In today’s fluid business environment, employers are still struggling to find the right kind of talentwhen they need it. But what does it take to build a truly flexible, modern workforce? It takes a creative strategy and a nimble game plan. For example, a growing number of companies rely on a remote talent pipeline that scales up or down with their organization’s requirements.
In this podcast episode, we explore how employers can improve organizational resilience by tapping into a diverse pool of qualified specialists whenever the need arises…
Meet Our Guest: Vicky Mackie
This week, I’m excited to speak with Vicky Mackie, SVP of Talent Operations at Toptal — the world’s largest fully remote workforce of top talent that enables companies to scale their teams. Vicky plays a central role in matching clients with talent who have specialized expertise, on-demand.
Prior to joining Toptal, Vicky honed her strategic and operational acumen as a management consultant at Bain and Company, where she helped executive teams in multiple industries tackle their most pressing issues.
With her depth of experience, I know Vicky has loads of helpful advice to share about talent strategies that support business agility. So let’s get started!
Why a Flexible Talent Pipeline Is Essential
Welcome, Vicky. The concept of a flexible workforce seems to be gaining even more popularity now. Why do you think this model works so well, especially in an unstable business climate?
When building a talent pipeline, great leaders rely on data. What metrics are we trying to hit? What projects will help us reach those goals? From there, you can build out your recruiting pipeline over the next 6 months, 12 months, 18 months.
But although planning is still very valuable in an unstable environment, you can’t always predict the future. So the option of a flexible workforce helps supplement full-time workforce planning. It also helps fill gaps when things are uncertain or unexpected.
For example, you can flex capacity up and down as needed. Or you can tap into highly qualified talent much more quickly. Or you can find a new type of talent that matches growing demand for emerging technologies, like AI and Generative AI.
Linking Flexible Talent With Remote Work
How do you see talent management evolving with the shift to remote work and the need for flexible talent?
Research by Manpower Group says almost 80% of companies face talent shortages today. And with the pandemic, companies saw firsthand how effective remote work can be, right? Now, more processes and technologies are available than ever to make that experience incredibly smooth.
So, to attract talent that will differentiate your company, you need to leverage remote work. You’ll not only find and attract the best talent, but also retain them.
And because you’re not limiting yourself to a specific geography means you’ll have access to capabilities you may not have had in the past.
Staying Productive Through Change
While building a flexible remote pipeline, how can employers maintain quality and productivity?
First, make sure you rely on a vetted network. By ensuring the people in your talent pool are really experts in their field, you remove the risk of working with contingent talent.
Also, you’ll want to be sure you’re considering the broadest, most diverse pool you can find, so you’re able to choose the best available talent for each role.
Lastly, it’s important to build a culture around outcomes and results. When you’re in the office, you can see people doing the work. A remote environment is different. So focusing on outcomes helps people produce high-quality work without micromanagement.
How Work Culture Fits In
That point about culture is key. It’s important from the outset, right?
That’s right. You want to treat flexible talent as part of your team. They are part of the solution to the problem you want to solve. They’re the experts. And they want to be partners with you.
So you’ll want to be very clear about what success looks like. Investing in that kind of onboarding will improve the experience for everyone.
Learn More About Building a Strong Talent Pipeline
For more insights about how your organization can benefit from a flexible talent pipeline, listen to this full podcast episode. And be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts and Spotify.
You’ll also find a wealth of helpful insights and resources for employers on the Toptal Blog.
And anytime you want to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram. Let’s talk!
https://talentculture.com/wp-content/uploads/2023/08/Is-your-talent-pipeline-prepared-for-turbulent-times-WorkTrends-podcast.png6001018Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2023-08-25 11:39:272023-09-14 18:54:57Is Your Talent Pipeline Prepared for Turbulent Times?
In a world filled with uncertainty, one thing is certain. “Business as usual” is no longer a realistic strategy. So, during unusual times like this, is it wise for companies to continue hiring? Many employers say yes. But others are turning to creative alternatives like outsourced labor. Here’s why:
Despite lower inflation and a temporary pause in lending rate hikes, the U.S. economy remains shaky. Some experts still say a recession is likely. Yet even though job growth has recently gained some steam, layoffs continue to spook employees — especially in the tech sector. And who can blame them? After all, technology companies have laid off nearly 211,000 people this year. At the same time, the number of open tech jobs has plunged from a high of 477,000 last August to only 168,000 this month. Chilling.
