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Strategies & Market Trends : Bob Brinker: Market Savant & Radio Host -- Ignore unavailable to you. Want to Upgrade?

To: Greg Butcher who wrote (8380)	10/13/1998 11:55:00 AM
From: Jeffrey D	Respond to of 42834

OT TO ALL* For my friends on the Brinker thread, unless you are a sole practitioner or have reached "critical mass", the following article on the employment situation out there in the private sector should be of interest to you. Jeff <<DRAKE BEAM MORIN FINDS COMPANIES FIXATED ON MAXIMIZING WORKFORCE ROI; -------------------------------------------------------------------------------- Recent Survey Highlights Key Employment Trends - Job Markets Still Dominated by Constant Change, Churn Factor... - - High-performance Workforce More Critical Than Ever... - - Specialized Training is a Valued Employee Retention Tool... - - Innovative Staffing Approaches Not Without Own Challenges... - BOSTON, Oct. 13 /PRNewswire/ -- These are some of the more interesting developments Drake Beam Morin (DBM) is finding in today's job markets, according to the firm's quarterly Employment Trends Outlook. The study polled senior executives at Drake Beam Morin, the world's leading career management and career transition consulting firm, on key employment trends they've encountered in working with major U.S. and international corporations. "We're finding that today's dynamic business climate is making it imperative that companies take a much more pronounced role in managing their workforce," said Craig Sawin, chairman and chief executive officer at Drake Beam Morin. "This increased involvement is manifesting itself throughout the employment cycle, whether it involves the need to downsize, hire staff, issue employee buyouts or focus on retention." Key Findings Study respondents cited the following trends: -- The "Churn" Factor -- Recent low unemployment figures don't tell the whole story. Companies are undergoing constant change or churn, as a result of buying, selling, merging or entering new markets, all to stay ahead of their competitors. In some cases, these changes may require layoffs. A recent study of transitioning executives in DBM programs found that roughly 40 percent lost their jobs due to reorganization or mergers and acquisitions. However, because of the continued strong job market, those in transition are often able to find new positions more quickly than in the past, often in just a few months. -- High-Performance Enterprise -- To stay as competitive as possible, organizations need top-flight performers. Instead of shunting average or below average workers off to less mission-critical areas, many companies today are opting to cut their losses by implementing contract buyouts for underperformers. A recent story in the San Francisco Chronicle reported that Ford Motor Company and Applied Materials have implemented performance-based buyout programs to shed less productive staff. This refining process has the added benefit of enabling companies to devote greater energies to developing and rewarding strong performers. -- The Ones You Keep -- Without question, employee retention remains the number one employment issue that companies face today. Most organizations realize that the key to employee retention goes beyond compensation. Some companies are taking extra steps to keep their people motivated and productive and to help them pursue their career development objectives in-house. Xerox has increased employee satisfaction and retention by inviting high-potential up-and-comers to its "Chairman's Forum" a three-day offsite with chairman Paul Allaire to problem solve and polish their executive skills. A recent story in the Wall Street Journal notes that Procter & Gamble offers a specialized program called "Mentor Up," where women employees advise senior male colleagues on issues affecting women in corporate culture. Internal surveys show a marked increase in job satisfaction among P&G employees. -- Staffing Hurdles -- Given the current economic volatility and uncertainty, companies are opting for alternatives to full-time staff. This is especially true among high-tech firms, most notably in the semiconductor sector, which has used long-term temporary employees or permatemps to fill critical positions during hiring shortages and downsizings. Computerworld notes that temps currently number about two percent of the workforce. Still, these innovative staffing options are not without certain risks. Some companies are questioning the long-term commitment of these individuals, their potential to inflate staff salaries and the possible need to provide them with benefits if their assignments last for years. -- Easing Transfer Re-entry -- In recent years, employees sent overseas for international assignments have found the experience a mixed blessing. While the transfer often adds a new dimension to their careers, their return into a changed organizational culture can create significant problems. Reduced autonomy, infrequent opportunity to use knowledge and skills gained overseas, and settling for lower-level positions upon repatriation frequently lead to resignations. To meet these challenges and boost retention, 3M has developed a comprehensive support structure for foreign service employees that begins at transfer acceptance, runs during the overseas assignment and continues after they return. The program is managed by volunteer spouses of 3M executives who have repatriated. 3M's approach includes an "outbound program," an expatriate newsletter, re-entry awareness seminars and re-entry mentor programs. "There's no question that this is a very complex job market, in which companies need to be creative, flexible and proactive from a staffing standpoint to meet today's dynamic business demands," said Sawin. "Truly innovative organizations are taking extra steps to ensure that they have the requisite talent and expertise to continue to drive their companies forward, during growth periods, and workforce reductions.">>