So if this makes sense why do companies tie themselves in knots trying to figure out why employees may not want to reach the corner office, become a partner, or at the very least take that next promotion?  Now of course this is the opposite of the Peter Principle (which is being promoted to a level of incompetence).  If you have a boss who suffers from the Peter Principle – remember he or she allowed themselves to be promoted to that level (and they may not be aware of their incompetence, which is always the kicker).

But I digress. The level a person wants to reach in terms of title, responsibility, expected connectivity and stress is different for each person and in society we tend to frown upon those who don’t aspire for more.  But is the reality that there is a lack of desire to become a corporate executive alive and well?

One new study from Intelligent Office (IO) found in a survey of 1,075 people no one, not even one person, aspired to become a corporate executive.  More than half, 65%, want to work as an entrepreneur or independent.  The “Work IQ” survey found a shift in work styles as well with an emphasis on more flexible work hours, have more mobility in life, and access to technology (like laptop or iPad) that affords the desired mobility.

The survey results bring up three thoughts for me…
1. Were the results a fluke due to our economic environment?  I mean there are approximately  157,000 students in MBA schools across the country (rough estimate from AACSB accredited schools).  Aren’t most MBAs in school because the masters degree could lead to the next promotion and possibly to a position as a corporate executive?
2. IO didn’t provide a breakdown of the demographics in the release so I’m not sure if their survey respondents reflect more of our working society versus their customer base (Intelligent Office is the leading virtual, professionally staffed office space for mobile executives and small businesses in North America).  If the respondents mirror their customer base then the results make sense.  If the respondents mirror more of the workforce as a whole then the results are a cause for concern.
3. Considering the results mirror our current workforce then it does mean a new trend is being highlighted.  Could a shortage of corporate executives be on the horizon, exacerbated by the Baby Boomer retirements?

What would a shortage of potential corporate executives mean for your company?

Bubble-wrap and other annoying weapons of mass protection! 

Sadly, many of us have learned to bubble-wrap our opinions/thoughts/ideas/feedback for a number of reasons:

- The first manager you ever had taught you that bubble-wrapping worked because he is uncomfortable with conflict, so he avoided it. And so did you. (Heck, what did you know? You were fresh out of college and just wanted to do well at your first job!)
- Your employee who bursts into tears every time she’s given feedback has taught you to avoid the situation altogether. (Understandable!) So you avert your eyes, keep a healthy distance and bubble-wrap the hell out of everything you say to her. You don’t want to look like the big bad wolf in the office.
- Nearly everyone around you takes things personally, so they favor approval over effective, healthy growth, real conversations, and oh yeah, profit.
- The company you used to work for had a culture of blaming/making-wrong/mistakes-are-bad/stay-under-the-radar, so you learned that bubble-wrapping might help you keep your job.
- Your last boss was a bully who only liked himself, his ideas and his way of doing things. So you learned to bubble-wrap and put up with it because your husband just got riffed from the bank and your family needed the steady paycheck.
- You attended a two-day leadership training that taught you to empower your employees! Give them the good-bad-good feedback sandwich and have a 30-minute conversation about their feelings every time they missed a deadline or performed under par. (I agree, that trainer ought to be shot.)

Yes, many of us have learned to bubble-wrap for reasons that are understandable at the time. The problem is that we’re each incredibly intelligent, creative and resourceful. So, our brains quickly make these communication patterns a habit. Then we’re on auto-pilot. And even though we get different jobs with different companies or we escape Corporate America and start our own business, we often bring along our behavior patterns. And many of them are now outdated and no longer useful.

[This happens in our relationships too, btw.]

Bubble-wrapping is a waste of time, money, resources and energy that could be put toward fun, exciting ideas, products and solutions! And greater versions of ourselves!

You can say what you mean and mean what you say without being mean. Plus, you’re so much more interesting and the conversation is more colorful when you don’t bubble-wrap.

Let go of your need for approval, your fear of rejection and your weapons of mass protection!

Take a healthy risk. Entrepreneurship and leadership are not for the weak.

Gen Z by the Numbers
Some demographers and researchers describe them as the 1990s babies (born 1990-1999) and others use the 1995 – 2004 birth years as the defining age range.  Which means the years which define Gen Z are fluid (for now), unlike the generations we have been chatting about for years…Traditionalists, Baby Boomers, and Gen X.  Being born in the 1990s (or up until 2004) places a Gen Zer in the 8 year-old to 20 year old range.  Which means Gen Z is the basically the second half of the Millennials.  The first half of the Millennials were born in the 1980s and are now in their 20s…you know, that young kid working beside you.  (Just so I don’t confuse anyone the term “Millennial” and “Gen Y” can be used interchangeably.)