Even so, employers continue to grapple with the country’s ongoing labor shortage. In May, the unemployment rate remained low at 3.7% (about 6 million people), while job openings inched up to 10.1 million. In other words, many more jobs are available than today’s unemployed Americans can fill.
All these variables are making workforce planning especially difficult. So, rather than debating whether to downsize or expand your workforce — why not consider doing both? This strategy may seem counterintuitive. But it actually lets you retain valued employees while hiring talented candidates who want more work stability.
Of course, for this to succeed, your company’s reputation, benefits, and culture must be top-notch. U.S. employees are interested in organizations with a vibrant work culture backed by strong core values. In fact, 75% of employees say it’s “very important” to work for a company with well-defined values. And almost 20% of employees consider it the most important factor for job satisfaction.
If your company neglects these things, you could lose current employees. What’s more, attracting strong new talent will be much more difficult. For ideas about how to make the most of this strategy, keep reading…
How to Hire Quality Talent Amid Labor Shortages
When hiring, prioritize quality over quantity. The importance of hiring the right people can’t be overstated. It may feel good to receive hundreds of applications for an open position, but it won’t necessarily make things easier. If only a few applicants are qualified, you’ll need to spend many more hours of review and deliberation to find them. This unnecessary effort only makes your hiring process less efficient.
If you choose to hire full-time employees, seek out candidates who have worked at startups or other scrappy environments. This kind of work experience suggests that a candidate is resilient, resourceful, and comfortable wearing multiple hats.
Alternatively, consider hiring contingent workers. Because outsourced labor is ubiquitous and inexpensive, this is an attractive solution during talent shortages. Outsourced workers can focus on repetitive, easy-to-learn tasks so your full-time, in-house employees can spend their time on more strategic activities. This increases organizational efficiency and effectiveness. It also enhances the employee experience, which should improve workforce retention.
It’s also worth keeping in mind that the current labor shortage is expected to persist. If so, employee hiring and retention challenges are likely to continue. As a result, many companies could turn to outsourced staffing as a long-term solution. That’s a compelling reason to put successful outsourcing practices in place from the start.
5 Ways to Boost Workforce Performance With Outsourced Labor
Keep in mind that managing outsourced labor differs from managing in-house staff. To make the most of your outsourced workforce, try these tactics:
1.Invest inStructure and Quality Control
Designate one or several points of contact to manage outsourced labor roles, responsibilities, check-ins, and quality standards. This creates structure, which in turn prevents confusion, missteps, and other problems. It ensures that your contingent team members are aligned with your organization’s objectives and functional needs. Plus, it encourages two-way communication that helps minimize disengagement, quiet quitting, and excessive turnover.
2. Schedule Regular Check-Ins
Touching base with outsourced staff and outsourcing partners helps maintain accountability, transparency, and trust. By conducting weekly or biweekly check-ins, you can identify and address issues more quickly and keep the relationship moving forward smoothly.
I’ve seen several clients hire and onboard outsourced staff, and then treat it as a “set and forget” business arrangement. Soon, expectations became unclear, and clients didn’t get what they needed. Keeping in touch with contingent employees is vital to be sure everyone stays on the same page.
3. Don’t Overlook Onboarding and Training
An effective onboarding and training plan sets up outsourced workers for success. By providing the information, resources, guidance, and support needed to perform well alongside in-house employees, you can optimize the business value of contingent staff.
Unfortunately at many companies, onboarding is lackluster — even for in-house hires. In fact, according to Gallup, only 12% of employees think their organization does a great job of onboarding new people. With so much room for improvement, effective onboarding is likely to become a key trend in the future of outsourcing.
In my experience, new hires don’t start strong without complete information and training. They’re less likely to understand their role, and often they’re unsure where to go for answers when questions arise. This can lead to unnecessary mistakes.
