Every organization is faced with the reality that the Baby Boomers really are going to retire. We’ve been talking about this for years but the deep recession and slow recovery helped to obscure the issue. During this time, overall hiring was subdued and retirements were delayed. Now, as recovery has taken a stronger hold, concern around recruiting and retaining the most valuable employees is moving back onto the front burner. Generation X is a much smaller group than the Baby Boomers and the Millennials aren’t ready to move into the leadership roles. These realities, combined with the higher technical skills and educational requirements, will add to the challenge of finding and holding on to professionals with in-demand skills.
Attention to retention is critical. Your employer brand is visible whether you can see it or not.
Love ‘Em or Lose ‘Em is a Wall Street best seller that gives 26 engagement strategies to busy managers. Far too often managers and leaders are a day late and a dollar short. The “Talent War” for the knowledge workforce is on again (it never really ended). Employees who stay current on their technical and functional skill sets, adapt to change, and work well with others are always hard to find. How equipped are you to engage and retain your good people when their options increase and a headhunter calls?
“I am underpaid.”
“I can’t stand my boss.”
“I HATE my job.”
These are very powerful statements that I hear on a regular basis from normal people all around the country. These statements come from actuaries, bankers, food production professionals and sales people who are frustrated. Normal, talented, hardworking people are humbled every day by confounding professional situations that affect them both inside and outside the normal work hours – these frustrations permeate their personal lives, affecting spouses, children and others in their wake.
Over the past couple years, with an increasing number of employees being laid off and unemployment rates climbing across the country, we have been experiencing a primarily employer-driven market. Instead of posting job openings and praying that someone will apply, employers have been posting positions and then weeding through hundreds of resumes. Hiring managers have become more specific in their searches, screening out people who don’t have experience with the most recent version of a software package or who are missing one key word on their resume.
There are undoubtedly many different factors that contribute toward someone developing into a great leader. In previous Aureus Group blog articles, we’ve addressed the importance of demonstrating effective communication skills when interacting with colleagues in the workplace. Well what about emotional intelligence? How does one’s emotional intelligence impact their ability to be a top performer in the professional world?
The employees you hire can make or break your business. Don’t make the common error of skipping the job analysis and updating of job descriptions. Take the time to figure out your staffing needs and know what you’re looking for in an employee before you actually start looking. This exercise will save you time and money in the long run.
C&A Industries, parent company of Aureus Group, brought its mission statement to life late last year when we introduced Mission Man, C&A’s very own super hero and mascot. Mission Man is on a mission to recognize employees who go above and beyond incorporating C&A’s mission statement values into their daily endeavors.
Mission Man paid a visit to the Systems Division of Aureus Group in May armed with words of praise and Mission Man candy tins for Jillian Huston, Linda Aughenbaugh, and Gabe Romero.
Last month we shared what motivates elite talent to leave their employer in the Top Talent newsletter. By examining leading Aureus Group candidates who have been placed by our organization during the last 60 days, we were able to get an idea of what is driving career changes in 2010. Here’s a recap of what these top candidates shared with us:
We all know that hiring and retaining the best employees drives our businesses to success. Unfortunately, this is still an area which many organizations don’t properly invest in.
Who are your key employees? You know, the ones who always complete projects on time and the quality of their work is considered elite in your industry? Your “go-to” people for new ideas, the ones you rely on in times of crisis and generally to take on extra work? Having this person on your team allows you to sleep easier just knowing they are there. However, are these valued and talented members also keeping their job options open?
Although the economy won’t completely recover this year, the SI Review and Bureau of Labor Statistics, as well as staffing analysts expect it to greatly improve and we are already seeing the light at the end of the tunnel. As I mentioned in last month’s article, an increase in temporary orders and use of a contingent work force has historically been a sign of growth in all industries. However, the turn from contingent employees to a full-time head count will most likely be slower than in the past due in part to the many challenges facing businesses right now.