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articles & white papers on
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http://www.djournal.com
Northeast Mississippi
Daily Journal - Tupelo,MS,USA
September 10, 2005
By Dennis Seid
Professor:
Work force's faces will differ
TUPELO - Companies
spend about $60 billion a year on training, or about $817 per employee. But
whether the training works - and how it's measured - is difficult to determine.
To become a better organization should be the reason for training, not to chase
some fad. G. Stephen Taylor, a professor of management at Mississippi State
University, said training for a changing work force is just as important.
"At the end of the day, the reason why you train is to change the organization's
results - did we get better?" he said during the third and final day of the Work
force Solutions Conference at the Advanced Education Center in Tupelo.
Employers today are faced with the double whammy of older workers and younger
workers entering the work force. Older workers, Taylor said, learn slower, make
more errors and need more encouragement. These aren't indictments; rather,
they're facts that trainers must keep in mind. "Hey, we're all getting older,"
he said. "When you have younger trainees, you throw everything after them
rapid-fire, and they can handle it. They're good at multi-tasking. If they're
not doing that, they get bored."
However, Taylor noted that older workers tend to be more reliable. "We show up
for work, and we're not late!" he said, eliciting laughter. Companies like Home
Depot and Walgreen have partnered with AARP to bring more older workers to their
company. "A lot of companies are discovering they need people with experience,"
Taylor said.
Other employment issues
- In Mississippi, employers also must deal with more women, unhealthy workers
and a more diverse labor pool. Taylor said the state has the fifth-lowest
male-to-female ratio in the nation and the 14th largest average households, in
addition to being first in the number of individuals below the poverty. "A lot
of our work force is female, and they're the workers of the future," he said.
"We have to think of innovative ways to train them, such as how to do a budget,
how to handle stress and other family-friendly programs." Companies that
promote such programs usually fare well with employee retention, he noted.
- About 29 percent of the population in Mississippi is disabled and about 25
percent are obese. The state also has the third highest smoking rate in the
country, the third highest diabetes rate and third highest infant mortality
rate. How does that relate to training? Taylor suggests that new mothers not
only be taught how to read, but how to eat and how to have healthier lifestyles.
"It all goes to the bottom line," he said. "The healthier your employees are,
the less they go to the doctor or the hospital, which impacts your health
insurance costs. For you small business owners, you know just how important that
is."
- While Latinos are some 12 percent of the nation's population, it's less than 2
percent in Mississippi. Still, that doesn't mean employers should overlook them.
Training takes another twist thanks to language difficulties and cultural
issues. It might take longer, but proper training will benefit everyone, Taylor
said.
Appeared originally in the
Northeast Mississippi
Daily Journal, 9/10/2005 8:00:00 AM, section B , page 6
http://www.onrec.com
Online Recruitment - UK
June 6, 2005
Time for a work-learn balance, says new
TUC survey
There is huge pent-up demand for learning new skills among the
British workforce, but a range of obstacles - topped by overwork and stress -
prevent many employees from taking up training, according to a new poll
published by the TUC today (Monday).
The poll asked a sample of people at work whether they wanted more training,
what had put them off taking up training and what would help them in the future.
The top two reasons for not taking up training suggests that the UK needs a new
’work-learn’ balance, with just under one in three (29 per cent) saying that
they don’t have time because they have to look after children or have other
caring responsibilities. The same proportion (29 per cent) say that their
current job has such long hours or is so stressful that they do not have the
time or energy to take up a course.
Women (42 per cent) are more than twice as likely as men (18 per cent) to say
they have caring responsibilities that stop them taking up training. Just under
one in three women (29 per cent) say help with childcare would encourage them to
take up training (only one in six men - 16 per cent cite this), while one in
three women (33 per cent), compared to one in five men (22 per cent), say that
more support from a spouse or partner would help.
But men and women agree on a range of other issues that can help boost training.
Nearly four out of five (77 per cent) back paid time off from work, one in three
(32 per cent) would take time off even if it meant losing pay, and more than two
in five (42 per cent) say less overtime (paid or unpaid) would help them take up
more training.
More than half the workforce (52 per cent) say that they would like their
employer to provide more training, and two in five (42 per cent) say they would
like to take up training outside work that would help them get a better job. But
employers who are worried that their staff want training so that they can get a
better job elsewhere will be reassured that only one in five (21 per cent) give
this as a reason for seeking new skills.
However the survey also reveals a range of measures that can help people learn
new skills at work. Among the most popular is a work colleague who knows about
training opportunities and can help advise potential learners. Three in five (60
per cent) say that "help and advice from a colleague at work with special
knowledge" would help. This is a big vote of confidence in the 8,000 plus active
union learning reps already fulfilling this function in workplaces across the
UK.
