June 24th, 2014
In a recent study, 39 percent of Americans planned to retire at age 70 or not at all. This used to be unheard of in the workforce as most generations had originally planned to be happily retired no later than age 65. While some say they simply enjoy working, most people have stated their continued presence in the workforce is due to financial reasons. Nevertheless, this new trend has put four generations in the workplace at once and management is struggling to keep everyone engaged.
When it comes to the management of multiple generations, Deloitte recommends these five guiding principles:
- Embrace flexibility
- Foster collaboration
- Provide technology
- Develop talent
- Establish methods of evaluation
Now let’s take a look at specific tactics that can be used at each level to fully engage, motivate and correctly manage each of these generations.
Born during the hard times of the Great Depression, members of this generation are often deemed inflexible because of their hard working attitudes and traditional ways. Praise and recognize them for their hard work verbally and publicly. They will not respond well to shout-outs via social media or a flexible working schedule. This generation also doesn’t need to be micro-managed but does expect their manager to be on top of things and correctly inform them of expectations. Read the rest of this entry »
June 18th, 2014
For the first time in history, four generations make up today’s workforce. Working side by side with generational differences can be a management nightmare, but it doesn’t have to be. While the 50-year age difference between a businesses’ youngest and oldest employee may seem like an unbridgeable gap, the truth is that a stable and long-lasting bridge can be built, as well as make a positive dent on company culture.
To correctly and effectively manage these different generations under one roof, it’s important to know the values, behaviors and motivations that each of the age groups possess. To start our series off about multigenerational management, we’ll first examine these differences. The four generations that make up today’s workforce are as follows:
Traditionalists – Born between 1927 and 1945
Baby Boomers – Born between 1946 and 1964
Generation X – Born between 1965 and early 1980s
Millennials – Born between early 1980s and 1996 Read the rest of this entry »
November 3rd, 2011
One of the most daunting prospects in this marketplace is trying to determine which candidates really want to work for your organization and which candidates are just looking for any job they can find until this recession blows over. Most applicants are savvy enough to give you all the right answers during an interview, to make you think you’ve found the right fit for your company. Employers and recruiters have to be diligent when it comes to ensuring the candidates actions will match their words.
So, what’s the definition of a job hopper?
It’s kind of like that famous saying about art, “you know it when you see it.” If a candidate is 30 and has had 6 jobs since college, he’s probably a job hopper. Job hoppers don’t have staying power. They’re in it more for themselves and their immediate needs, rather than for a career or for your company. Quitting 1-2 jobs early when you’re young is acceptable. At that age, people are exploring life and work options. But 6 times is a pattern. Job hoppers might perform well while they’re there, but in the end they’re just not likely to stick around.
Consider implementing the following tips during the interview process to help filter out potential job hoppers.
- Ask Them to Talk About Future Goals One of the best interviewing tactics to identify candidates that might be “settling” for a position is to ask for details about their future goals. By learning more about what a candidate hopes to accomplish one, three or even five years down the line, you’ll be able to get a grasp on whether their desires are realistic at your company or in the role they’ve applied for.
- Ask Them For Letters Of Recommendation By asking for multiple letters of recommendation and by requesting that those letters address “why this is a good potential job for the candidate,” you might gather some more data. If the letters aren’t consistent with the candidate’s own statements, you might have spotted someone who is “settling.”
- Consider Running Credit/Financial Checks While there is some debate in the HR community about whether credit checks are helpful or an invasion of privacy, you can see whether the candidate is under significant financial stress and may be taking your job just for the money, or has a spotty history of paying bills. Someone with a strong, stable work history shouldn’t have a poor credit record.
The recession has caused a lot of great employees to lose their jobs, so there are a lot of highly qualified people who will be thrilled to be a productive employee at your company. By taking the necessary steps to separate these high quality candidates from the ones that are looking for “any offer,” you can ensure that your company avoids future job hoppers and comes out of this recovery stronger than before.
October 20th, 2011
The subject of drug testing in the workplace is certainly controversial. The debate has been raging for years, and many arguments exist in support of both sides.
Those who argue in favor of drug testing point out that workers who abuse drugs pose a safety risk in the workplace. They also have a higher rate of absenteeism, which costs their employers money. Businesses can face a higher exposure to liability due to drug-related work accidents: According to the United States Department of Labor, 10 to 20 percent of U.S. workers involved in fatal on-the-job accidents tested positive for illicit drugs and alcohol. A drug-using employee is 3.6 times more likely to be involved in an accident, and five times more likely to make a worker’s compensation claim, according to the National Institute on Drug Abuse. Impaired judgment can result in slow reaction times and misguided decisions, which may lead to accidents. Therefore, advocates feel that drug testing makes the workplace safer and increases employee confidence — that is, those employees who don’t use drugs don’t have to worry about their own safety being compromised by their possibly impaired coworkers. Another potential benefit? If workplace drug testing leads an employee to seek treatment. Some employers may even assist employees in entering (and paying for) a drug treatment program so that employee has a chance to become productive again.
Many feel that random workplace drug testing violates an employee’s right to privacy, especially when no probable cause exists. While random testing is legal in the workplace, some groups feel it violates an individual’s constitutional rights. Urine and hair tests only reveal certain aspects of past drug use, not current, illicit use that may have occurred on the job. Employees who are against drug testing often threaten to sue their employer for violations. Even if the plaintiff loses the case, the business still stands to lose money from downtime needed to fight the case and attorney fees. Also, implementing a random drug-testing program can cost thousands of dollars and may result in no one testing positive.
Whether or not to implement drug testing is a difficult decision, and employers should consider their individual circumstances before making it. In environments where employees are responsible for the well being and safety of other people, such as schools, hospitals and transportation, there is more of a reason to create carefully constructed policies that ensure the business will be run by unimpaired people.
In other job settings that aren’t safety related, employers do have a right to expect that employees are not utilizing drugs in the workplace, yet employees have a right to privacy and dignity. One solution is to make your drug testing policy clear to employees before they start working for you.
November 28th, 2010
Hello and welcome to Josephine’s Personnel Services’ new Workforce Management and Career Blog. This blog was designed to help hiring managers and business leaders get answers to their most pressing employment and HR questions, and help job seekers enhance their skills and advance their careers.
Each week we will share timely and insightful information on a number of topics including:
- Talent management
- Recruiting and hiring
- Employment law
- Workforce strategy
- Employee retention
- Resume writing
- Career advancement
- News about Josephine’s Personnel Services
- Upcoming local events
- And much more
We hope you find this blog to be useful and we welcome your thoughts and feedback. And, if you would like us to cover a specific topic, simply leave a comment below and we’ll address your suggestion in an upcoming post.
About Josephine’s Personnel Services
Josephine’s Personnel Services, Inc. (JPS, Inc.), established in 1988, is certified as a small, independent, disadvantaged, minority, woman-owned, full-service professional staffing provider offering the following staffing solutions:
- Direct Hire Placement
- Payroll Service
We provide staffing and HR support nationwide, with a specific concentration in Silicon Valley, San Jose, Santa Clara County and Northern California.