However, when organizations plan and deliver thoughtful onboarding, they’re rewarded with motivated people who feel empowered to hit the ground running. So taking time to onboard both in-house and outsourced staff can quickly boost your team’s overall efficiency, productivity, and effectiveness.
4. Watch for Hidden Costs
An outsourced labor strategy is often a budget-friendly move. However, hidden costs can potentially erode any financial advantages. For example, you’ll want to pay close attention to the cost of communication and coordination with outsourced workers, as well as the cost of compliance with local labor laws and regulations.
When selecting an outsourcing provider, choose one that is transparent about prices. Also, look for a provider that adds value with payroll, human resources, and compliance services. This reduces management complexity for your organization and minimizes unexpected additional expenses.
5. Protect Against Security Risks
Unfortunately, data security risks are a modern business reality — especially when you rely on outsourced labor. Of course, some security breaches are unintentional. This is where proper upfront training can build awareness and help staff protect sensitive data and systems.
Regardless, intentional threats still exist. Although your trust in contingent staff will naturally increase over time, proactively protecting your business is mission critical. Some of my clients have experienced security breaches because they shared a little too much data and information before new hires settled into their roles. You don’t want that to happen.
To minimize exposure, carefully review outsourcing provider agreements for indemnification clauses that protect you in the event of a security breach. Also, your organization should use password-sharing tools that make it easy to detect and lock out workers who pose a threat.
A Final Note on Outsourced Labor
For most organizations, business uncertainty and talent shortages continue to play havoc with workforce planning. In this environment, it’s critical to determine how your organization can operate effectively and efficiently, no matter what. Hiring the right people is essential. But if you’re reducing headcount or slowing your hiring rate, outsourced labor is an attractive alternative. Relying on contingent staff to augment your in-house team can help you cut expenses and improve business efficiency without compromising core functions. And when managed well, this solution can help your organization effectively weather today’s economic challenges.
https://talentculture.com/wp-content/uploads/2023/06/Hiring-Outsourced-Labor-Heres-How-to-Maximize-ROI-TalentCulture.png6001018Marti Willetthttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMarti Willett2023-06-27 10:00:482023-12-06 13:04:55Hiring Outsourced Labor? Here’s How to Maximize ROI
Businesses everywhere are still grappling with tremendous change, as pandemic aftershocks continue to roll through the global economy. Although most Covid-era restrictions are behind us, organizations large and small are still dealing with significant people-related issues. Workforce capacity planning is just one piece of this complex, multi-faceted puzzle. But if you’re an employer, rightsizing your workforce has likely become one of your top priorities during these turbulent times.
One of the most serious repercussions of the pandemic involves talent — or the lack thereof. Companies aren’t able to hire enough skilled workers to meet their operational needs. This inability to attract and retain qualified talent — coupled with inflation — is driving compensation higher. In fact, according to the March 2023 U.S. employment cost index, civilian wages continue to increase, up 5.0% over the past year. And depending on the industry, some workers are asking for even more.
This means employers are having to get creative when attracting and sourcing talent. For example, some are focused on rightsizing their workforce to maintain operational efficiency while qualified workers are in short supply. And many companies are downsizing and upsizing simultaneously, as they adjust to continuously changing industry challenges and trends.
Effective Workforce Rightsizing Isn’t Only About Efficiency
For numerous organizations, workforce rightsizing involves reliance on contingent workers. This can be a smart choice. Contractors and temporary workers often provide the flexibility needed to operate efficiently and effectively, even when market demand shifts or business priorities change. This strategy is also attractive because it helps protect internal employees and their core responsibilities.
Even so, a flexible workforce might not be enough to weather a negative business cycle. It may also be necessary to make the difficult decision to lay off existing employees. Obviously, the most challenging aspect of downsizing is deciding which employees to lay off.
Is it best to make these decisions based on individual performance? What role should seniority play? And how can you be sure your remaining team will have the skills, knowledge, experience and motivation to sustain your business through tough times and support future growth?
