e-Tips

The recently released 2011 Towers Watson Global Workforce study finds there is still a disconnect between employers and employees on reasons why people join and remain at firms. This divergence of views existed both pre- and during the economic downturn, so it should not and cannot be ignored.

     Top reason wny people join a firm                Why employers thought they joined

          Competitive Pay                                                    Competitive base pay

          Challenging work                                                  Reputation as geat place to work

          Convenience                                                         Challenging work

          Opportunity for career advancement                       Business/industry of firm

Interestingly, what doesn’t appear in the top ranks is the response choice “opportunity to learn new skills.” Perhaps this suggests that employees have impatience to advance without expending the time and effort to learn new skills. But challenging, meaningful work is important to them. A missing link here or an omission?

Employees said they care more about location and flexible schedules than the business or industry or the financial health of the organization. But base pay, pensions and security are really important to them – not surprisingly – in these times, or in what might be the new normal.

Apparently, employers underestimated the importance of job security and well being as reasons to join an organization.

Workers are now feeling the responsibility (maybe “burden”) of managing their own careers and ultimately retirement than ever before. And so on to the “new employment deal. ”Read on here to find out about the new employer-employee contract.

Will more employers devote the resources to prepare to act on their part of the contract? How will employees go about planning for their careers and develop  skills on their own initiative?  Will private coaches be in demand? Given already accumulated education debt, how much more will employees take on? What  cooperative efforts and vehicles will we see arise?

We obviously need more inter-generational employer-employee discourse – with civility.

As always, I am eager for your stories, thoughts, opinions, feedback, questions and rants. Comment on my blog: www.nextgeneration-nextdestination.com.

Phyllis

© Phyllis Weiss Haserot, 2011. All rights reserved.

* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were growing up. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:

Traditionalists:                            born 1925-1942   

Baby Boomers                             born 1943-1962

Generation X                               born 1963-1978

Generation Y/Millennials             born 1979-1998

For coaching, training and special programs on inter-generational relations and maximizing the potential of young professionals, call Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549. See http://www.pdcounsel.com/solution-multi-generational-challenges/ and http://www.pdcounsel.com/about-us/what-we-do/. We also provide *Next Generation, Next Destination* succession and transitioning planning programs and services for baby boomer senior professionals and their firms.