Union learning reps are specially trained union members tasked with helping
their colleagues access training opportunities at work. The poll is published to
coincide with the launch of a new film called ’Love learning’, which promotes
the work of the learning reps.
The film features case studies from around the country speaking candidly about
how they struggled with reading, writing and IT before doing courses at work,
suggested by the union learning rep.
TUC General Secretary Brendan Barber said: "Britain’s skills gap can be closed.
This survey shows huge demand for work related learning, and a real hunger to
get on at work. But the biggest barrier to learning is the overwork and long
hours culture of too many
UK workplaces. We have always said that long hours working hinders
productivity. Now we know it stops people getting the new skills that can make
workplaces more efficient.
"The survey gives a massive vote of confidence to union learning reps and
strengthens the argument for paid time off for employees to study, with
three-quarters of workers saying this would give them the boost they need to
train.
"’Love learning’ further emphasises the crucial role union learning reps play in
helping thousands of people learn new skills. The powerful and moving accounts
in the film highlight the fear people have about confronting their demons, and
show the real difference learning has made to both their professional and
personal lives."
Summary of findings
Demand for learning
There is considerable satisfaction with the amount of training employees get at
work (three quarters are happy with the amount).
Nevertheless, over half of employees are ambitious and would like their employer
to train them in new skills that would help them get promoted or secure a better
job (52 per cent).
This demand for skills is not however confined to training at work - over two in
five (42 per cent) would like to do some training or education outside work that
would help them get a better job.
Employers do not need to fear that offering learning opportunities would lead to
their workers wanting to leave for better jobs. Only one in five (21 per cent)
stated that their main interest in training was that it would help them change
their employer.
These views vary considerably across the age range:
· The older the worker the more satisfied he/she is with the training they get
(81 per cent of 55-64 year olds are satisfied compared to 73 per cent of 16-24
year olds).
· Younger people are keener to learn (70 per cent of 16-24 year olds want to
train compared to 39 per cent of 45-54 year olds and just 19 per cent of 55-64
year olds).
· Older workers are also less likely to want to train in order to change their
employer (11 per cent of 45-54 year olds compared to 32 per cent of 25-34 year
olds).
The desire to learn new skills is not determined by class. Half of semi-skilled
and unskilled manual workers (DEs) would like their employer to train them in
new skills to help them get promoted or get a better job, and almost a third of
them (31 per cent) want training to help them change their employer. This demand
for new skills is higher than for managerial/professional (47 per cent ABs);
only 18 per cent of who want training to help change their employer. The
greatest demand comes from those in supervisory/junior management positions (60
per cent C1s).
The largest demand for learning outside work to help get a better job comes from
unskilled and semi-skilled manual workers (47 per cent DEs compared to 37 per
cent ABs). Many of these workers will have low or no qualifications, with the
Government providing them with incentives through entitlements to free tuition
up to basic skills and level 2 qualifications, the equivalent of five GCSEs at
grade A*-C.
Barriers to learning
There are a number or reasons why employees have stopped taking up new training
or education in the last three years. Most of the reasons are time or funding
related.
As many as 29 per cent of employees were working such long hours or had so
stressful a workload that they did not have the time to take up a course. This
was most marked for those in full-time work (35 per cent compared to 16 per cent
of part-time workers). This "work-learn" balance was more of a problem for
workers in large workplaces with more than 250 employees (37 per cent) as
opposed to small ones with less than 50 employees (24 per cent).
Another barrier was lack of time to study because of dependants to look after
outside working time - with 29 per cent reporting this as a problem. It was a
major barrier to learning for middle-aged women in low skilled, part-time jobs
in large workplaces. As many as 42 per cent of women did not have the time to
learn.
It was also the greatest problem for workers in the 35-44 year age group (46 per
cent) and for those in the lowest unskilled manual jobs (32 per cent DEs
compared to 24 per cent ABs).
Money as well as time was also an issue. Over a fifth (21 per cent) could not
afford a course that they would like to do. This was much more of a problem for
low skilled manual workers (25 per cent DEs) compared to those in
managerial/professional jobs (2 per cent ABs). Funding was more of a problem for
women (25 per cent) than for men (18 per cent).
Some employees did not see learning as a high priority, with 27 per cent saying
that they "had not got around to it". This was particularly marked for those in
low skilled jobs (41 per cent DEs compared to 19 per cent ABs). It also might be
partly related to a lack of knowledge as to where to look for a suitable course
(25 per cent DEs compared to 2 per cent ABs).
Access to learning
Almost two thirds of employees (66 per cent) felt that it would be useful if
their employer gave them more training in work time and this demand was high
throughout all the age groups except for 55-64 year olds where it fell sharply
(38 per cent).
