Category Archives: career development

You Can Keep the Corner Office

AA049404HR leaders are always on the lookout for the organization’s next generation of leaders. A new survey, however, finds the majority of workers aren’t particularly interested in ever taking the reins.

A recent poll of 3,625 workers age 18 and up, conducted by Harris on behalf of CareerBuilder, found just one-third (34 percent) of these employees aspire to leadership positions. Just 7 percent indicated an interest in shooting for senior- or C-level management.

Why are these workers indifferent toward reaching the top levels of the organization? Most (52 percent) said they are simply satisfied in their current positions. Another 34 percent of this group indicated they don’t want to sacrifice work/life balance at the expense of advancement, while 17 percent said they don’t have the necessary education.

The survey did find the desire for leadership roles to be greater among men than women, by an 11 percent margin (40 percent versus 29 percent). At 44 percent and 39 percent, respectively, African-Americans and LGBT workers were more likely to take aim at leadership positions than the national average. Thirty-two percent of workers with disabilities reported similar aspirations, as did 35 percent of Hispanics.

The poll also addressed the glass-ceiling issue, asking respondents to what extent they felt firms held female and minorities back in their career pursuits. Overall, 20 percent of those surveyed said they feel his or her organization has a glass ceiling preventing women and minorities from reaching higher job levels. Just 9 percent of non-diverse males said they think a glass ceiling is in place at their companies.

These figures spiked, however, among those with designs on management and senior management positions. For example, 33 percent of females in this category felt such barriers existed, while 34 percent of Hispanics, 50 percent of African-Americans and 59 percent of workers with disabilities said the same. Twenty-one percent of LGBT workers seeking leadership roles indicated as much, slightly less than the national average.

While it seems many employees are content to forego the executive career track, “it is important … to promote a culture of meritocracy in which all workers, regardless of gender, race or sexual orientation, are able to reach senior-level roles based on their skills and past contributions alone,” said Rosemary Haefner, vice president of human resources at CareerBuilder, in a statement. “The survey found that employees at companies that have initiatives to support aspiring female and minority leaders are far less likely to say a glass ceiling holds individuals back.”

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Could Gen Zers Help Solve STEM Skills Gap?

461252089 -- young scientistMore good news for employers when it comes to Gen Zers, the next generation — those now in high school and college — soon to enter the workforce en masse.

This just-released report from Chicago-based CareerBuilder says high-school seniors’ future career plans could very well clean up — or at least help bridge — that highly troublesome science, technology, engineering and math skills gap said to be barreling down the tracks.

According to the report, new research conducted by Harris Poll on behalf of CareerBuilder and its subsidiary, Moscow, Idaho-based Economic Modeling Specialists International, shows nearly three in four of 209 high-school seniors polled already know what career they want to pursue, and STEM-related fields top their choices. (The survey queried 2,188 hiring and human resource managers, ages 18 and over, as well.)

The poll also finds the majority (97 percent) of high-school seniors plan to go to college to obtain a two-year or four-year degree or other training that may ultimately help close the talent gap. The most popular majors? You got it, mostly STEM-related. Here they are:

  1. Engineering
  2. Business
  3. Psychology
  4. Biological and Biomedical Sciences
  5. Physical Sciences
  6. Arts, Visual and Performing
  7. Computer and Information Sciences
  8. Health Professions and Related Clinical Sciences
  9. English Language and Literature
  10. Math and Statistics

And here are the most popular choices for profession among the 73 percent of high-school seniors who know what they want to pursue (again, STEM-heavy):

  • Teacher
  • Engineer
  • Psychologist/Psychiatrist
  • Scientist – Biological/Physical/Social
  • Artist/Designer
  • Veterinarian
  • Machine Operator
  • Computer Programmer
  • Physician
  • Government Professional
  • Nurse

This seems to work quite nicely alongside a news analysis I posted on HREOnline on Tuesday, the same day the first truly definitive study on Gen Zers was released by Millennial Branding, based in New York, and Randstad, with U.S. headquarters in Atlanta.

