Monthly Archives: August 2008

The Technology Battle We All Face

cartoon from www.weblogcartoons.com

Visual Map of North America Unemployment

Best and Worst Job Markets in North America

Is This a Gen Y Thing?

The Gen Yr’s seem to take a bad rap for not being able to hold meaningful conversations (unless of course it is through texting). As the father of two Gen Yr’s I unfortunately do see that as a part of their generational distinctives. So to help them in their quest to not have to talk to people about hard subjects along comes SlyDial.com. SlyDial.com let’s people go straight to the voice mail of the person they are calling – therefore giving the impression that they are tring to reach them and talk to them.

Below is a listing from SlyDial of what they call SlyDial situations:

How could slydial be helpful to you? Well here are some situations that we have thought of:

  • Create the illusion of communication.

    You maxed out your emergency credit card the first week of school. Your parents are looking for some answers. A text message isn’t going to cut it but a voicemail would mean that you tried calling them.

  • Buy yourself some time.

    You go to a week long convention for work in Las Vegas and blow $5,000 the first night at the roulette table. You need to call your wife and tell her why she should hold off on making the monthly mortgage payment. Her voicemail will be much more understanding than she will.

  • Just call to confirm.

    You have several meetings scheduled for the afternoon. You want to call to confirm but you don’t want to disturb them or give them the opportunity to reschedule. Being able to just leave them a voicemail is not only polite but advantageous.

  • Just tell your side of the story.

    You just partied hard last night and going to work is just not on your radar today. You dread having to call your boss and answering any awkward questions he may have. Instead just leave him a simple voicemail letting him know that you won’t be coming into work today.

  • Don’t be a bother.

    You just gave an awesome pitch to a potential client. You want to call him and thank him for the opportunity but you know he is in another meeting and don’t want to bother him. Leave him a voicemail and this personal touch may just tip the scales in your favor.

  • Play the field more effectively.

    You are dating quite a few people at the same time. You don’t want to leave them all text messages because there is nothing romantic about that. But a nice voicemail to each would score you points.

  • Maximize your time.

    You are working on a dozen different projects and have as many calls to return. Instead of being stuck on the phone with just one, leave each a voicemail with an update and you may just have enough time to enjoy Happy Hour.

  • Have your cake and eat it too.

    You desperately need to call your girlfriend but she is a talker and you don’t want to spend an hour on the phone with her because you would much rather watch the game with your buddies. Leave her a sweet voicemail and get a reprieve for the night.

  • Appease your family.

    Your Aunt June sent you a sweater for your birthday. You need to call her to thank her but you don’t want to listen to her go on and on about her recent hip replacement. Instead just leave her an appreciative voicemail that she can share with her bridge club.

  • Let them know that you didn’t forget.

    You just remembered that it is your friend’s birthday. You want to call her but it is really late and you don’t know if she is still up. Don’t take the chance that you might awake her from her beauty sleep. Instead just leave her a sweet voicemail with warm wishes and a promise of a belated birthday drink.

Maybe it wasn’t created with Gen Y in mind but that was the first thing I thought of when I saw it. Is this something you think you would use? Do you think this will even be around in a year?

Manpower Business Solutions Named a Top Provider of RPO Services

Manpower Business Solutions has been named to HRO Today magazine’s Baker’s Dozen, an annual recognition of the world’s top 13 Recruitment Process Outsourcing (RPO) providers. The ranking is based on business results, extensive quantitative and qualitative surveys as well as client references.

“Our business is growing at a healthy pace because our clients — from North America to Asia — recognize that partnering with a global expert in recruitment and hiring gives them an edge in today’s fierce competition for talent, and improves productivity,” said Sheldon Schur, vice president and general manager of Manpower Business Solutions, a business line of Manpower Inc.

Manpower Business Solutions is responsible for the end-to-end recruitment process at a broad array of organizations throughout the world, including Cisco Systems and Visteon Corp. in the United States, CustomCall in Australia and the Hertfordshire County Council Recruitment Centre in the United Kingdom. Demand for RPO solutions is growing rapidly as employers seek ways to manage expenses and compete globally for talent, according to HRO Today magazine.