It was highest from supervisory/junior management grades (69 per cent C1s),
followed by low skilled workers (63 per cent DEs). It was also highest amongst
full-time (65 per cent) as opposed to part-time (58 per cent) workers and much
more prevalent from those in large workplaces (72 per cent) than small ones (57
per cent).
A major issue is how this should be done. There is a very high demand for paid
time off from work to train. Over three-quarters (77 per cent) of employees
wanted such provision without losing pay. This demand was more prevalent in the
age group 16-44 (over 85 per cent) compared to the age group 55-65 (56 per
cent). It was high across all social grades, but the demand was greater from
those employees working in large workplaces (82 per cent) than in small ones (76
per cent).
Understandably, there was less interest in time off from work if it meant losing
some pay. Nevertheless, about a third (32 per cent) would find it useful. As
with the demand for paid time off, the younger the age group and the larger the
workplace, the greater the demand. Those in part-time employment would find it
more useful (37 per cent) than full-time workers (30 per cent). Interestingly,
there was not a correlation between such demand and occupational status. The
group that would find it the most useful was the semi-skilled and unskilled
manual workers (34 per cent).
A high proportion of employees (42 per cent) felt that more time off for study
could be facilitated by employers not expecting them to work overtime, whether
paid or unpaid.
Almost half of young workers (48 per cent 16-24) were of this view, which was
only shared by a quarter of older workers (26 per cent 55-64). It was those in
supervisory and junior managerial jobs (48 per cent C1s) who most held this view
on overtime, as opposed to skilled manual (33 per cent C2s). There was also a
significant difference between full-time (44 per cent) and part-time workers (37
per cent), perhaps because of the lower incidence of overtime worked by the
latter.
A relatively high proportion of workers would find it useful to have childcare
whilst they studied (29 per cent women/16 per cent men). This was particularly a
need for the younger age groups (35 per cent 25-34 /29 per cent 35- 44). This
demand was highest amongst supervisory and junior managerial workers (27 per
cent C1s). Twice as many part-time (34 per cent) than full-time workers (17 per
cent) would find childcare useful whilst they studied.
As many as 28 per cent of workers would find it useful if they had more support
from their spouse. This was particularly true for female workers (33 per cent)
and for semi and unskilled manual workers (36 per cent DEs) - the "Educating
Rita" effect.
There has been a large increase in the number of trained union learning
representatives in recent years, and there are now over 8,000 across
Britain. Their statutory functions include providing support and advice on
learning to colleagues. There is clearly a considerable demand for this role in
the workplace. Three in five felt that it would be useful to have access to help
and advice from a colleague with special knowledge of what training is
available. Almost twice the proportion of younger workers thought it would be
most useful (74 per cent 16-24) than older workers (38 per cent 55-64). It was
those in supervisory/junior management grades that thought it would be the most
useful (69 per cent C1s), followed by semi- and unskilled manual workers (63 per
cent DEs).
http://www.legalweek.com
Legal Week - London,UK
Author:
Nic Sale
June 2, 2005
Training & Education:
Diversify and conquer
Research has proved that high-flyers rate a potential employer’s track record on
diversity issues when it comes to deciding which contract to sign. For
employers, the pay-off of addressing the full range of diversity issues, from
ethnic background to flexible working, is a competitive advantage in business.
Nic Sale reports
In the midst of a
highly competitive, client-oriented working environment, the legal profession
remains sluggish in response to today’s wide-ranging diversity issues. All too
frequently, firms are caught off-guard by complaints and harassment issues, and
are failing to recognise the competitive advantage that a sound diversity
strategy can bring. Why is it that many legal firms are failing to address
diversity issues? What can they do to improve diversity training throughout the
company?
One of the major strengths of the legal profession is its attractiveness as a
career, however, that is also one of its downfalls. Diversity initiatives that
increase the number of applications are simply not required by legal firms that
wade through enough applications each year for a decade’s intake.
This constant supply of potential talent is also one factor that allows the work
ethic of some firms to unremittingly focus on the client needs, often at the
expense of employee well-being. This is exacerbated by the competitive culture
found in many legal firms whereby partners openly indicate that their lawyers
should know the deal — keep jumping until the client has gone, and get rewarded
if you have jumped high enough. Many employees appear to thrive in such a
culture — some thrive for a few years, but for many burn-out will kick in,
laying waste to years of training, experience and a previously reliable
employee.
It is easy to cite the benefits of a strong diversity strategy: improved
employee morale; top talent retention; increased productivity; and
organisational commitment. However, a sound diversity strategy also brings
significant competitive advantage, both in terms of recruitment, employee effort
and winning new clients. Diversity is high on the agenda for many organisations,
to the extent that stakeholders will now require evidence of the diversity
strategies and initiatives before they sign providers and professional services.