Generational Disclaimer Alert:
When I or anyone discusses the generations we are talking about 10s of millions of people and we make broad generalizations for a group of people that spans 10 to 20 years.  You are stuck in your generation because of your birth year (blame your parents if you don’t like your generation) but that does not mean you won’t have commonalities with another generation’s characteristics.  And understanding someone by their age is just one slice of the onion when it comes to understanding why someone is the way they are.

What Goes Around, Comes Around
Strauss and Howe explain that generations are cyclical and we go round and round between two types.  A team generation is followed by an individualist generation which is followed by a team generation and the cycle continues. So the theory goes Baby Boomers are a team generation, Generation X is an individualist generation, Millennials are team and Gen Z will be individualist. But Gen Z is basically the younger version of Millennials so this point could still be up for debate.  Remember – the cycle impacts how companies respond to the growth and development needs of the workforce.  Do you need the work environment to support working in teams peppered with constant feedback, or not?

World Events
For those who study the generations (or just find them interesting) you know we look at two big areas for information on what will shape a generation.  First is world events impacting the formative years and parenting styles.  Some world events to consider which will shape the perceptions and values of Gen Z are 9/11, the recent recession on a local, national and global scale, the constancy of war, global civic unrest, and new advances in technology.  Pop culture also influences a generation as well but to a lesser degree.

Impact of Technology
Most people have been describing Millennials are digital natives but when you look a little deeper, the older Millennials were in their 20s when tablet fever took hold. True, computers and cell phones were very much part of their daily lives but the speed of communication and new technology introductions really began to take hold throughout the last decade or so, meaning older Millennials didn’t grow up with that kind of technology from birth.  To be described as a native…you need to not know life without it.  Many claim Gen Z will be our true digital natives but I question if the generation following Gen Z – those under 10 years old (and all generations that follow) – will more likely deserve that label.  Consider the 5 year old who tried to change the TV channel by sliding the screen (and couldn’t figure out why it wasn’t working) or the growing number of 3 year olds with their own iPads.

Who Are Their Parents and Why Do We Care?
Gen Z parents are in their 30s and 40s – for the most part – which means Gen Z is being raised by Gen X.  How Generation X raises their children will say a lot of about who they become, as a collective.  What we do know …the ‘every kid is a winner and deserves a trophy’ mantra and mindset continues for adolescents today.  And it is creeping into our preschools.  Parenting magazine (It’s Only a Game, p. 23, April 2012) ran an article on the growing trends of preschools opting to remove games with clear winners and losers.  In addition there is some traction being reported that parenting is moving from the flurry of activities (the more the better) to “slow parenting” or “free-range parenting” in which the idea is to not over-program your kid.  The recession of course plays a big role in this as well as the squeeze on the middle class.

So Gen Z is here to stay…what are your thoughts on them?

Why does it take a publicized day to remind you to thank those who make your life better (assuming your employees, assistant and grandparents actually make your life easier)?  In theory we understand the statement that companies don’t function without their employees is true but sometimes theory and practice couldn’t be farther apart.  You, and every boss or leader at your company should be showing your appreciation to employees often and for reasons that matter.   So what are the reasons that matter?  Here’s a bright idea…ask them.  Those employees can be quite clever and they typically know what matters to them in terms being recognized because they are appreciated.  I’ll give you a few ideas to get started when recognition and appreciation is needed…taking on a stretch project no matter the outcome, going above and beyond the “typical” work load, coaching or mentoring another employee, dealing with a  difficult client, trying to stay focused on work when dealing with a personal issue…and there are so many more. 

Also, don’t show appreciation for just showing up – that is hollow and meaningless.  One of the greatest ways to show appreciation is to thank your employees individually for their contribution and explaining how their contribution matters to the company.  Make the connection to how they matter to the work they do, to the company’s clients and the company overall.  When you are able to consistently show your appreciation you’ll never think twice about a throwing an awkward pizza party on some random Friday in March to remind your employees you care and they matter.

“Culture eats strategy for breakfast.”