HRO Today considered each provider’s breadth of service, quality of service, size of RPO programs and client feedback to develop the Baker’s Dozen RPO providers list, now in its fifth year.

Workforce Metrics: Attracting Candidates and Aging Labor Pools

WORKFORCE METRICS

Attracting Candidates
Ranking by college students of the most important factors in choosing a job, 2008

Job/employer attributes Ranking
Opportunity for advancement 9.74
Good insurance package 9.20
Friendly co-workers 8.93
Company location 8.90
Opportunity for personal development 8.88
High starting salary 8.85
Recognition for good performance 8.54
Opportunity for self-expression and creativity 7.69
Clearly defined assignments 7.47
Casual atmosphere (noncompetitive environment) 7.25
Company embraces diversity 7.15
Company takes an active role in the community 6.77
Signing bonus 6.21
Company is a recognized name 6.18
Note: Survey of 19,000 college students.
Source: National Association of Colleges and Employers

Aging Labor Pools
Median age of the labor force by sex, race and ethnicity, 1986, 1996, 2006 and projected 2016

1986 1996 2006 2016
Total 35.4 38.3 40.8 42.1
Men 35.7 38.3 40.6 41.6
Women 34.9 38.2 41.0 42.8
White 35.6 38.6 41.3 42.7
Black 33.3 36.4 38.7 39.8
Asian 35.3 37.0 40.6 42.9
Hispanic origin 31.3 34.5 36.4 38.0
White non-Hispanic 35.9 39.1 42.4 44.2
Source: U.S. Bureau of Labor Statistics

Report: Will Employers Want Aging Boomers?

How long baby boomers remain in the labor force will help shape the economic consequences of an aging population. Population aging poses economic and fiscal challenges as the ratio of working taxpayers to older benefit recipients decreases. However, the economy could produce more goods and services if boomers worked longer, boosting living standards for workers and generating additional tax revenue to fund promised benefits for retirees and other government programs.

There are a number of reasons to believe that boomers will want to work longer. Health improvements and the declining prevalence of physically demanding jobs have made work at older ages more feasible for many people. Lower Social Security replacement rates and the trend away from traditional pensions and employer-provided retiree health insurance have made early retirement less affordable and increased the returns from additional years of work. Surveys suggest that boomers are increasingly concerned about their ability to afford retirement and that most intend to work in retirement (MetLife Mature Market Institute 2005 and AARP 2003).

Even if boomers are willing to work longer, however, their opportunities will be limited if employers are unwilling to hire or retain them. Employers often say they value older workers’ experience, maturity, and strong work ethic, but some express concern about their higher salaries and benefit costs, combined in the view of some with declining abilities or out-of-date skills. This report examines the current employer demand for older workers and explores how demand may be changing over time. It begins by displaying the occupations at which older workers are most likely to be employed today. The report then discusses the personal and social benefits of increased work by older adults and the reasons why boomers are likely to try to work longer than earlier generations. Later sections of the report examine whether employers will want older workers and how changes in the nature of work, demands for different occupations, the characteristics of older workers, and overall labor force growth will affect the future demand for older workers. The report concludes with some policy recommendations.

To read the full report click here.

What are your thoughts, are employers arms wide open? or is it all talk and no real action?

Employers Not Planning To Freeze Employee Wages

Results from the 35th Annual WorldatWork Salary Budget Survey, the largest survey of its kind, show pay budgets growing steadily from 2008 to 2009 in the U.S. and Canada. The actual increase in salary budgets was 3.9 percent in 2008 and is projected to rise again by another 3.9 percent in 2009 across all employee categories, regions and industries, according to the survey.

Key survey findings:

  • Among U.S. major metropolitan areas, organizations in Washington, D.C. report the highest 2008 salary budget increases for all employee categories and industries: 4.0 percent. On the low end, employers in Cincinnati, Detroit, Minneapolis, Pittsburgh, and St. Louis report average pay budget increases of 3.7 percent.
  • U.S. organizations in nine states are increasing salary budgets at the national level of 3.9 percent; the rest are reporting below average increases.
  • In Canada, employers in the major metro areas of Calgary and Edmonton report the highest actual 2008 salary budget increases: 4.0 percent; employers in Montreal and Quebec report the lowest actual pay budget increases: 3.6 percent.
  • Nine out of ten employees (91 percent) in both the U.S. and Canada can expect to receive base pay increases this year.
  • High performers can expect raises over 5 percent while below average performers can expect 2 percent or less.