That study, Gen Y and Gen Z Workplace Expectations, shows Gen Zers are more rooted in prudent and pragmatic notions about how work gets done and what is needed to succeed than their Gen Y predecessors (ages 21 to 32).

“Gen Zers … appear to be more realistic instead of optimistic, are likely to be more career-minded, and can quickly adapt to new technology to work more effectively,” Dan Schawbel, founder of Millennial Branding and author of Promote Yourself, told me for that piece.

They’ve also seen how much their parents and Gen Yers have struggled in the recession, he said, so “they come to the workplace well-prepared, less entitled and more equipped to succeed.”

Basically, Schawbel told me, they’re willing to work harder toward goals and have fewer illusions about what it takes to achieve them.

As the daughter, granddaughter and mother of scientists and engineers, I’ve lived through the hard work, stamina and — yes — realism involved in and needed for such pursuits.

So I have to say, I foresee only good things when you put these two reports together.

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Women and the ‘A’ Word

200401077-001A recent analysis of performance reviews by linguist Kieran Snyder has uncovered what seems to be a powerful bias against women who are seen as “too assertive” in the workplace — and the bias seems prevalent regardless of whether the review was conducted by a man or a woman.

Writing in the latest issue of Fortune, Snyder describes how she collected 248 performance reviews from 28 companies that ranged from large technology firms to small start-ups. The reviews came from 180 male and female managers.

Snyder was inspired to do this partly by a conversation she’d recently had with an engineer friend who was preparing performance reviews for two people on his team, a man and a woman. He wanted to promote both, but was concerned that his peers would endorse only one of them: “Jessica is really talented, but I wish she’d be less abrasive. She comes on too strong.” And the male? “Steve is an easy case, smart and great to work with. He needs to learn to be a little more patient, but who doesn’t?”

In examining the reviews, Snyder found that women received much more critical feedback than men did: About 59 percent of men’s reviews included critical feedback, while nearly 88 percent of women’s did. As for constructive feedback, the advice given to women tended to include personality criticisms, such as “stop being so judgmental” and “You can come across as abrasive sometimes. I know you don’t mean to, but you need to pay attention to your tone.”

Snyder also found that the word “abrasive” was used 17 times to describe 13 different women, but the word never appeared in men’s reviews.

Here at HRE, we’ve written about the double standard faced by women, including those in positions of authority. Here’s hoping that HR leaders of both genders take this omnipresent bias into account, and strive to help their organization’s leaders be as fair as they can.

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‘The 27 Challenges Managers Face’

Bruce Tulgan

Bruce Tulgan

I just came across an advance copy of a book due on shelves Sept. 15 that takes a pretty interesting stab at itemizing and enumerating every key challenge a manager will face in his or her profession. I’m sharing it here — “The 27 Challenges Managers Face” — because I’ve found the author, Bruce Tulgan, CEO and founder of New Haven, Conn.-based management consultancy RainmakerThinking Inc., to be pretty authoritative and sound over the years when it comes to manager-employee relationships.

HRE clearly concurs, as it will be featuring Tulgan in a webinar on Aug. 13, titled “Building a Better Boss: Engaging Managers to Inspire and Engage Workers.” In the webinar, he’ll discuss his latest research that finds “The Under-Management Epidemic,” first revealed in his company’s 2004 study, rages on 10 years later. According to the study, nine out of 10 leaders and managers are not providing their direct reports with sufficient guidance, support and coaching today. 