In addition, competition for the best recruits is increasingly fierce. Research
conducted by occupational psychology practice Pearn Kandola indicates that
high-flyers rate diversity issues, such as the right to flexible working, as
being critical when deciding which employment contract to sign.
Clearly not all firms have avoided the diversity issue. However, many only
address first-step issues, such as increasing visible diversity within their
employee base.
Instead, the diversity message needs to be reinforced throughout the company and
at all levels, as part of a more holistic approach. One of the most frequent and
effective ways of raising awareness of diversity throughout any company is to
incorporate it into the firm’s training and education programme.
Diversity issues should be embedded throughout all managerial training and
development programmes, including specific training on the importance of
diversity. This is to ensure that the strategy becomes embedded in ‘the way we
work’. Moreover, as these managers are ultimately responsible for the selection
of new recruits, this has a fundamental impact on the employee base. As with any
company strategy, a diversity initiative needs to be undertaken with a top-down
approach and strong leadership support is critical in this area.
In order to tailor an effective diversity training programme, it is important to
design the format to match both the pace and requirements of the legal firm.
Time is money
It is critical to be aware of the time pressures on staff, and adapt the
programme to meet these. For example, a law firm might consider cutting the
content into small ‘bite size’ chunks and then integrating them as a ‘pop up’
when the user logs into the system.
Rather than establishing a stand-alone training module on ‘diversity’, companies
should seek to include a diversity element to current training sessions. For
example, while training managers on inter-view techniques, there is a clear need
to look at how the company diversity strategy can aid the process.
Reading between the lines
Managers need to be trained to be able to read between the lines when dealing
with staff who display particular cultural tendencies. For example, those from a
‘collectivist’ culture by nature may talk about their achievements within the
context of the team. Managers need to be trained to recognise that member’s
contribution, rather than view them as relying too heavily on the team’s
achievements
One of the most effective ways of embedding the diversity strategy in the
organisation is to publicly recognise the diversity strategy at work, and reward
the relevant employees. For example, a client may work in a certain style which
does not match that of 90% of the organisation. In this case there is a need to
recognise this and match the appropriate employee to the client in order to
reach a level of understanding early on in the relationship.
Beyond the classroom
Training should never be confined to getting people into the classroom. It needs
to be supported with more subtle initiatives to reinforce the key messages.
In addition it is imperative that the content is clearly matched to the specific
needs of a law firm.
Output not input
Employees need to be educated on the different ways in which people work. With
the emphasis on output not input, employees should also be trained in the need
to recognise the result that is needed and the individual’s right to work in
their own style (provided it does not negatively impact the client/colleagues).
Resource partners in legal firms need to think creatively about who they put
onto which projects. Rather than opting for the employee with the most
experience in that area, they need to be encouraged to look at the development
needs of employees and match them with a proven track record for support.
Law firms in particular need to clearly represent the business case for a
diversity strategy. However, while some are more interested in the financial
case for diversity, others may be more interested in the moral argument. These
varying cases need to be clearly identified, with key internal spokespeople
briefed in order to be able to talk around any of these angles to the colleagues
they work with.
In addition to an effective training programme, law firms need to include
diversity in the company values. It should also be included in the competencies
against which employees are assessed for promotion and reviewed against each
year, to ensure that the strategy remains core to the firm’s values. All
employees should have a clear access route to the firm’s policies and practices
held on internal systems. This also applies for those away from the office for
considerable periods, including those on maternity leave and sick leave.
Diversity initiatives, plans, timelines and action points should be communicated
throughout the firm and sponsored by those taking ownership for diversity
development in each area. Finally, effective management of diversity issues
should be openly rewarded and reviewed on an ongoing basis.
The thorniest diversity issues for legal firms remain, as yet, addressed by only
a tiny minority of firms: work-life balance and flexible working. In our
experience, these two areas remain the diversity issues least likely to be
addressed. The highly client-oriented nature of legal work can often translate
into a poor work-life balance for employees, and a working environment without
boundaries, where weekends, planned holidays and even sick leave can be imposed
upon. Work-life balance remains a taboo subject in more ‘macho’ areas of the
profession, and flexible working is frequently still seen as a ‘career-killer’,
as many firms recoil from these issues as they are considered to be difficult to
manage.
Until law firms get to grips with these broader diversity issues and put in
place strategies that value the individuality and personal space of their
employees, and are progressive in their retention of top talent, their approach
to diversity will be perceived by clients and employees alike as simply lip
service.
Externally, law firms have a strong focus on diversity. Many have schemes where
they raise awareness in schools and centres in ethnic minority population areas.