“Pay increases are only one way an organization attracts and retains talent regardless of the overall economy,” said Anne C. Ruddy, CCP, president of WorldatWork. “Organizations continually evaluate the attractiveness of their entire rewards package and develop new programs accordingly. They are investing in other areas of total rewards, such as employee development, training and work-life balance. For example, the number of organizations offering telework as a flexible work program is up significantly (40 percent) compared to a year ago.”

After seeing salary budget increases sink to historic lows in 2003 and 2004 and climb slowly from 2005 through 2008, this year’s study confirms that the growth in salary budgets is holding steady, an indication that labor markets are stable. The WorldatWork Salary Budget Survey is the most comprehensive salary budget survey with more than 2,700 organizations representing 13.6 million North American employees.

Gen Y: Can you Engage Them with Work?

Survey finds Gen Y College Grads Moving Back Home

Instead of taking that leap into the next phase of life, recent college graduates have moved back into the nest.

This year, 77 percent of college grads moved back home with their parents after graduation, up from 73 percent last year and 67 percent the year before, according to a survey conducted by Collegegrad.com.

While the economic slump and higher costs of living are the primary culprit, moving back home has less of a stigma associated with it and has become a trend among the Gen Y population, according to experts.

“This is a trend we were hearing about even before talk of a recession really started,” said Sarah Zehr, assistant dean and director of Engineering Career Services at University of Illinois at Urbana Champaign in a report. “Gen Y students look to their parents for advice and support, and this is just another example of a trend with this generation.”

James Smart, director of Toppel Career Center a the University of Miami, echoes Zehr.

“This generation seems to have close relationships with their parents and isn’t experiencing the stigma or obstacles to returning home of previous generations,” he said.

10 Tips For Engaging Your Employees

Here are ten steps you can take to ensure higher levels of engagement among your team members:

1. Reflect and recharge. Where are you on the engagement spectrum? (See # 9 below for clues.) You can’t help your team much if you’re spinning out of control or disengaged. If you’re not engaged, consider what matters most to you. Then consider where the organization needs you to focus your talents. Can a few job tweaks improve things? If you are fully engaged, how can you “infect” others?

2. Hire “engage-able” team members. One HR leader we interviewed underscored this point: “Our number one problem was lack of fit. We needed to hire people who could be successful. Instead of training square pegs to fit the round hole, we now try to hire round pegs.”

3. Earn trust every day. Trust provides the essential foundation for your effectiveness as a manager, whether we’re talking about engagement, innovation, or high performance. To build it, you need to reveal who you are as a person. Your title and accomplishments aren’t enough.

4. Stress employee ownership. You can’t create an engaged team if your employees don’t have clear visions of personal success. Make sure they know that you’re available to provide guidance, remove barriers, and help them find fulfilling work. However, they are ultimately the ones responsible for their success.

5. Find out where the bus is going — and remind people of the destination. If you’re not clear on your organization’s strategy, find someone who can give you some answers. Demand clarity — you owe it to yourself and to your team. Once you are clear, help your team members understand their role and prioritize the myriad tasks they face each day to achieve meaningful results.

6. Remember that feedback is a gift. Employees want feedback. They deserve information that can help them achieve their goals and the organization’s. Let them know what they do well so they can keep doing those things with confidence. Suggest course corrections to help them use their time and effort most efficiently.

7. Talk and listen more. Communication (especially in today’s email-driven workplace) is often one-way. Conversation, on the other hand, is about dialogue between two or more people. Conversation drives clarity. It is by far the most effective vehicle for providing performance feedback. It is the only way to efficiently generate new ideas for increasing business results and personal job satisfaction. It helps prevent misunderstandings. It builds trust.