In his latest book, already listed on Amazon, Tulgan reiterates and underscores that fact, bringing together what he says are the 27 — not 26 or 28, mind you — challenges he’s heard repeatedly from managers over his 20 years of research. During that time, he says, he’s asked “hundreds of thousands of managers in organizations of all shapes and sizes, ‘What are the most difficult challenges you face when it comes to managing people?’ ” His finding:

Regardless of industry or job title, managers cite the same core issues — more than 90 percent of responses over the years refer to the same 27 challenges. The same cases come up over and over again — maybe it’s the superstar [who] the manager is afraid of losing, the slacker [who] the manager cannot figure out how to motivate or the two employees who cannot get along.”

As Tulgan says in a Q&A at the end of this link about the book, including excerpts:

It turns out that when things are going wrong in a management relationship, almost always, the common denominator is unstructured, low-substance, hit-or-miss communication. … Almost always, the ad-hoc manner in which most managers talk to their direct reports every day actually makes inevitable the most difficult employee situations that tend to vex managers. What is the key to avoiding most of these problems and the key to solving them quickly and with relative ease as soon as they appear? High-structure high-substance one-on-one dialogues with every direct report.”

For what it’s worth, I have talked to numerous experts over the years who have corroborated this need for more effective and authentic one-on-one business leadership, including folks at Bridgeville, Pa.-based Development Dimensions International, whose recent study finds a sorry lack of interactive-conversational skills among business leaders and managers worldwide. (I wrote about that study in this recent news analysis.)

As it is, and as Tulgan’s book lays them out — grouped in chapters according to stages of one’s management career and types of problems — here they are, all 27 of them:

1, when going from peer to leader; 2, when coming from the outside to take over leadership of an existing team; 3, when bringing together an entirely new team; 4, when you are welcoming a new member to your existing team; 5, when employees have a hard time managing time; 6, when an employee needs help with interpersonal communication; 7, when an employee needs to get organized; 8, when an employee needs to get better at problem-solving; 9, when you have an employee who needs to increase productivity; 10, when you have an employee who needs to improve quality; 11, when you need an employee to start “going the extra mile”; 12, when your employees are doing “creative” work; 13, when the employee you are managing knows more about the work than you do (I, Kris Frasch, suspect that might be something managers are experiencing more frequently these days, given our demographic shifts in the workplace); 14, when an employee needs an attitude adjustment; 15, when there is conflict between and among individuals on your team …

Breath …

16, when an employee has personal issues at home; 17, when there is a superstar you need to keep engaged; 18, when you have a superstar you really want to retain; 19, when you have a superstar you are going to lose for sure: how to lose that superstar very well; 20, when you need to move a superstar to the next level to develop as a new leader; 21, when managing in an environment of constant change and uncertainty; 22, when managing under resource constraints; 23, when managing through interdependency management challenges; 24, when managing around logistical hurdles; 25, when managing across differences in language and culture; 26, when you need to renew your management relationship with a disengaged employee; and 27, when you need to renew your own commitment to being a strong, highly engaged manager.

As Rainmaker puts it in one promotional, “The 27 Challenges are enumerated not in order of frequency or difficulty, but rather according to the bigger-picture human capital issues in which [they] fall. Like a guidebook through the real life of a manager — from the ‘new-manager’ challenges, through performance management, retention, and all the way to the latter career stage when so many managers face the challenges of ‘renewal.’ ”

Tulgan says he hopes readers will use this book like reference material, referring to the specific challenge one is encountering and his solution for overcoming it, maybe reading others to prepare a little, but then shelving it until it’s needed again.

Personally, I can’t imagine many other challenges than the ones listed above, but Tulgan assures me there are hundreds more. Solve these ones, he says, and you’ll have a pretty good handle on how to apply “the fundamentals of management to gain control of any situation.” People managing managers, he adds, should keep it on hand, too.

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Now Serving: Free College Degrees

150px-Starbucks_Corporation_Logo_2011_svgIf you happen to notice your local Starbucks barista acting even more upbeat and happy than normal, it may not caffeine-related.

