Monthly Archives: September 2009

Sympathy for the Hatchet Man

layoff

I recently wrote an article for the Des Moines Business Record about the hard life Human Resources departments are currently having. In the article I point out that even though they may be the one’s swinging the axe, they are suffering almost as much as the person on the other end as well.

Article:

Living, breathing and working in the world of work brings continual challenges. The challenge of staying motivated at work is increasingly difficult when people around you are being let go all of the time. As soon as you start to feel safe and are able to once again focus on your work, another round of layoffs occurs, sometimes without any warning or sense of it coming.

Because work and life are so closely connected, they both become a struggle to get through, and any sense of joy or accomplishment can be sapped away. It is tough on the front lines.

For better or worse, I have an interesting vantage point. In my job, I am on the front lines viewing a lot of what is taking place. The one department in companies that I believe has it the hardest is one that you might not suspect. The human resources department may have the most challenging job right now.

To continue reading click here.

Friday Funnies: Competitive Teamwork

calvin and hobbes

Click picture to enlarge.

Crazy Business or Brilliant Start-Up? #17

getagreatboss

It used to be that hiring sites focused primarily on objective information about the jobs they listed. Then the transparency movement set in, and sites like CareerTours, MedRecruit, Glassdoor and KODA increasingly began including more subjective considerations. Now continuing in that vein comes GetaGreatBoss, a South African site that aims to help workers find great bosses.

Operating under the principle that “people join companies, but they leave bosses,” GetaGreatBoss facilitates reviews of managers by those best qualified to do so: the people who work for them. Both HR departments and managers themselves can initiate such reviews through the site, whether for honest feedback or to help recruit new employees to work for them. Employees are then emailed for their evaluation of the boss’s managerial style, and all feedback is kept anonymous; there’s even a way for managers to conduct a subsequent anonymous online conversation with the employees who reviewed them. The cost to initiate a review is USD 220, while for an extra USD 10 per month managers can keep an active link to the results for use with their resume. If, alternatively, a current employee reviews a manager and the manager then requests a full-fledged review from GetaGreatBoss, the employee earns a USD 50 commission; similarly, the same amount goes to recruiters and online job portals that include links to GetaGreatBoss reviews with their ads. Potential employees, meanwhile, can search GetaGreatBoss’s online job listings, each of which contains a link to the results of the review of the boss in question.

There’s no doubt managerial style plays a key role in the employment equation—as do corporate culture, lifestyle preferences and countless other considerations. In this era of transparency, smart companies are the ones that take pains to be as honest and open about as many factors as they can.

HT: Springwise

Saving the World at Work

world at work book

Tim Sanders has recently relaunched his book Saving the World at Work. This is a great book that is definitely worth your time. I would encourage you to look at his book relaunch page and learn more about it. Tim’s writing style is compelling and his ability to tell a meaningful story is unmatched. This is an important book for our times as the focus on corporate social responsibility is becoming more of a determining factor for how companies partner together. As a part of the book relaunch Tim is donating a part of the proceeds to The National Association for Urban Debate Leagues.

To see a video from bnet discussing the book click here.

An excerpt from Saving The World At Work by Tim Sanders

In December 2006, footwear maker Timberland held its wholesale account reps sales rally in New Orleans, fifteen months after the city had been ravaged by Hurricane Katrina.

Timberland’s event planners always inject a local community service component into the agenda, so on the conference’s first evening, local leaders were asked to talk to the group about the battle to rebuild the city. On the second day, two hundred sales reps were taken by bus to New Orleans’ historic Central City district to work on a neighborhood restoration program.

The specific project they were assigned to was renowned chef Dukey Chase’s restaurant, a Central City neighborhood anchor, whose reopening meant a great deal to the area. So Timberlanders performed demolition, planted trees, hauled trash, and cleaned up a nearby playground, all working side by side with local volunteers.

In just a few hours, the Timberlanders made a difference in the restaurant and Central City’s restoration. But feeling the reps needed to understand more about New Orleans’ dismal situation, meeting planners decided to give them a tour of the Ninth Ward, one of the city’s most devastated areas. Jubilant while working so well at the Central City work site, the Timberlanders now became somber, realizing that even though one eatery had been spruced up, many parts of the city remained utterly uninhabitable.

At the end of the tour, the buses parked to allow the reps to get out and walk around the neighborhood. As they did, one rep noticed a makeshift community gathering spot constructed of tarps and rotted wood where a middle‐aged man in a baseball cap was taking notes on a clipboard. The sales rep started a conversation with the man and soon discovered that he was a volunteer community organizer who had lived in the Ninth Ward pre‐Katrina.

Moved by the moment, the rep asked the volunteer what the community center most needed. “Shoes,” the volunteer replied, pointing to a chalkboard that listed shoes at the top of the Please Drop Off list. “Used ones, new ones—we need shoes.” He then explained that many of the community service volunteers were working in flip‐flops and soleless shoes in an area littered with rusty nails and splintered boards.