8. Match projects, passion, and proficiency. Every person comes to work with a different combination of personal values, talents, and goals, which they are looking to satisfy on the job. They don’t necessarily want a lofty title, a higher salary, or your job. If you can help them connect what’s important to them with what’s important to the organization, you can make a positive impact on their job satisfaction, commitment, and contribution.

9. Get to know your team members. You don’t need to be their friend. You do need to know what makes them tick. Where are they on the engagement spectrum? Pay attention. Ask questions. More than three-quarters (79%) of employees in North American don’t qualify as “fully engaged.” They are:

  • Almost Engaged: Among the high performers and reasonably satisfied with their job. They have the shortest distance to travel to reach full engagement, but are also at risk of jumping ship if the offer is right.
  • Honeymooners and Hamsters, who contribute little to the success of the organization. Honeymooners are new to the organization (or to their role) and aren’t yet fully productive. Hamsters may work hard but are focused on the wrong things (they’re not “going anywhere,” like hamsters running on a spinning wheel).
  • Crash & Burners: Disillusioned and near exhaustion. They are top producers who are not satisfying their personal definition of success and satisfaction. If left alone, they may slip into disengagement and bring down the morale of those around them.
  • Disengaged: The most disconnected to organizational priorities, who are not getting what they want from their work. They may stick around because of what they get (a decent paycheck or favorable job conditions) but they’ll contribute minimally. Some disengaged employees will leave, but more likely they’ll just talk about leaving — and bring everybody else down.

10. Tailor your coaching strategies. Invest in your Almost Engaged team members, providing feedback, more resources when possible, and continuous opportunities to excel. Get your Hamsters on the right track if they are happily lost or spur them into action if they’re coasting by providing or by reinforcing expectations and communicating changes. Help the Honeymooners understand their top priorities and discuss what they specifically need to do to be successful on the job. Take a timeout with the Crash & Burners to take stock of how they’re feeling and clarify what personal success looks like to them. Then provide more resources if you can, development opportunities, feedback, and perspective when competing priorities loom large. Size up your Disengaged. You may need to coach some out of the organization for their own good… and yours. Spell out expectations with the rest, take stock of their interests and talents, and try to provide opportunities for them to do work that matters. And don’t take the Engaged for granted. Full engagement is hard to sustain on one’s own. Nurture them, recognize them, stretch them, and develop them. Keep them involved.

But remember, as a manager — the catalyst for successful workforce engagement — you need to be enthused and in gear in your own job every day. Now scroll up and re-read Tip #1!

Returning Boomer’s Find New World of Work a World of Change

Looking for a job was an exercise in frustration for Mike O’Bryan, and nothing was more aggravating than the interview.

His 25 years in information technology turned out to be more a liability than an asset. Employers looked at the 60-year-old applicant and asked him whether he might be “overqualified.”

“I guess my age scared them,” he said. “They must have thought that if they hired me, I’d retire soon.”

After a dozen disappointing interviews, O’Bryan decided to become a self-employed financial planner. With retirement nowhere on his horizon, he helps his clients plan for their golden years.

“I’m now my own boss. It’s OK,” said O’Bryan, who lives in Grapevine, Texas.

The weak economy is putting a squeeze on workers in their 50s and 60s. Having spent their career with only one or two employers, many are looking for work for the first time in years. Some have been laid off. Others have taken buyouts but can’t afford to retire. Still others are coming out of retirement because their nest eggs have shrunk.

Workers 55 and older take an average of 21 weeks to find a job, about five weeks longer than younger job seekers, according to the AARP Public Policy Institute.

Older workers who suddenly have to apply for another job may be “out of practice” and not know how to make their pitch to employers, said Renee Ward, founder of Seniors4Hire.org, an online community for mature workers.

“The world has changed since they last went job hunting, and some don’t have a clue what to do,” she said.

The interview can be especially intimidating to workers over 50. So career counselors who coach them try to prepare them for it, going over how to dress and act and even how to answer the tougher questions they’re likely to be asked.

“Your resume may get you in the door, but how you handle the interview determines whether you get the job offer,” said career consultant Jill Pfaff Waterbury of Coppell, Texas.

Waterbury, who’s co-author of the “Boomers’ Job Search Guide” and teaches a community college course for older job seekers, said no one can survive an interview without conveying a professional image and confident attitude.