Starbucks employees nationwide will be eligible for a free college education through Arizona State University’s online program beginning this fall, according to AZCentral.com:

The new initiative, touted as the first of its kind, will allow many of Starbucks’ 135,000 workers to graduate debt free from ASU with no requirement to repay or stay on with the company. The funding will come from a partnership between ASU and Starbucks.

ASU President Michael Crow is scheduled to appear in New York on Monday with Starbucks CEO Howard Schultz and U.S. Secretary of Education Arne Duncan to launch the Starbucks College Achievement Plan, as it is called.

“Starbucks decided human capital is one of the most important things they can invest in,” Crow said. “Everybody is concerned about what are the ways to get through college.”

In a news release, Schultz talked about “the fracturing of the American Dream.” He said: “There’s no doubt, the inequality within the country has created a situation where many Americans are being left behind. The question for all of us is, should we accept that, or should we try and do something about it.”

Kudos to Starbucks for this initiative, and here’s hoping many other organizations follow suit in an effort to increase the country’s knowledge base.

h/t to USA Today

 

 

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Low-Wage Workers: Trapped in a Catch-22?

It’s no secret that employees are hungry for career development. In survey after survey, it almost always ranks near the tops of their lists of sought-after employer offerings. But as just-released research from the Center for Poverty Research at the University of California, Davis suggests, career development can often be elusive, especially if you’re trying to make ends meet in a low-wage job.

88257844Earlier today, the Center posted a policy brief on an ongoing study that finds low-wage workers are very much caught in a Catch-22. Written by UC Davis Professor of Sociology Victoria Smith and Graduate Student Brian Halpin, the brief reports that “low-wage workers know they have to enhance their skills to escape low-wage jobs, but long hours and multiple jobs make skill-building and education nearly impossible.”

Smith elaborates …

The very conditions of low-wage work necessitate that workers hold multiple jobs, and that they have to put in long hours if they can. People find themselves very caught up, just treading water. The fact that they often are supporting other people heightens their need to take extra hours when they can get them.

[The study] found that low-wage work limits opportunities to learn new skills needed for better jobs. To sustain their livelihoods, these workers keep the jobs they have while searching for additional opportunities through relatives, friends and work networks. They patch together multiple full- and part-time jobs to maximize their paid hours.”

Workers told Smith and Halpin that their employers often expect them to be on call and available—even for overtime—without advance notice.

As a result, the researchers found, these workers were left with little time to take advantage of education and training opportunities, which typically require scheduled attendance.

(Smith and Halpin arrived at their findings through in-depth interviews with 25 low-wage workers, all of whom are first-generation immigrants in the Napa/Sonoma area. Interviewees worked in several sectors, including food service, landscaping, domestic work, office cleaning and construction, with some of those interviewed working in multiple sectors.)

No doubt these findings will provide policymakers on the local, state and federal levels more data to chew on as they continue to rigorously debate various minimum-wage initiatives. But there’s little question they also provide employers, especially those employing low-wage workers, reason to pause and reflect on their own workplace policies and practices and whether they’re improving these conditions or standing in the way of progress.

Also worth reflection, of course, is the notion of self-direction and self-responsibility—even in the face of significant hindrances.

As Career Systems International Founder and Chairwoman Beverly Kaye said when I asked her for her thoughts on the study’s findings, many employers would go out of their way to respond were a low-wage worker to express an interest in advancing their careers. “If one of those workers in Napa were to ask if there was a way he or she could go about learning wine making,” she said, “I would think an employer would find a way to help.”

Simply put, Kaye raises a point that probably shouldn’t be overlooked: People need to be “self-empowered” about their own careers.

I guess so long as they have any time at all to do so.

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More Than One Way Up

multiple pathsSince our publication’s inception, we have presented our HR Executive of the Year award to 25 recipients, and have named 83 individuals to our HR Honor Roll.

Each year, our editorial staff interviews these honorees in an effort to gain some insight into what’s made them leaders in the HR profession.

