The new millenium is bringing forth not only a new breed of worker,
but also a new kind of company. Slowly, companies are beginning to realize that in order
to compete for quality workers in a tight labor market, they're going to have to do things
differently. Just like they position their product or service in the marketplace, they are
learning that they must also position themselves as a company in order to not only attract
workers, but keep them.
The current labor market is made up of two major groups: the Baby Boomers and the
newest arrival, the Gen X'ers. The Baby Boomers were a product of a society that placed
importance on education, climbing the ranks within the organization and putting off
marriage and family until their careers had taken off. They are now reaching their late
40's and finding themselves asking "Is this all there is?"
Then we have the Gen X'ers. As the children of Baby Boomers, the "Latch Key
Kids", they have witnessed their parents' careers and been victim to the late hours,
weekend work and missed childhood baseball games and ballet recitals. Sure, they had the
nice home, car and latest Nintendo game, but it came with a price tag.
Now they're entering the workforce and they're making up their own rules. They want the
money and the things that money can buy, just as much as their parents, but they want
something else too. They want a life. They want time to enjoy the things they work for.
They also are demanding more of their employers. They've come to expect the corporate
benefits that the Baby Boomers used to have to bargain for.
They also want to play a more active role in the organization. They want recognition
for the work they do, and they want to be treated more like they're part of a family. They
have ideas for how things can be improved and they want their voices heard. They will
accept nothing less. They will change jobs, once a year if necessary, until they find what
they are looking for. Once they find it, they will stay, even for less money, if they
understand the vision of the organization, understand the part they play in getting there,
and can see a path for them to grow.
This is a workforce that is often criticized for what is perceived as a lack of
loyalty. But why should they feel loyalty? What kind of examples have they had from
corporate America? They've seen their parents right-sized, down-sized and merged out.
Their motto is "Show me the money". But also, show them respect, and show them
that what they do really does count, in a big way.
Somebody is listening. There are companies headed by people like Roger Valine of Vision
Service Plan who believes that it's important that employees feel they are respected,
cared for and listened to. Companies who are proactive in getting feedback from their
workforce and responding to it instead of ignoring it. VSP conducts quarterly employee
focus groups where the staff has the opportunity to voice their ideas directly to the CEO,
Roger Valine and his vice presidents. No walls here - everyone is on a first-name basis.
The dress is casual. It's a culture that garners them a 95% satisfaction rating with its
employees, and interestingly, 40% of the U.S. market share in vision service plans.
According to Valine, "If you really care about something and you want it to be there
when you want it to work, you have to take care of it all the time."
Debra W. Guttas
PathwaysUnlimited!
We work with leaders who want to improve their employee retention and with individuals who
want to create a mission and vision for their life.
Debra@PathwaysUnlimited.com
http://www.PathwaysUnlimited.com
Phone: Toll Free: (877) 446-2068 or (916) 446-2068 / Fax: (916) 447-2068
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Vice President of the Sacramento Chapter of the National Speakers Association