If layoffs are followed by a hiring freeze, there’s the additional question of how to retain remaining employees. What will you do if critical contributors decide to resign? The last thing you want to do during a business downturn is jeopardize a product launch, revenue goals, or customer experience.
It’s important to recognize that drastic workforce adjustments can trigger problems with stress, morale, and engagement. Naturally, staff members who aren’t laid off are likely to soon wonder, “Is more bad news on the way?” or “Am I next?”
Even in an era known for record levels of voluntary resignations, job loss is foremost on employees’ minds. In fact, it is the top concern among 85% of people, according to the Edelman 2022 Trust Barometer. Concerns like this can prompt even the most loyal team members to start hunting for a new job. And without proactive intervention from leaders, this kind of “flight” response can spread and upend your organization’s efforts to regain stability.
Rightsizing Your Workforce: 4 Key Strategies
When rightsizing your staff, finding the right balance isn’t easy. It’s even more difficult when you need to downsize one department while upsizing another.
You can certainly be upfront about your intentions — and you should be. Transparency and clear communication are essential when managing change. However, you can’t afford to lose sight of the fundamental challenge every organization must face. You must determine the best way to anticipate and respond to potential business fluctuations. Here are a few ideas that can help:
1. Include Contingent Workers in Your Plan
By definition, contingent workers serve as supplements to your core employee base. They generally work on a project-by-project basis. As such, adding contingent workers to your plan offers significant flexibility when rightsizing your team becomes necessary.
In fact, 63% of organizations told SAP Fieldglass that contingent workers enable greater organizational agility. What’s more, 62% believe contingent workers are essential for filling key IT and digital skills gaps. For example, when companies experience a sudden influx of work, they can call on this scalable talent pool for quick access to the right capabilities.
2. Be Strategic About Any Hiring Freeze
When initiating a hiring freeze, one of the biggest mistakes companies make is to halt all recruitment activities and contingencies, entirely. It’s important to continue hiring-related processes. This way, when the need for additional help arises, you can more easily pick up where you left off and maintain operational continuity.
Even if incremental roles are temporary, you’ll be better able to tap into the skills needed to support critical business objectives. In fact, 61% of companies told SAP Fieldglass that contingent workers help accelerate their speed to market. In other words, relying on flexible staffing can actually help you continue to scale during a hiring freeze.
3. Treat Skills Development as a Long-Term Investment
Don’t be shortsighted about talent recruitment or development. Focusing only on the skills you need now can leave you scrambling to fill critical roles down the line. In addition to the skills and competencies you need today, emphasize what will be essential for your business in the next few years.
Investing in professional development also gives you a chance to leverage learning and growth opportunities in your recruitment efforts. It can help your job openings stand out in today’s environment, where jobseekers value employers that emphasize learning and career advancement.
4. Leverage a Talent Marketplace
Essentially, a talent marketplace is a system that helps employers align talent with open roles. It can work one of two ways:
Internally, you can use this kind of system to facilitate employee mobility, helping individuals pursue different roles based on their skillset. Or you can redefine and reorganize an employee’s existing role so it better aligns with your organization’s changing needs. This process can be especially helpful during a hiring freeze.
Externally, a talent marketplace can help organizations open the door to freelance, temporary, or gig workers who are qualified for hard-to-fill roles. Think of it as creating a larger, more agile talent pool that lets you secure the right skills at the right time, while saving costs typically associated with recruiting and hiring internal employees.
Final Notes on Rightsizing Your Workforce
Pandemic aftershocks are still reverberating through the business world — and organizations will continue to be disrupted by unexpected external factors. As a result, smart employers are staying open to more agile workforce planning and management strategies.
Today’s successful employers are already rethinking the way they recruit, hire, manage, lead, compensate, and redeploy talent. Rightsizing your workforce is just one piece of this larger puzzle, but it can make a significant impact on your organization’s long-term success.
https://talentculture.com/wp-content/uploads/2023/06/Rightsizing-Your-Workforce-In-the-Face-of-Economic-Change-TalentCulture.png6001018Tania Fierohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTania Fiero2023-06-05 10:00:532023-06-05 09:47:46Rightsizing Your Workforce in the Face of Economic Change
EDITOR’S NOTE: This is the last article in a 4-part series sponsored by Unit4. The series outlines a new approach to talent strategy for people-centric organizations. This final post looks at why and how employers should rethink job design.