Research abounds regarding how culture impacts the success of a company – its profitability, its ability to innovate, and gain market share.  I recently read Derek Irvine’s blog post on TLNT “4 Reasons Why Culture is More Important than Strategy.” In the post Derek highlights recent research from Booz & Co. which adds more data and statistics to the “culture vs. strategy” debate.  Booz & Co. reports “that companies with unsupportive cultures and poor strategic alignment significantly under perform their competitors…. In fact, companies with both highly aligned cultures and highly aligned innovation strategies have 30% higher enterprise value growth and 17% higher profit growth than companies with low degrees of alignment.” [Read the article, Why Culture is Key in Strategy +Business.] 

I wonder how many business leaders, CFOs and board chairmen and chairwomen read those stats and actually believe them.  Do they think the P&L or expansion plans are the only facets of the business that matter?  I mean matter enough to garner a healthy dose of their attention?  I’m sure some thought is given to the office atmosphere but culture is more than that.

Culture can be defined in many ways (as the research abounds so do the books on the topic). A consultant and friend defined culture once as “…how we treat our co-workers.” But at the heart of it culture sets the tone of how the company operates and functions.  Culture manifests itself in seemingly everyday ways – like how the office is decorated, the stories employees share (especially to new employees), and the informal communication style.  And culture manifests itself in larger ways – like the values (and unwritten rules) the employees embrace and live out and the type of person (a hero) employees look up to.

The research supports it, the management gurus speak to it and past experiences prove it’s worth (ask anyone of the risk taking culture embedded at Enron)…is your leader on board?  Are you?

Research shows you are engaged to a job, career or the work you do in three ways…

1. To your individual job – the function of your work, having resources and clear direction

2. To your manager – trust in your manager, quality time

3. To the company overall – the direction of the company, how decisions are made, comp & benefits

When one of the three falls out of alignment an employee becomes less engaged, less committed, less satisfied and most importantly…less productive.  The reason I started Randall Research (formerly SBR Consulting, LLC) is to help companies create work environments where employees want to come to work.  We spend a majority of our time working so it should at the very least be enjoyable and fulfilling, right?

Research shows that engaged employees outperform their disengaged co-workers by as much as 200% and are more productive by 43% in revenue generation.  What does 43% more revenue generation mean for your company’s bottom line?

Think back to a time when you enjoyed your job (maybe that time is now for you).  How productive were you? Were you willing to go above and beyond for your team or to meet organizational goals? I believe that a small team of engaged employees can outperform, out-maneuver and out-smart a big team of partially engaged or dis-engaged employees.

I explain engagement this way…engaged employees stay for what they contribute and dis-engaged employees stay for what they get.  Which do you prefer on your team?

So my wish for 2012 is for companies to get serious about understanding what engagement means for their employees and commit to making progress.  Start with an employee engagement survey, share the results with your employees, together create a roadmap for change and hold the company accountable through metrics for moving the needle. 

Here’s to a successful and engaging 2012!

Recruiters have always been quick on the uptake when it comes to new and innovative technology, especially if this technology makes it easier to stay connected. Lately, there’s a lot of buzz surrounding social recruiting and mobile recruiting – and many recruiters are blinldy jumping on the bandwagon. But what’s just buzz, and what will become a permanent part of every recruiter’s toolbox?

Mobile Recruiting, Mobile Recruiting & Social Recruiting

What, exactly, are mobile and social recruiting?

–Mobile recruiting can be used to describe two things:

• Tools and best practices for managing the recruiting process on the go
• Recruiting strategies that leverage SMS, QR code and mobile technology

 –Social recruiting refers to strategies leveraging social media outlets for recruiting talent.

• Some argue that it’s  reinventing the wheel, but I’d say it’s taking the wheel and bringing it out of the Stone Age.

 Mobile Recruiting: Apps and More

Mobile recruiting allows recruiters to do what they do best: stay connected. How? Apps. There are a few recruiting apps that I really like:

• JobScience puts the functionality of an applicant tracking system in recruiters’ pockets.
• InstantCustomer is a handy gadget for business card and contact management.
• GlobalRecruitingRoundtable gives users access to top industry news and trends, and allows them to plug in to a community of experts.
• JobSpeek adds a new dimension to job postings: audio.

Mobile SMS and QR code recruiting is getting some serious attention. However, recruiting leader and sourcing consultant GeoffPeterson says, “The technology’s not 100% there.”

Social Recruiting: Plan for Your Slice of the Pie

Recruiting has always been social, but social media has opened a new can of worms. And if you want a piece of the social recruiting pie, there are a few things you should keep in mind:

• You need a strategy. You may have a Twitter account, but that doesn’t mean you have a social recruiting strategy.
• Don’t bombard, engage. Anyone can post “an exciting opportunity” on LinkedIn. If that’s all your using your social media accounts for, however, you’re going to lose your audience fast.
• Keep the social in social media. You can get all the Facebook fans and Twitter followers you want, but unless you’re engaging your network, they’re just numbers.