In addition many give law ‘taster’ talks and conferences at schools to widen the
appeal of the profession beyond the stereotypical candidates. This has an impact
on the attitude that many feel towards these firms which can only be beneficial.
Law firms now need to bring this strong focus to their internal work to ensure
continuity of perception.
Moreover, not all law firms are neglecting diversity issues. Those with the best
approach to their diversity strategies are open and transparent about their
diversity initiatives. They offer regular training to all employee groups and
raise awareness of diversity issues at all levels of the firm. Most importantly
these firms have partners establishing, owning and being accountable for the
diversity strategy across the firm. These approaches help to ensure that the
diversity agenda becomes fully embedded into the firm’s culture, rather than
remaining an HR issue.
The Globe
and Mail newspaper
May 11, 2005
U.S.
firms fail to transfer retirees' knowledge
Many
U.S. organizations are failing to capture critical work force knowledge and
experience from older employees facing retirement, and few organizations are
transferring that knowledge to newer employees, according to a survey released
today by international consultant Accenture Ltd.
The survey of more than 500 full-time U.S. workers between 40
and 50 found that nearly half (45 percent) of respondents' organizations do not
have formal work force planning processes or tools in place to capture their
workplace knowledge.
GovExec.com - USA
By
Shawn Zeller
May 4, 2005
Perks,
Pride and Preparation
Joyce France looks at the want ads in the newspaper on
Sunday mornings and worries. She thinks of the more than 19,000 information
technology workers at the Pentagon, where she is director of policy, planning
and integration for the deputy chief information officer. A few years ago, in
the midst of the high-tech boom, the Office of Personnel Management gave the
Defense Department and other government agencies the ability to offer special
pay rates for technology workers. But now, OPM is considering instituting
regular pay rates again. "They are going to pull the rug out from under us," she
says.
And
France knows how desirable Defense-trained technology workers are. In the past
year, she's received two unsolicited overtures from companies that work with the
department. France has been joined in her campaign against ending the special
rates by the Chief Information Officers Council, NASA and the State Department.
As a result, OPM has agreed to study the issue further and to hold off acting
until 2006. The good news is France's concerns are more the exception than the
rule.
Across government, attrition remains low and steady, at a rate of 5.6 percent
per year. The private sector average is more than 20 percent. Government's low
rate has given credence to those who dismiss concerns about retention. They
argue that government always will be an attractive employer because it offers
competitive salaries, above-average retirement and health benefits, and relative
job security.
The
bad news is attrition is rising in some pockets of government. Among France's
technology workers, the rate is actually below the government average, but it
has more than doubled from about 2 percent to 4.2 percent in recent years. And
there is some evidence that younger workers, especially those with highly sought
skills, such as computer science majors, are especially difficult to retain. For
example, more than half of those chosen for the now-defunct Presidential
Management Intern Program in the mid-1990s left government within five years,
according to a report by the Brookings Institution, a nonpartisan think tank in
Washington.
The
Office of Personnel Management is revamping the old Presidential Management
Intern Program, renaming it the Presidential Management Fellowship Program, in
part to give it a more elite feel.
One
factor contributing to rising attrition in pockets of the workforce is the
growth in the number of employees covered by the more portable of the two
federal retirement programs. The percentage of government workers in the Federal
Employees Retirement System, instituted for almost all workers hired after 1983,
is growing compared with the Civil Service Retirement System. CSRS employees now
make up less than 32 percent of government workers. In 1993, they were 54
percent of the total. While CSRS discourages attrition by requiring long service
in exchange for a generous pension, FERS' benefits are not as closely linked to
tenure.
Another factor, according to human resources experts, is a profound shift in
attitudes about careers among younger people. For older workers, loyalty and
stability are key cultural attributes. The implied contract says that to get to
the top, you pay your dues and wait your turn; if you do so, then your employer
will take care of you. Many younger workers, perhaps because of the downsizing
and outsourcing that have swept both the private and public sectors in the past
two decades, view their jobs more cynically.
Joseph Moravec, commissioner of the General Services Administration's Public
Buildings Service, says he's learned a lot about younger workers' attitudes by
watching his daughter - a recent college graduate - and her friends find their
first jobs. "In my era, it was considered very important to stay at a job and
not to change jobs precipitously," he says. "Today, there is no opprobrium to
moving frequently early in a career, sometimes for just a little more money."
That's one reason Moravec is a believer in civil service reform, which he says
will enable government to compete for top talent by offering first-rate
employees higher salaries and more rapid promotions. Top performers want to be
surrounded by other high fliers, he adds, which means that not all attrition is
a bad thing. Moravec calls it "pride of association." It's why ambitious college
graduates fall all over themselves for jobs at investment banks such as Goldman
Sachs and consulting firms like McKinsey & Co. Both are known for attracting
top-tier talent. "Weeding out mediocrity is very important," says Moravec.