Here are some tips that she and other job search experts give for accomplishing that and landing an offer.

- First and foremost, brush off that chip on your shoulder. “If you don’t believe that your age and experience would be assets to potential employers, why should they believe it?” said Renae Perry, director of the Senior Source’s employment program.

“The best way to dispel those stereotypes about older workers is to make sure you’re not that kind of person,” she said. “Be flexible. Be willing to keep up with new trends in your field. Be computer-savvy.”

- Work on your image. Even applicants with a can-do attitude can defeat themselves with a slothful appearance, Waterbury said. “No one expects you to look like you’re 20, but you should look neat, trim and up-to-date,” she said.

High on Waterbury’s to-do list: Lose those extra pounds you’ve been toting around. Leave that ill-fitting suit or outfit in your closet and buy something new. If you don’t trust your fashion sense, ask your friends for advice.

Beards are a big no-no with Waterbury because she believes they make men look older. Too much jewelry should also be avoided, she said, because it can be a distraction.

- Don’t be rattled if your interviewers are under 30. “Show them respect,” Perry said. “Keep your conversation on a professional level. You’re there to convince them you can help them. But don’t overdo it and make them think you’re after their job.”

Younger workers value working in teams, so play up any experience you have with working on projects alongside colleagues of all ages, she said.

- Don’t be shy, but don’t talk too much, either. “Though older workers dislike bragging on themselves, a job interview is no time for modesty,” Perry said. “No one else will walk through the door to tout your qualities, so it’s up to you.”

Still, some applicants literally talk themselves out of a job by continuing to banter long after they’ve answered the interviewer’s question, she said. “Stay focused. Talking about your children or grandchildren won’t get you a job.”

Waterbury said interviews often begin with the general question: “Tell me about yourself.” Stick with your professional life – your accomplishments, your skills and how you would be a good fit for the job, she said.

- Anticipate the age-related questions. Asking applicants whether they’re overqualified may be another way of suggesting they’re too old or too expensive, so how well the prospect responds can make or break the interview, Waterbury said.

“A good response is to say outright that your top priorities aren’t title or money,” she said. “Emphasize that you’re a hands-on person who, because of your experience, can hit the ground running and can be trusted to get the job done.”

Sarah Drake, who’s 60 and lives in Coppell, spent most of her life in banking but now wants to work at a nonprofit agency on housing or women’s issues. She’s thought hard about the skepticism she may encounter from interviewers.

“I’ve accepted the fact that I’m a ‘mature worker.’ To me, that means I have a lot of patience, I’m a loyal employee, I have a strong work ethic, I don’t require supervision, and I have a lifetime of experience. There’s no way I’m retiring.”

- Practice, practice, practice. Older workers who haven’t looked for a job in years will find that interviewing styles have changed. Many companies now screen candidates through phone interviews, Perry said.

“Don’t be blindsided by the call,” she said. “Prepare for it as you would an in-person interview. And when the call comes, find a quiet place to talk so you’re not distracted by what’s going on around you.”

“Behaviorial interviewing” has also become popular, Waterbury said. That involves asking applicants how they would respond to specific problems or situations, such as a conflict with a co-worker.

Camille Kramer, coordinator of career and employment services at the Jewish Family Service in Dallas, conducts mock interviews, videotapes the sessions and then does critiques so her clients can work on their rough edges.

“Most people have to be talked into it, but they’re often glad they did it,” she said. “They see some silly facial expression or hear some awkward response, and they suddenly have the motivation to do better.”

- Don’t leave without asking point-blank for the job. “Tell the interviewer you’re more convinced than ever that you’re the right person for the job,” Perry said.

“And then ask when the company will reach its decision.”

- Finally, she advises job applicants to send a note of thanks the same day. “Make it a handwritten note. In this day and age of e-mail, that personal touch will be remembered.”

Dos and don’ts for older workers in interviews:

DO

- Go online and research the company.

- Leave those white shoes and belt in the closet and buy a new wardrobe.

- Stress your interest in learning new skills.

- Emphasize you’re computer-savvy.

DON’T

- Wear a beard, especially if it’s graying.

- Tell your interviewer he’s about the same age as your son.