About the Author: Kyle is the HR Analyst at Software Advice. He blogs about trends, technology and best practices in HR and recruiting by day, and drinks entirely too much wine by night.

“Accountants and auditors are valued precisely because of their deep knowledge and expertise, so radically altering the business model is unrealistic. Yet the looming demand for accounting services and the shrinking talent pool give urgency to finding ways to accommodate the expectations of young workers.” 

Millennials want to develop their skills, be challenged and not pigeonholed into one job or function for the rest of their career (sound familiar?).  Cross-training is considered a valuable growth opportunity as Millennials develop skills that give them mobility. In the article I urge accounting firms to start the conversation now on how to better grow and develop this need in their young talent. 

Well is seems the PricewaterhouseCoopers Chairman Dennis Nally may have read my article.  In a recent issue of The Wall Street Journal, when asked what is the biggest challenge for companies when trying to recruit talented staff, Nally responded with:

“This millennial generation is not just looking for a job, they’re not just looking for salary and financial benefits, they’re looking for skill development, they’re looking for mobility, they’re looking for opportunities to acquire different skills and to move quickly from one part of an organization to another. How you manage that sort of talent and how you deal with their expectations is very different from what’s been done in the past.” (July 11, 2011, “PwC Chairman Aims to Keep Millennials Happy”)

Mr. Nally – I couldn’t agree more and if my article helped you formulate your people strategy I am pleased it was of use to you. To other companies, not just accounting firms, it is time to understand how the needs of the Millennials regarding career growth and future expectations are changing your workplace and workforce. 

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*Please note – SBR Consulting, LLC is becoming Randall Research… Data-driven solutions for people-driven companies™.  Our services have not changed but our new name better reflects our core mission of using data to drive employee engagement and productivity.  Our new website will be www.randallresearch.com. *

Q: As the Assistant Director, Recruiting for the Wake Forest Schools of Business, what were your initial reactions to the findings in the white paper? 

A: Actually, several points really struck a chord with me.

• Distrust of “big business“ – Millennials hold out a larger and more holistic ideal for companies than the profit motive.  Their model business is engaged in sustainability, diversity, and is giving back to the community. By and large, they are people and not profit focused.  They believe in “doing good” and expect to be treated as a human being and not a commodity by their employers.  
• Dissatisfaction with current employment – Your findings about Millennials actually reflect that of the larger American workforce.  So, while this was no surprise, it did reinforce the belief that college students need careful career exploration and a career plan.  
• Doubt about cost versus value of college education – This has been in the news a lot lately.  Parents, students, and even various pundits have been discussing the issue.  There is no doubt that college can be an expensive endeavor.  Yet, without a degree, it is difficult for young adults to find work and then to grow.  That’s not to say that it cannot happen; only that it is very rare. It is just very difficult to get a foot in the door of a company without the requisite education.  

Q: From your perspective, what are some best practices employed by Wake Forest University Schools of Business in preparing students for the “real world?”

A:

• Focus on lifetime career management – Our career staff provides students with the necessary tools to manage their career and job search, not just while in college, but for a lifetime.
• For-credit career education – Career education is a mandatory part of the curriculum.  While academics are of supreme importance, the student’s ultimate success will be measured by employment.
• Four P’s Program – The career coaching staff trains students in the Four P’s of Purpose, Passion, Preparation, and Performance, which is a solid foundation for career contentment and achievement.
• Dedicated Employer Relations – Having a dedicated staff allows full-time pursuit and development of employer relationships.  Some models I have seen place the responsibility for employer relations on the career coaching staff.  That leaves less time for specialization in either area. 
• Mentorship Program – Career staff carefully pair corporate volunteers with students to provide a more rounded real-world experience.
• Supportive administration – Our administrators understand the importance of student success in our own success as a school.  They supported the building of a career staff that could meet the needs of students.  Wake Forest Schools of Business was featured in a June 10, 2011 Inside Higher Ed article entitled MBA in Job-Hunting?

Q: Do you find that students ask different questions than students did 5 or 10 years ago regarding the ROI on their college education investment?

A: It’s my opinion that the value of a college education has not changed but the perception of its value has in the weak job market.  A college education has been understood to be the usual gateway to the “American Dream.”  It is a door opener and a box that must be checked for many jobs. While it is still true that a college degree is a necessary step on the path to a career, given the state of the job market, some students (and even parents) may have begun to doubt. 