Some
dismiss the claim that attitudes about work have changed radically. John
Marshall, until recently the assistant administrator for management at the U.S.
Agency for International Development, says AID has been overrun with applicants
for Foreign Service positions. Many, he says, are glad to take pay cuts in order
to take a job they think they will love. "People don't go into this business to
make a fortune," he says. Rather, they are drawn to government because it can
offer young people greater responsibility more quickly than in the private
sector, as well as some pride in public service, he says.
The
bottom line is no one knows whether the federal government will have an
attrition problem in the future. What is certain is budgets in most agencies are
tight, and hiring freezes long have been one of the first steps agencies take to
close funding gaps. So if an employee leaves, it might be impossible to replace
him. In an effort to keep their best talent, agencies are starting to use a
variety of benefits approved by Congress: signing, relocation and retention
bonuses; special pay rates for highly sought professionals; student loan
repayment; and telework. Thanks to the 2004 Federal Workforce Flexibility Act,
this year agencies can offer extra vacation to more experienced hires and for
time spent traveling for work. And agencies are starting to respond to the
perceived needs of younger workers by training managers to devote more time and
energy to their employees' career development and by spelling out for new
workers the great possibilities that could await them in government.
Camaraderie and Purpose
The
Social Security Administration tries to give employees a sense of camaraderie
with their peers and a connection to the agency's mission: providing income to
elderly and disabled Americans. Between 1998 and 2000, in SSA's Kansas City,
Mo., region, attrition among new hires was more than one in four. Like most
government agencies, SSA hadn't done significant hiring in years, and its older
workers were rapidly approaching retirement. For an agency that processes
thousands of claims annually and issues millions of checks to elderly and
disabled Americans, the situation was troubling. Those new hires who left said
they just "didn't understand this agency," says Connie Witmer, an SSA
recruitment and retention coordinator for the region. "There was a disconnect."
Witmer traced one problem to the agency's decision to scale back group training
sessions for new employees in favor of interactive video training, where
employees learn the ropes using educational software on their computers. The
training, while effective and a surefire cost-saver, stripped new employees of a
chance to bond with other novices and to get a sense of SSA's mission and
history. Witmer says that 28 years after her own initial training, she still
keeps in touch with some of those who went through it with her.
Sensing
that new employees were thirsting for that kind of connection, SSA launched the
New Employee Orientation and Networking Program three years ago. It brings
together new employees from all SSA locations in Iowa, Kansas, Missouri and
Nebraska for three days of seminars and networking sessions in
Kansas City.
Meeting in groups of 15 to 30, they are introduced to the history of SSA and
receive advice on tips for success and career development aid. Witmer estimates
that it takes two to three years for a new claims representative at SSA to get
fully up to speed, and without group training, many were becoming discouraged
during that time. They didn't realize that their peers were going through the
same transition.
A central
element of the program is a dialogue about SSA's public service mission, a
distinct advantage the agency - and all government agencies - have over their
private sector counterparts. Studies confirm that young workers seek employment
that will allow them to do good for others. Ramona Schuenemeyer, the acting
regional commissioner for SSA in
Kansas City,
often meets with the classes. Her first line: "My name is Ramona and I'm a
public servant." The new employees "are just awed by that," says Witmer. And
Witmer attributes the bonding - and sense of public service that comes out of
the sessions - to reducing attrition. Since the program was instituted,
attrition has fallen to 8 percent, though SSA officials say that other factors
in addition to the orientation program have helped. Managers, initially
skeptical of the program, also have come around. They criticized orientation as
"just sending [new workers] off for three days of fun at our expense," recalls
Witmer. But the results have turned attitudes around. "Now, it's gotten to be
where someone is hired and the manager calls to ask, 'When can we get them to
[new employee orientation]?'" she says.
Looking to the Future
Surveys show that employees most often leave jobs because of poor relationships
with their immediate supervisors. But usually the root cause is an employee's
sense that the manager isn't looking out for his professional development and
that he's stuck in a dead-end job. Good employees crave training, both because
it allows them to do their jobs better and to advance, but also because it
increases their employability in general.
Three
years ago, the Commerce Department's National Institute of Standards and
Technology hired Herbert Barber, a professor with the Army War College in
Carlisle, Pa., to create a leadership development program. Armed with a Ph.D. in
industrial organizational psychology and more than 20 years' experience training
managers, Barber developed the New Leader Program, designed to teach employees
who grew up on NIST's technical side to lead.
It
provides training sessions spread out over one year.