And each year, we find many of our winners have traveled winding career paths, and we frequently hear our honor roll recipients saying things like they “sort of stumbled into HR” or they “hadn’t planned on a career in human resources” when they started out.

If some recent survey findings are any indication, this phenomenon isn’t unique to HR.

In a poll conducted by Los Angeles-based Korn/Ferry, 68 percent of more than 600 executives said they are not working in the careers or industries they planned to work in when they began their undergraduate careers.

In addition, 66 percent said focusing on broader leadership skills that can be applied to multiple jobs is more important than concentrating on specific disciplines such as finance and marketing. Moreover, 42 percent of the executives surveyed predict that up to one in four current college freshman will ultimately find themselves in professional positions that don’t even exist yet.

These findings underscore the growing need to seek out employees and cultivate future leaders with broader skill sets that can be applied in multiple settings, according to R.J. Heckman, president of Korn/Ferry’s leadership and talent consulting business.

“This survey casts new light on education and executive development,” said Heckman, in a statement. “One takeaway is that, while specific disciplines like finance and marketing will always be important, more ubiquitous skills such as the ability to influence and motivate others and apply past lessons to new challenges are key to career advancement regardless of industry or role.

“To use a baseball analogy, the leaders of the future will be ‘five-tool players’ who can run, field, throw and hit for average and power,” continues Heckman. “They will be agile executives who can readily adapt to any industry and challenge.”

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A Little Help?

little helpI recently spoke with Mark Royal and Mel Stark of The Hay Group, to discuss the latest edition of the annual “Most Admired for HR” list; a group of companies Hay and HRE annually identify among Fortune’s Most Admired Companies as those that typify best HR practices.

Over the course of our approximately 50-minute chat—snippets of which will appear in our December cover story highlighting a few of this year’s winners—we talked a lot about the traits Most Admired organizations share.

When asked what sets the HR functions at these companies apart, both Royal and Stark repeatedly pointed to their ability to redefine career arcs; getting employees involved in customizing their professional development courses—wherever they may lead—and helping them create plans for navigating their chosen paths.

Leading employers, for example, “are clarifying where employees should expect career development to happen—in their day-to-day job roles versus through formal development initiatives—as well as the roles and responsibilities of employees, managers and the organization in career development processes,” said Royal, senior principal at Philadelphia-based Hay Group Insight.

Some recent data, however, suggests the “average” employer hasn’t yet latched on to this idea.

For example, a recent survey from Woodcliff Lake, N.J.-based talent mobility consulting firm Lee Hecht Harrison asked 379 U.S.-based workers if their organizations used career planning and development to prepare employees for roles. Respondents said:

• Rarely (35 percent)

• Never (30 percent)

• Sometimes (19 percent)

• Frequently (10 percent)

• Nearly always (6 percent)

So, if you’re scoring at home, that’s just 16 percent of employees saying they are the beneficiaries of career planning and development support on a consistent basis, with 65 percent saying they hardly ever receive such support, if they receive any at all.

Those numbers align with Hay Group employee opinion norms, which reveal that only 57 percent of employees hold favorable views of their opportunities for learning and development in their organizations, and just 44 percent rate their opportunities for advancement highly.

Without the proper career planning and development support, workers will naturally scuffle, said Kristen Leverone, senior vice president of global talent development practice leader at Lee Hecht Harrison, in a statement.

“Pressures are mounting for a hyper-efficient workforce made up of just-in-time employees who are skilled and ready to take on roles and responsibilities quickly,” said Leverone. “But, with just 16 percent of employees [in the LHH survey] reporting they receive career planning and development support, many employees will struggle to succeed if they lack resources to build the skills needed to perform optimally.”

And, employees that aren’t adequately equipped to perform their jobs aren’t typically happy employees, which creates employee-engagement and possible retention issues as well, adds Royal.

“Opportunities for growth and development,” he says, “are among the most consistent predictors of employee engagement.”