- Talk about the “good old days.”

- Say you’d like to work for only a few more years.

Friday Funnies: The Office

There is only one TV show that I make sure to watch each week and it is NBC’s The Office. So I thought for Friday Funnies I would post a best of video from the funniest show on TV. If you have never seen The Office or watched a couple of episodes and didn’t get it, I encourage you try again.

Webinar Alert: Dynamic Shifts In The U.S. Labor Force; Are Your Work Options Fixed Or Flexible?

Join Manpower Professional on Wednesday, August 20 from 11 a.m. – 12 p.m. CDTas we host a complimentary webinar entitled, Dynamic Shifts In The U.S. Labor Force; Are Your Work Options Fixed Or Flexible?

 We invite you to learn more about contemporary working from Mike Power, Director of Human Resources at Manpower. During this informative webinar Mike will review implications of a changing labor force and the benefits of implementing flexible work options. In his current role Mike provides overall direction of HR engagement and execution to align and execute HR programs with business strategies.  In this position, he focuses on change management, leadership capability, performance management, sales capability, talent acquisition, talent management and employee relations.  Mike has successfully led large scale change management initiatives, and effectively implemented technology and business solutions within large business environments.  Before joining Manpower, Mike held HR positions with Discover Financial Services, Morgan Stanley and McDonald’s.

After your participation in this webinar, you will:

1. Have a better understanding of dynamic shifts in the U.S. labor force and their implications for employers

2. Understand how to propose and create a flexible work options policy

3. Have had the opportunity to review realized results of Fortune 500 companies

 Click on the link below to register for this event and learn about other upcoming webinars.

http://www.manpowerprofessional.com/webinar

 

YOU Must Engage Your Employees!

Although North America has one of the highest proportions of engaged employees worldwide, fewer than 1 in 3 employees (29%) are fully engaged and 19% are actually disengaged.

Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are “enthused” and “in gear” using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success.

There is a clear correlation between engagement and retention, with 85% of engaged employees indicating that they plan to stay with their employer through 2008. An effective employee retention strategy is based on an understanding of engagement.

Moreover, engaged employees stay for what they give (they like their work); disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security).

The most common factors influencing job satisfaction are:
■ More opportunities to use talents
■ Career development and training.

This holds true across engagement levels, intent to stay, generations, and job titles.

Drivers of increased contribution vary. Employees who are aligned and already expending discretionary effort are looking for more resources. “Greater clarity about what the organization needs me to do and why” was the top response for employees who, although their level of satisfaction may vary, are at the lowest levels of contribution.
Tales of bullying bosses are exaggerated, but the bad managers out there are cited as the third most common reason for leaving (trailing lack of career growth and dislike of the actual work).
Three in four (75%) employees trust their immediate managers. This finding is consistent across generations, functions, and, for the most part, job titles. 44% of disengaged employees actually trust their managers.
Consistent with findings from past studies, managers fall short in encouraging and rewarding their employees’ use of talents. Although two-thirds of managers overall appear to do this, employees at the lowest engagement levels clearly lack their manager’s support in leveraging their unique capabilities.
Only about half (53%) of employees trust their organization’s senior leaders — the people who set the tone for organizational culture and need to inspire high-performance and commitment.

Key Implications and Recommendations
Employee engagement is a complex equation that reflects each individual’s unique, personal relationship with work. As such, there are limits to what organizations can do with broad-brush workforce processes or communication programs. At a macro level, you need to provide resources, tools, and the overall workplace environment that supports engagement. Ultimately, at a micro level, employees, with their managers’ help, need to establish a thriving personal connection with their work and carve out a satisfying future in the organization.
The most successful organizations make engagement an ongoing priority, not a once-a-year event. They take a multi-faceted approach to address problem areas and improve engagement scores organizationwide.

Those best practices include:
Maximize managers – they are the main connection in the employee engagement equation..
Align, align, align - clarify strategy and organizational goals.
Redefine career – employees need line-of-sight on their future to be truly engaged.
Pay attention to culture – culture and employee motivation go hand-in-hand.
Survey less, act more - don’t rely purely on an employee engagement survey to drive your strategy

Statistics Bassed on BlessingWhite’s Employee Engagement Report 2008.