New
managers take off for
Gettysburg,
Pa., where they walk the battlefield. Touring the site of the
best-known Civil War fight helps implant Lesson 1 in Barber's "situational
leadership" curriculum: A leader must be adaptable. Barber explains that there
is no one best leadership style; rather, a leader must learn to relate to every
employee. Barber regales the group with tales of Civil War leadership and how an
inability to adjust plans - a failure of situational leadership - contributed to
the Confederate defeat at
Gettysburg.
Another point of the excursion, Barber says, is to provide a chance for
socializing among the executives, to get them away from the day-to-day pressures
of the office and to kick off the program on a fun note. After a weeklong
introduction, employees are assigned to groups of 10. They meet monthly, select
topics and listen to speakers arranged by Barber. Recent subjects have included
motivating others, dealing with difficult employees, being assertive and
understanding the political environment. The second half of each meeting is a
discussion of the new managers' efforts to put theory into practice. These
discussions, like those at the SSA training sessions, provide employees with a
sense of companionship as they adjust to the trials of management.
Finally, each new manager is assigned a peer coach to help sort through options
when quandaries arise. Barber recently launched another program for aspiring
leaders. Managers nominate participants, who go through a battery of leadership
assessments and lessons. Then they can sign up for a mentor, attend a leadership
seminar series, go on a developmental assignment and participate in special
study groups, which evaluate employee concerns at NIST and report back to
management. "Because of the uncertainty people feel about their employment these
days, they need to have a feeling that they are learning and growing and
developing," Barber says.
More
than a decade ago, the Agriculture Department's National Agriculture Statistics
Service hired Linda Raudenbush, a former AT&T human resources professional, to
bulk up the agency's training for executives. She brought to USDA a management
concept called "action learning," a problem-solving method that reinforces the
art of questioning and listening. When a management problem arises in the
workplace, Raudenbush has found, "the answer is almost always that you have a
communication problem."
Under
Raudenbush's tutelage, new managers in the program meet once a month. Each is
asked to present a management problem during the course of the training. After
the problem is introduced, the others can ask questions but cannot make
statements. The goal, says Raudenbush, is to create an environment that's
conducive to "reflection, questioning, working on problems and building a team."
The seminars try to inculcate in managers the notion that their first priority
is to encourage employees to give their all. "People leave jobs because they
don't get along with the blockhead who is their boss," she says.
Beating the Odds
Despite a serious nursing shortage - 72 percent of hospitals didn't have enough
nurses in 2004, according to the American College of Healthcare Executives -
Veterans Affairs Department hospitals added 5,000 nurses to their staffs last
year. A combination of competitive pay, familyfriendly working conditions and an
appealing mission helped the VA compete successfully in a tight labor market,
says Thomas J. Hogan, deputy assistant secretary for human resource management
and labor relations at Veterans Affairs.
The
VA's strategy has been to dispel misperceptions about the quality of its
facilities and care by reaching out to medical and nursing schools. More than
100 VA facilities are affiliated with one or more schools, and last year, the
department trained 87,000 health care professionals, including future doctors
and nurses, physical therapists, social workers and others. Trainees are
barraged with marketing about VA's mission. Posters featuring the motto, "Heroes
taking care of heroes," adorn most facilities. At the same time, trainees are
shown that VA has invested heavily in first-class equipment.
VA's
electronic system for tracking medical records, for example, is considered the
best in the industry. The department also stresses that it can help new
employees with student loans and scholarship money in addition to offering pay
rates that are competitive with the private sector. Through 2009, VA expects to
pay about $61 million in student loans and scholarships. More than 3,400
employees receive assistance. "The private sector doesn't have the same support
systems for nurses," says Hogan.
The
efforts have paid off. A survey of nursing trainees found that before their
training, 30 percent said they would consider VA employment. After the training,
nearly 70 percent said they might join the VA. Those are tangible results of
which Hogan is proud. He and the other HR experts say that initiatives like the
ones they have launched will help managers across government hold on to and
attract talent whether attrition waxes or wanes.
http://www.nzherald.co.nz
New Zealand Herald -
Auckland,New Zealand
May 2, 2005
E-learning good way to keep employees keen
More
people want to study using e-learning schemes, says recruitment firm Chandler
Macleod.
General manager John Harland says training and further education are among the
most effective employee retention techniques "and because one of the main
barriers to further study is time, we have seen a parallel increase in demand
for e-learning".
E-learning involves using the internet as a classroom and training facility
rather than attending traditional lectures and tutorials. Hundreds of courses
are available online that can be accessed at work or at home using a PC with an
internet connection. Courses include learning software programs such as
Powerpoint. Offerings include a full MBA and a diploma and certificate in
business administration, plus all the other short and long courses available
through Net G and Thomson.