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On the SHRM-HRPS Alliance

It’s common knowledge that the Society for Human Resource Management has long wanted to strengthen its position among senior HR executives. So it was hardly a surprise to learn yesterday that it has agreed to “join forces” with HR People & Strategy (otherwise known as HRPS).

Earlier today, HRPS board chair Kevin Rubens, who has been involved with HRPS for about 10 years and is also a senior partner at Korn Ferry International, told me the affiliation will enable his organization to address a long-standing issue: “We’ve always struggled with how to grow our association so it could have the kind of impact it should, considering the caliber of people involved with it. This affiliation will provide us with the opportunity to leverage the resources of a much larger organization and finally achieve these aspirations.”

Meanwhile, SHRM President and CEO Henry G. (Hank) Jackson, who will be joining HRPS’ board, said in a press release announcing the alliance:

“Together, we will be better positioned to impact the practice of human resource management for business results globally, as well as deliver high-quality programming and services to all HR professionals no matter where they are in their career.”

allianceBut there seems to be little question SHRM moved forward on this alliance because it viewed it as a way to leverage HRPS’ preceived senior-level brand.

SHRM currently serves a global community of around 260,000 HR professionals while HRPS’ membership ranks are around 3,000, including local affiliates.

Specifically, the SHRM-HRPS affiliation will:

• Provide dual membership opportunities for both groups’ members;

• Create a stronger, higher-impact and unified voice on human capital issues both domestically and globally;

• Share research to develop and deliver stronger programming; and

• Provide information and resources aimed at helping HR professionals keep up with future trends as well as influence regulations and compliance guidelines.

Under the agreement, SHRM will take over HRPS’ operational duties, which currently are outsourced to an association management company.

Susan Meisinger, a former president of SHRM and HRE‘s HR Leadership columnist, describes the alliance as good for both organizations, noting “there’s a great mutuality of interest between the two associations and they should be stronger together than as two different entities.”

Similarly, Boston University Professor Fred Foulkes believes it has the potential for “good synergy,” giving HRPS members access to SHRM’s extensive resources and SHRM members access to HRPS’ strong programming.

Less clear, he adds, is how the affiliation will play out on the chapter (in the case of SHRM) and affiliate (in the case of HRPS) level, particularly in those cities where they overlap and have previously competed. Guess we’ll just have to wait and see.

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Entrepreneurs Not Wanted

entrepreneurIn February, I took to The Leader Board to discuss a study that found more workers itching to pursue their own entrepreneurial endeavors as opposed to “traditional jobs or careers.”

Now, new research suggests employees striking out on their own may find doors closed to them when seeking re-entry into the corporate world.

According to researchers from the University of Vienna, the Munich School of Management and Erasmus University Rotterdam, entrepreneurs and freelancers attract fewer interview invitations than comparable job candidates with recent corporate experience. In the United Kingdom, the researchers found the self-employed receiving nearly two-thirds fewer interview requests compared to similarly qualified applicants who had worked exclusively for large- and mid-sized employers.

This finding may seem a bit counterintuitive, given how much HR is said to prize self-starters with the ability to think independently, innovate and take calculated risks; common traits among those with an entrepreneurial streak.

But, researcher Philipp Koellinger, associate professor of economics at Erasmus University Rotterdam and study co-author, has a possible explanation for why the self-employed may—fairly or unfairly—be getting the cold shoulder from hiring managers.

“My hunch is that many entrepreneurs would actually not fit very well into established organizations, although they may be very productive and able managers themselves—as long as they don’t have a boss,” said Koellinger, in a statement. “Employers may attach that stereotype to everyone who was self-employed.”

Interesting theory. And if there’s any truth in it, then a lot of would-be entrepreneurs walking away from the office could have a tough road back if their plans don’t work out. On the other hand, there may be just as many hiring managers shutting out a segment of the job-seeking population that could be a tremendous asset to the workforce.

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