 The Timberland employee immediately bent down, unlaced his boots, and handed them to the volunteer. He then walked barefoot back to the buses, where employees were loading up for the ride back to the hotel. A coworker, who noticed the sales rep wasn’t wearing his boots, asked why. “That man there told me that they needed shoes,” the sales rep replied, pointing to the community center. “I gave him mine.” The coworker stood up, left the bus, and gave the volunteer his shoes, too. The others watched, and acted: In the next ten minutes, the buses emptied out as all two hundred sales reps walked to the community center and donated their shoes or boots to the Ninth Ward, even though, for many of them, these Timberland boots were prized possessions.

The volunteer, overwhelmed, scrambled to keep pairs matched together, tucking laces into bootsand organizing them by size. All he could muster was a repetitive “Thank you, thank you” to every Timberlander. The trip back to the hotel was silent, as employees reflected on what they’d seen that day. A senior meeting planner later recalled, “It was the quietest twenty‐minute bus ride I’ve ever been on.”

 Do you want to know what happened next? The conclusion to this story is inspiring, but

you’ll need to read the book to find out what happened.

Companies and Micro-Blogging are Taking Off

Twitter may be great for keeping up with friends (and those you can only dream about having as a contact in your address book), though its lack of security makes it a bit risky for communicating on the professional level. But because more people are relying on the microblogging model for real-time communication, web entrepreneurs are creating premium, private microblogging services for the workplace that are safe from predatory hackers:

07-29-09-yammer

Yammer: Probably more effective (and less tedious) than going through a torturously long status report at weekly staff meeting, Yammer is a “productivity tool” that facilitates a continuous dialogue, within a company or organization, about what everyone is working on. One central feed lets employees pose questions and share information, all without flooding everyone’s inboxes. Each user get a profile, meaning Yammer also serves as a private version of Facebook, minus the incriminating photos and status updates you don’t want your co-workers to see. Access to a network is limited to participants with a company email address, with all content kept private. For added security measures, companies can shell out a nominal fee for administration privileges: This ensures that everything posted remains confidential should you decide to quit Yammering away.

07-29-09-socialtext

Socialtext: While the concept of internal microblogging is still relatively new, the competition between services is heating up. But if the reviews are any indication, Socialtext may be in the lead. In addition to its free, 50-user microblogging platform, Socialtext also recently launched a paid service for companies that allows more users and can be used behind firewalls. For $1 per user per month, subscribers to the service receive a server appliance; the appliance’s hardware runs the microblogging software locally, meaning it can be connected to each company’s own backup system should something go wrong. The external device can also automatically pull in all employee information to instantly create accounts for the entire company – that way, no one can feign tech ignorance as an excuse to avoid being a team player.

Friday Funnies: Doctors at Work

far_side002

Take this Job and Love It

Pew Job Satisfaction

Self-Employed Significantly More Satisfied with Jobs.

Frustrated with your job? You might consider working for yourself. Self-employed adults are significantly more satisfied with their jobs than other workers. They’re also more likely to work because they want to and not because they need a paycheck.

But don’t count on becoming financially secure if you become your own boss. Self-employed men and women have virtually identical family incomes as other workers but they feel more financial stress, according to a recent survey by the Pew Research Center Social & Demographics Trends project.

Still, they like their jobs. Nearly four-in-ten self-employed workers (39%) say they are “completely satisfied” with their jobs, compared with 28% of all wage or salaried employees. And only 5% of all workers who are their own bosses say they are dissatisfied with their employment situation, half the proportion of other workers who are dissatisfied.

About 11% of all working adults ages 16 and older are self-employed, according to data collected by the federal government’s Current Population Survey. Their jobs vary widely, from small business owners and consultants to fishing guides and freelance writers. Included in the ranks of the self-employed are private contractors, artists, construction workers, day laborers, farmers and agricultural workers, as well as doctors, lawyers and accountants who practice alone.

Pew Reasons Why they Work

To read the complete study click here.

Businesspeople Motivated by Challenge

It’s the challenge that motivates senior executives and managers to go to work each day.

Seventy-eight percent of business leaders are motivated to go to work each day by challenge, according to a new survey by NFI Research.

Following challenge, 70 percent are motivated by pride in their job and 67 percent by responsibility.

A significant number of those in large companies (83 percent) are motivated by compensation.

“It’s encouraging to see that challenge is the main motivator, though at large companies compensation is still a key driver,” said Chuck Martin, CEO of NFI Research and author of SMARTS: Are We Hardwired for Success?

The smallest percentage of businesspeople are motivated by pension and stock vesting (5 percent) and tradition and habit (10 percent).

When comparing senior executives to managers, more executives than managers are motivated by challenge. Ninety-two percent of executives are motivated by challenge compared to 65 percent of managers.