The company says its survey of 1200 organisations in New Zealand and Australia
shows that offering comprehensive education and training is fundamental to
attracting and retaining employees. More than 90 per cent of employers
taking part in the survey believed further education and training contributed to
effective succession planning and to attracting new talent to their organisation,
Harland says. "More than 80 per cent of the organisations surveyed spend more
than 1 per cent of their payroll budget on staff education and training. More
than half the respondents will increase this budget over the next 12 months. "I
believe this is a direct response to the massive skills shortage we now have in
New Zealand."
Harland says companies were likely to offer more e-learning options if they were
more cost-effective than traditional learning and offered employees more
flexibility.
A study
by the Sloan Consortium, which promotes online learning, shows that 2.6 million
students worldwide took an e-learning course last year.
An online survey conducted by Chandler Macleod found that almost 90 per cent of
2000 respondents believed e-learning would be of benefit in learning and
development programmes.
www.prweb.com
San Diego, CA (PRWEB)
February 9, 2005
Employee Performance and Retention
Improved through Online Training
Companies Find E-Learning an Economical Way
to Invest in Human Resource Development
Studies have shown that workers who receive regular training from their
employers are more productive and develop a stronger sense of company loyalty. (TrainingMag.com).
"When employees feel valued, they perform better. Customer satisfaction and
staff retention are a direct reflection of the type of environment you create
for your employees," says Chuck O'Keefe, national manager, associate dean for
the University of Toyota.
And this has a direct impact on the bottom line. San Diego consultant Bob Nelson
encourages clients to invest in and show employees that you care enough about
them to help them grow. "Stop thinking about employee training as a business
luxury. Training isn't just something we do when we have money to blow. Training
is something we do to differentiate ourselves from the competition."
One of the fastest-growing sectors of Human Resources management today is
Internet-based training, reports Oracle Corporation. Why is this? According to
Dave Meyer, Founder and President of Training4Business, a provider of an
e-Learning software product that is customizable and incorporates step-by-step
proven learning methods, "Not only is online training convenient, accessible
24/7 and capable of providing timely training materials, but it is remarkably
affordable." In comparison to traditional instructor-led courses, e-Learning can
reduce training costs by 30-60 per cent and cut the time needed for instruction
by 20-40 per cent reported the Advanced Distributed Learning (ADL) Initiative.
Bersin and Associates estimates that the number of companies using online
learning to train employees will grow by 50 percent in 2005. Just as the
Internet has changed the way companies do business, it is dramatically changing
the delivery of workplace education and training. Both the content and the
processes of learning have been profoundly altered because of the accessibility
of information and the multi-way interactivity provided by the Internet,
according to author Dr. Frank Rennie.
"If you look at all the things that revolve around the employee, e-Learning is a
big piece of that picture," said IBM Senior Product Manager Chris Reckling in a
recent interview.
Education and Development were indicated by a Merrill Lynch report profiling the
US market for corporate training services as the number one source of
competitive advantage for companies. Investing in Human Resource Development by
providing cost-effective, time-saving, just-in-time online training not only
gives employees the knowledge and skills they need, but results in increased
performance, productivity, loyalty and profits.
For for more information, visit:
www.Training4Business.Com
http://www.stuff.co.nz
Stuff.co.nz - New
Zealand
By AMANDA WARREN
30 March 2005
Demand Soars For Workplace Training
Demand for workplace training is soaring as skills shortages hit employers, a
new survey shows.
Human resources firm Chandler
Macleod Group has found an increasing demand for employee training and
e-learning courses as management moves to attract and retain staff.
A survey of 1200
New Zealand and Australian organisations found 90 per
cent believed further education and training contributed to attracting new
talent to their businesses.
The survey also revealed the
amount of money spent on further education was growing. More than three-quarters
of the 1200 respondents said their business spent more than 1% of their payrolls
on employee training and education. More than half planned to increase education
budgets over the next year.
Chandler Macleod Group general
manager John Harland said skills shortages, low unemployment and a booming
domestic economy meant employees were in the driving seat. "This means
organisations urgently need to implement strategies to avoid the high costs
associated with staff turnover," he said. "We have found training and further
education to be one of the most effective tools for employee retention." Harland
said e-learning had also grown in popularity, with employers keen on flexibility
and cost-effectiveness. "Employee education and training is now a major business
priority, and organisations are clearly putting their money where their mouth
is," Harland said.
Canterbury Employers' Chamber of Commerce chief
executive Peter Townsend said the workplace training industry was growing in
response to high demand from businesses.
He described the skills
shortage as a "positive problem" in that it encouraged employers and employees
to work together to increase productivity.
It also allowed more flexibility in the workplace, giving people who could not
work full time the opportunity to get involved.
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