About Me

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Fishers, Indiana, United States
Brenda gained career expertise as a human resources leader at a global company before becoming an HR consultant. Her functional experience includes a variety of sales roles in the health care industry achieving success for over 30 years. She is currently in Consulting & Analytics Business Development for a health care firm. Her passion is participating in, writing about and observing the evolving workforce. For the first time in history four generations work together. It keeps things interesting. Baby Boomers (born 1946-1964) are redefining retirement and what it means to age in the workforce. It is not just about money. Okay it plays a role! At 76.4 million members strong, Boomers are leveraging technology to continue their careers and the personal fulfillment working brings. Managing a late-stage career requires a strategy. There is no roadmap or one size fits all answer. This blog is about sharing, networking & finding your own right answer to working later, managing your career, redefining retirement, looking for work in your 50s & 60s and reinventing yourself.
Showing posts with label Older Workforce. Show all posts
Showing posts with label Older Workforce. Show all posts

Monday, September 2, 2013

Unhappy Labor Day


 Unhappy Labor Day

The 21st Century workplace is a modern day coliseum with employees as gladiators (okay, I'm being a little melodramatic). Work isn’t what it used to be and if you were lucky enough to be employed in the rah-rah 1980s or the go-go 1990s, savor the memories. Those days, like our youth, are gone forever. This Labor Day let’s take a look at the new implied work contract between employers and their workers.

Work is a DIY Project:

Every job really is an independent contractor position. Workers are increasingly responsible for more out-of-pocket expenses and companies are relinquishing their role in everything from training to health care.

  • As 401(k) and 403(b) plans for nonprofits replaced defined benefit pension plans, employees became more responsible for their financial security when their work years ended. The downsides include the employer choosing the mutual funds  in their plan which limits your investment options and the expenses related to them. Workers are at the mercy of stock market volatility. 
  • If that’s not perilous enough, now companies are doing the same thing with health care savings accounts. Employees set aside THEIR money in a tax-deductible fund to pay for current and future health care costs. My advice? Don’t get sick with one of these plans. Combined with a high deductible health plan companies are offering, you’ll be ill and financially insolvent. 
  • Now, employees have to train themselves. That’s right, few to no company-sponsored professional conferences and external training classes are available unless it is a regulatory requirement. Many of my former training and development colleagues are among the unemployed or under-employed. The mantra goes like this: (Shouted by management) “Who is responsible for my professional development and training?” The employees in unison are expected to chant in reply, “I am responsible for my development and training.” This is serious stuff, I heard about a company doing this. Companies often tout tuition reimbursement as a perk, however, once inside the company employees get to read the “fine print.” The courses must relate to the current position you hold (no working on your Masters in Fine Arts in the accounting department) and in some cases you must have a certain performance appraisal rating to qualify for tuition reimbursement. And as the cherry on the T&D sundae, your request must be approved by your manager and their boss (who are going to wonder where you'll find time to complete an outside course of study and do your job).
Organizations hire employees to do the task at hand and provide minimal cost-effective training to maximize task without injury (workers compensation expense) and required sexual harassment and diversity training (lawsuit prevention).

 Mean People Rule:

In 2011 a study appeared in the journals and the media titled, “Do Nice Guys and Gals Really Finish Last?” Spoiler Alert: Yes.  The University of Notre Dame, Cornell University and University of Western Ontario professors found that men who disagreed with co-workers more the most made 18% more or close to $10,000 above their more collaborative colleagues. The study examined data over 20 years and included more than 10,000 employees from three previous studies and appeared in the Journal of Personality and Social Psychology. The proper term for a workplace jerk in academia is “disagreeableness” and that is what their study focused on, however, it is the same traits that make more agreeable employees cringe.  More recently, The Workplace Bullying Institute—yes, this place exists—reported 35% of the U.S. workforce (over 50 million employees) admitted to being bullied at work. So, if you feel the workplace has lost a bit of civility and your co-workers are rude, your boss cuts people down in front of others or senior management has instituted a threatening culture, there’s research that says that’s the direction companies are headed. And, yes, disagreeable women make more money than nice ladies, so wipe that smile off your face.

There’s more in Part Two of Unhappy Labor Day.

 

Sunday, January 15, 2012

Fortune Magazine's Workforce of 2022



The other day my January 16 issue of Fortune Magazine arrived in the mail. I was intrigued because instead of the usual business leader on the cover; it boasted a kind silvery version of Ryan Seacrest and called itself, “The Future Issue”. I devour Fortune like other people read People or US Weekly—which already gives you too much insight into my geeky obsession with business and the workforce. Who doesn’t want to know about the future?  So I dive right into their article on work.

Guess who is in the office of tomorrow in 2022? Their writer says there are going to be old, bald people with “salt-and-pepper eyebrows” and women in “orthopedic shoes” making their way into office buildings.  She goes on to predict, “...new drugs...will enable many people in their sixties and seventies to make the daily trek to an office or factory." When I read this in Fortune (one my favorite business magazines) I wasn’t sure if I should laugh, scream or cry. (Or maybe write a snarky letter to the editor like the one they published from me October 16, 1995—I’ve been reading for a long time). But, it is 2012—so I can put it in a blog post and send it 2,000 of my close friends.

Would it be old and mean of me to think the young lady who authored the article is a student? Because surely if she were in the workforce of TODAY—not the future, she would realize workers in their 50s, 60s and 70s peering at their smartphones through bifocals and bumping up the font on the screen for easier reading (hey, she said it, not me) is here. Maybe they don’t work at Fortune’s editorial offices, so she’s never seen us in action.  Or, and I hear this often—maybe we (older workers) are invisible to her.

Our writer blames the market crash of 2008 for the reason Baby Boomers are going to stay in the workforce and increase from 7.3 million today to 13.2 million workers over 65 in ten years. While there are plenty of people working for financial reasons, some of us choose to work longer. My Mom is 74 and works ten hours a week because she loves her profession. It is an opportunity to stimulate her brain, be around professional people, learn new things (yes, she has a smartphone, can text and use apps) and the money comes in handy too.

I don’t blame the writer for this prediction of “the workforce of future.” Anything that makes it to print in Fortune has been scrutinized by an editor or two and I think that is what worries me more. This type of characterization of older workers is not helpful. At a time when subtle bias against mature workers in some workplaces seeps into the corporate culture before the company has recognized their multigenerational workforce demands attention, Fortune missed an opportunity.

The writer could have easily talked to someone from the Sloan Center on Aging and Work at Boston College (http://www.bc.edu/research/agingandwork/about.html) or AARP (aarp.org) and I can guarantee her article would have taken a different tone.  So I am going to offer some predictions about “what happens to the workplace when seniors don’t leave” which is the question her piece supposedly answers. Visionary companies that integrate age issues into their strategic HR plan are going to have a sustainable competitive advantage. I agree with the Fortune writer that “companies will have to be creative about how they manage a workplace with staffs whose ages could span 60 years.” They do that by addressing the diversity issues a multigenerational workplace presents and it affects all areas of the company: talent management, learning and development, benefits, rewards/recognition and knowledge transfer. Some mature workers are at the “top of their game” considering skill, experience, emotional intelligence and confidence. Companies that minimize or ignore the impact a multigenerational workforce has on today and tomorrow’s corporate culture threatens morale, productivity and business results. Share your comments and let us know what you think.