“I like a job that offers a challenge of doing new things,” said one respondent. “Not just new to me, but new in the sense of innovation, change, and improving how things get done or what gets done.”

There is a large difference between small and large organizations when it comes to pride in one’s job. Three-quarters (77 percent) of those working in small organizations (500 or fewer employees) are motivated by pride in their job compared to 43 percent in large organizations (10,000 or more employees).

Ninety percent of those in large companies are motivated by challenge. No one working in a large company is motivated by pension and stock vesting, according to the survey of 208 business leaders.
For more info: http://www.nfiresearch.com

Hope is not Lost – Unemployed but not Destroyed

Veriatas Logo

I recently wrote an article for Veritas Magazine dealing with the lost hope that people are feeling as they search for a job. These are definitely tough and unprecedented times, but we can still choose how our attitude will be when facing the unknown. And while hope may seem far off, it is actually as close as it as ever been.

Article:

I think it safe to say that these are some of the most difficult times ever faced for a lot of generations. As a Gen Xer, I know my generation has never seen such difficult times as these. The news seems to be getting worse every day, and every hopeful sign turns out to be a house of cards.

People have lost jobs at a historic rate and have lost confidence in everything that they had once thought was sure.

To continue reading click here.

Cy-Hawk Football Jokes and Fun

Since this Saturday is the big game between our two teams I thought it would be fun to poke fun at both of them. Below are jokes having fun with the Hawks and the Clones. I hope you enjoy them and remember no matter who wins it’s all Iowa and the teams are made up of a lot of kids from Iowa.

Jokes:

What do you call 47 guys sitting around a tv watching BCS games? “The Iowa State Cyclone football team”

Where do you go in Ames in case of a tornado? “Jack Trice Stadium- They never get a touchdown there.”

How do you get a U of I grad off your porch?….. “Pay him for the pizza!”

The Seven Dwarfs were marching through the forest one day they fell in a deep, dark ravine. Snow White, who was following along, peered over the edge of the steep chasm and called out to the fallen dwarfs. From the depths of the dark hole a voice returned, “ISU will beat Iowa.” Snow White thought to herself, “Thank God… at least Dopey’s survived!”

Did you hear that the ISU football team couldn’t get into their stadium the other day? “It wasn’t locked, someone just painted a goal-line in front of the door.”

What do you call a police van full of Hawkeye football players? “A huddle.”

How many ISU football players does it take to put in a lightbulb? “Just one, but he gets 3 credits”

If a husband and wife who attended Iowa State move from Ames to Iowa City and get a divorce, are they still brother and sister?

How do Cyclones count to ten? “0-1; 0-2; 0-3; 0-4…”

What do Cyclone and Hawkeye fans have in common? “None of them attended the University of Iowa!”

What do you get if you drive through Ames SLOWLY? “A degree in Engineering”

Manpower Wins Pink Magazine Award – Again (2009)

pink cover

Manpower has once again been recognized as one of PINK Magazine’s 2009 “Top Companies for Women,” and is the only employment services firm named to the list for the second consecutive year. PINK’s exclusive annual ranking recognizes organizations that make women’s advancement a part of everyday business, especially in demonstrating a commitment to placing women in top leadership positions and among top earners.

“All companies would do well to adopt the best practices demonstrated by firms like Manpower, who are committed to advancing women in the workplace,” said PINK CEO and founding editor Cynthia Good.

PINK received a record number of entries from America’s leading firms seeking recognition for 2009, with applicants required to complete a multi-step evaluation process. This involved providing responses to almost 100 questions and data points concerning women’s advancement, before the field was narrowed to 15 winners. Each organization was evaluated on several categories, including:

  • Power: The number of women in corporate executive roles, on the board of directors and with Profit & Loss responsibility.
  • Pipeline: Evidence of commitment at the highest levels to hiring, training,mentoring, promoting and retaining women.
  • Pay: Evidence of pay equity, including women who are among the topfive earners within the organization.

“I am proud of the accomplishments of our strong women leaders and their contributions to Manpower around the world,” said Manpower Inc. Chairman and CEO Jeff Joerres. “Our diverse global leaders set a pace and tone that energizes the organization. We recognize that an inclusive workforce creates diversity of thought, perspective, background and experience, generating the energy we need to help our clients win.”

Today, women make up almost 40 percent of the organization’s Executive Management Team and over 40 percent of country managers worldwide are women. Our talented women are a source of immense pride for the company. Earlier this year, Françoise Gri, President of Manpower France, was awarded with the Chevalier de l’Ordre National de la Légion d’Honneur Medal in recognition of her achievements as a leading businesswoman. Gri has also been named to Fortune magazine’s “International Most Powerful Women in Business” list for five consecutive years. Barbara Beck, Manpower President of EMEA, has been previously named to PINK’s Top 15 Women in Business – “The Innovators” list.

The list of the Top Companies for Women 2009 is featured in the magazine’s August/September/October issue.