The competition for jobs is high.  Job seekers not only need a degree for many jobs, but also must be competitive in job seeking. It’s like the adage, “I don’t have to outrun the bear, I just have to outrun you.”  Thus, job seekers need to outpace the competition.  The resume, elevator speech, and interview skills must be polished.  The candidate needs to be able to relay his or her value to the employer.  In addition, the candidate should be able to demonstrate knowledge of the company, industry, and competition.  That is why university career services offices are crucial to student success.  

Q: As mentioned in the white paper, there have been numerous recently released statistics regarding people looking to make a move and my research showed 70% of Millennials were considering the possibility of changing jobs.  As someone on the ground floor working with the Millennial generation, what is your reaction to these type of statistics?

A: I think there may be a few factors at play here.  First, as students step out into the world for the first time, they may learn that things are not quite as they once imagined.  Reality may shake apart previously held idealistic views when they finally get on the job.  Perhaps the job that they thought they wanted no longer seems to be a good fit, or maybe the industry in which they are working is no longer desirable.  Of course, the current economic conditions are not facilitating employee satisfaction by and large.  The temptation for employers is to try to do more with less, and this usually falls on the shoulders of the employees via increased workload, light to non-existent raises, few promotion opportunities, and benefit cuts.  There may even be inadequate funds for professional development and other needs / programs.

Another reason that Millennials might be unhappy is that they did not receive enough career assistance while in college.  Either their school did not stress career management or students never believed it to be necessary.  They may have taken the first job offered rather than having set and pursued a goal throughout college, culminating in a close approximation to their dream job.  How many undergrad students become engaged with career services when they are freshman or sophomores versus the last semester of their senior year when graduation is knocking on the door?  How many graduate students ignore the career resources at their disposal? The temptation may be to pursue the academics and let the career development take care of itself.  Unfortunately, that strategy works best at or near full employment and not during a recession. 

Wake Forest is concentrating on the development of the whole person since the launch of the Office of Personal & Career Development. Likewise, the Wake Forest Schools of Business, faculty and staff are very involved with students because our success is measured by their success.  Thus, shortly after orientation, our career staff begins to expose students to the work world through industry panels, company information sessions, company site visits and trips, practical learning opportunities and other career education opportunities.  In addition, they assist students in putting together a plan and a brand and provide a mentor.  This leads to more informed career decisions that are likely to boost eventual job satisfaction. 

Thank you Lisa for your time!

Q: What are your initial thoughts on the survey results?

A: The survey covered information that is relevant today.  When you consider the financial meltdown and all that has happened in our country, and the world, information or articles on one generation from three years ago may not necessarily be as relevant today.

Q: Where or why have companies lost their way in engaging employee over the last few years?

A: Many corporate cultures have failed to adapt in the last 10 years.  Companies need to get back to their core values and what they stand for.  Companies should consider what culture they currently have and if it is the type of culture they need to sustain their businesses.  If it is a sustainable culture then the communication with employees has to change and have substance.  Communication has changed dramatically and communicating with employees is more than just an intranet or Facebook page.

Companies, especially large ones, have historically thought anything they needed to know as an organization they could find by tapping into their employees, their inside collective knowledge.  When they needed to know something they went to their employee source.  But what happens to companies when a large number of the employees leave through a layoff?  That company’s collective knowledge is now out in the market place.  And the marketplace now mirrors what the company once was in terms of knowledge. 

A company is either a closed culture or an open culture and those that are closed have lost their way and are not quick to understand the value of talent and tapping into collective knowledge. 

Q: Explain the employee experience concept?

A: Millions and billions of dollars is spent on corporate learning and development.  If you assess the retention and application of what’s covered in training sessions – it is maybe 20%.  So, much of the training has become a “check the box” activity.  Companies, spending that kind of money, need to get more out of their investment, should want to get more out of their investment.  The idea of the employee experience is to design learning experiences that deliver and make an impact.  Think about getting coffee at Starbucks versus your home.  It is the personal experience that differentiates what you remember and apply (in this case choosing to return to Starbucks).  The employee experience was adapted from The Experience Economywritten by Joe Pine and Jim Gilmore in 1999.  I was certified in this book in 2006.  The concept started with differentiating the customer experience through customization and has been adapted for the employee experience. You can learn more at www.strategichorizons.com.

Thank you Bob for your time and expertise.  I appreciate you sharing your knowledge with our readers.