, tied with boomers, compared to 77 percent for Generation X and 72 percent for Generation Y) and have the highest satisfaction with their employers (85 percent, compared with 74 percent for boomers and 77 percent for Xers).

The survey also found that older workers tend to have the most pride in working for their employers (89 percent, compared with 85 percent for Yers, 81 percent for Xers and 79 percent for boomers) and feel that they are compensated fairly for their work (61 percent, compared with 55 percent for Y and 53 percent for both boomers and Xers).

Older workers may be more satisfied with the workplace than their younger counterparts simply because they have a more realistic attitude, says Douglas Klein, president of Sirota.

"Traditionalists have already factored the realities of work into their overall strategies, and have tempered their expectations," he says. "As a result, they are more resilient, and most likely to be satisfied with the work situation."

HR leaders should also take note of the nine-point difference between Traditionalists and Generation Y workers in the former's willingness "to go the extra mile," says Klein.

"It's not because Gen Y workers are inherently lazy; rather, it takes them years to readjust their expectations to match their real-time experiences on the job," he says.

Klein suggests that HR leaders consider focusing their efforts on attracting and retaining a higher percentage of older workers, based on the positive attitudes they bring to the workplace.

Employers in the social-service, healthcare and education fields may be especially well-positioned to lure those older workers, according to the 2008 MetLife Foundation/Civic Ventures Encore Career Survey, conducted by Peter D. Hart Research Associates. The survey estimates that between 5.3 million and 8.4 million Americans between the ages of 40 and 70 have already launched "encore careers" -- second careers that "combine income and personal meaning with social impact."

Of those workers ages 44 to 70 not already in encore careers, half are interested in them, specifically jobs in education, healthcare and the nonprofit sector. And those respondents most interested in social purpose careers tend to be the youngest: 50 percent of boomers ages 44-50 say they want to join the 7 percent of their group already in such careers.

"Unexpectedly large numbers of boomers are looking for purpose-driven jobs that provide them with both means and meaning," says Marc Freedman, founder and CEO of Civic Ventures, a San Francisco-based think tank on boomers and aging.

The report found that a majority of Americans in this age bracket express a desire to use their skills and experience to help others. Of those currently in encore careers, 84 percent report a high level of satisfaction and 94 percent say they see the positive results of their work and know they are making a difference.

The report was based on two surveys of people between the ages of 44 and 70, one a telephone survey of 1,063, and the second an Internet survey of 2,500 people.

Civic Ventures has recently launched a project in Silicon Valley called "Encore Fellows" that's designed to attract older workers who are interested in careers in the nonprofit sector. Among those targeted are HR professionals, says Freedman.

"The nonprofit sector has grown rapidly in the past decade and it's trying to become better-managed," he says. Many nonprofit organizations have hired full-time CEOs and CFOs, but continue to struggle in improving areas such as HR, marketing and legal, he adds.

The new program will provide six-month fellowships for HR managers and others who are interested in starting encore careers in the nonprofit sector, says Freedman.

A change in the perception of older workers is overdue, he adds.

"Even the term 'older workers' sounds kind of musty -- it brings to mind this image of people not entirely vital and past their prime," he says. "Here, we're looking at people who are still at the top of their game but they're hindered in their efforts to launch an encore career by some of these outdated perceptions.

"The oxymoron we commonly hear is the 'working retired,' which creates this impression that people are essentially halfway between the end of real work and the beginning of real retirement. But our survey shows that for many, an encore career is a 10- to 20-year career plan. Even though flexibility is a priority for these folks, their commitment is very high and most plan to work full-time."

Reference:
Andrew R. McIlvaine
[Human Resource Executive Online July 16, 2008]