Smart Car Crash Test Video – How Safe is the Smart Car?

I have heard certain employers talk about whether the Smart Car would be a good vehicle for employees to use for company tasks. Since they are so small and I don’t know if they  have any trunk space, or even if they have trunk period. I am assuming they are talking about small delivery’s and pick-ups. I could see Pizza delivery as an avenue maybe – anyway I thought it would be interesting to see just how well these cars would do in a crash. Below are a couple of video’s that will definitely help you form an opinion on whether or not a Smart car is a smart purchase.

What are the Most Prestigious Jobs?

Results of the annual Harris Poll measuring public perceptions of 23 professions and occupations, conducted by telephone between July 8 and 13, 2008, by Harris Interactive® among a nationwide sample of 1,010 U.S. adults, indicate that firefighters, scientists, doctors, nurses and teachers are seen as the most prestigious of a list of 23 occupations. Real estate agents, stockbrokers, bankers, accountants and entertainers come at the bottom of the list.

Most Prestigious Occupations
 

 

The occupations at the top of the list are:

  • Firefighter (57% say “very great prestige”);
  • Scientist (56%);
  • Doctor (53%);
  • Nurse (52%);
  • Teacher (52%)

When the numbers for “very great” and “considerable prestige” are added, all of these occupations are very favorably regarded by 74 percent or more of all adults.

Least Prestigious Occupations
 

 

Only 15 percent or fewer adults regard the following occupations as having very great prestige:

  • Real estate agent/broker (6%);
  • Stock broker (10%);
  • Banker (15%);
  • Accountant (15%);
  • Entertainer (15%)

Substantial majorities of adults (from 61% to 83%) believe that these occupations have “hardly any” or only “some” prestige.

Additionally, several occupations are regarded as “very prestigious” by more people this year than they were last year:

  • Engineer, up ten points to 40 percent from last year
  • Actor, up seven points to 16 percent
  • Architect, up five points to 28 percent
  • Journalist, up five points to 18 percent
  • Union leaders, also up five points to 18 percent
  • Banker, up five points to 15 percent.

However, even with these improvements, bankers, actors, union leaders and journalists land near the bottom of the list with “very prestigious” ratings below 20 percent.

Two occupations, which still have relatively high prestige scores, lost more than five points since last year:

  • Military officer, down six points to 46 percent
  • Doctor, down six points to 53 percent.

So what do you think did the people in the survey get it right or are some missing? Do the ones at the bottom of the list deserve to be there?

Good Education Really Does Pay Off

I recently wrote an article for the Des Moines Business Record on the monetary impact of education on today’s workers. I think it is an especially important topic as competition for employees and jobs is becoming more of a global concern than just an Iowan concern.

To read the article click here.

If you have any thoughts on the subject of our educational system and whether you think we are doing a good or bad job, I would love to hear it.

Manpower Named One of PINK Magazine’s Top Companies for Women

Manpower announced today that it has been named one of PINK magazine’s 2008 “Top Companies for Women,” and is the only employment services firm named to the list. PINK’s exclusive annual ranking, issued for the second time this year, recognizes the prominent role of women at Manpower, particularly in top leadership roles.

“These companies are true leaders in the advancement of women,” says PINK’s founding editor, Cynthia Good. “They all realize that moving women to the top goes beyond issues like maternity leave and flextime. It’s also about giving women real authority to change the corporation and achieve their career dreams.”

“For six decades, Manpower has provided a platform for women to enter the workforce. The fact that many of our own leaders are women sets a pace and tone that energizes the organization,” said Manpower  Chairman and CEO Jeff Joerres. “It is the diversity of thought and diversity of experience that these women bring as strong leaders. And I am proud that Manpower is being globally recognized for doing good while doing well — it’s one of the secrets to our success.”

Which Class Are You Recruiting? America’s Four Middle Classes

The Top of the Class, the Satisfied Middle, the Anxious Middle and the Struggling Middle: A new study from the Pew Social and Demographic Trends Project documents the attitudes and experiences that unite and divide the majority of Americans who call themselves “middle class.” Read more