As we close this series about how employers can reinvent their talent strategy for the future of work, we turn our attention to one of the most important ways to attract and engage the people your organization needs to succeed. Namely, we’re looking at why this is the right time to revisit your approach to job design.
For most of the past 100 years, employers have used the same techniques to scope job vacancies, write job descriptions, and hire employees to fill roles. But these classic job design methods aren’t particularly efficient or effective.
In fact, only about 50% of interviewed candidates who receive a job offer actually become employees. Plus, the talent acquisition process, itself, is expensive. This means the perceived cost of a “bad hire” is so steep that decision-makers often become paralyzed. And that inaction forces organizations to offset costs by relying too heavily on long tenure.
It’s not an ideal solution by any measure. But focusing on the 4th talent strategy pillar can help you address these issues. How? Read on…
Reworking Job Design: Where to Start
Employers can no longer afford to ignore the need to address ever-changing talent rosters. Average employee tenure is decreasing, even as demand for future-ready skills is increasing. This means leaders must fundamentally rethink the way they structure jobs.
Here’s a good starting point: Design new roles based on the assumption that whomever your hire will stay onboard for 2-4 years. Then work backward from there.
In this game plan, onboarding and robust initial training are especially important, so you can ensure faster time-to-value from new hires. In addition, jobs designed with shorter tenure in mind will benefit from being supported by onboarding and “bedding in” processes that are much more tightly controlled.
This means that skills mapping, employee learning, and professional development will need to become a more prominent part of the HR function, along with talent pipeline development. It also means that the skills you expect to develop in employees should become central to the benefits you offer candidates.
Reframe Benefits for Shorter Job Cycles
In addition to packaging skills as benefits, you’ll need to reorient benefits so they’re compatible with shorter terms of service. Rewards for time-in-role or time with the company are relics that don’t make sense in today’s workplace. They need to be replaced.
For better results, focus on performance-based incentives for contributions to specific projects and programs with more clearly defined targets and expectations.
What Does This Look Like? An Example
One way to illustrate this new approach to job design is through the rise of the contractor. This increasingly popular option is a way to tap into skilled talent on a temporary basis. It helps employers find and deploy people more quickly, while simultaneously reducing operational overhead and risk.
At the same time, contractors benefit from more options in today’s predominantly hybrid working environment. They also benefit from a faster learning curve that comes from working on a more diverse portfolio of projects over time.
Reliance on contractors has increased dramatically—but not at the same rate in every region. For example, in the U.K., contractor usage has grown by about a third since the 2008 financial crash. By comparison, in the U.S., it has surged by the same proportion since only 2020.
Nevertheless, the shift to a contingent workforce shows no sign of diminishing. And many organizations still struggle to find permanent employees in today’s tight labor market. So the advantages of hiring contractors make project-oriented hiring a highly attractive option.
Repackaging Jobs to Attract Top Talent
In your job descriptions, do you still use this kind of phrase?
“The successful candidate must be willing to…”
If so, prepare to leave that kind of thinking behind. Instead, think in terms of asking this question:
“How do you want to work for us?”
In other words, you’ll need to let new hires determine some of the terms of their engagement with you. This makes sense because it encourages deeper ownership of the role’s success. Besides, if you’re designing jobs around shorter “tours of duty” with specific goals and objectives, why not configure these positions so they can be performed on a contract or project basis?
This model offers multiple benefits:
You can more accurately assess jobs and redefine them so they deliver the most value to your organization.
You’ll be better prepared to tap into a much larger talent pool. (After all, the huge increase in today’s contractors is coming from somewhere. That “somewhere” is the rapidly growing segment of the working population currently seeking greater flexibility in how they market and sell their skills.)
Where to Find Help
This blog series may be over, but your job restructuring journey is just beginning. For an in-depth view of our insights into this and other future-minded strategies for people-centered organizations, download our white paper:
Also, as you consider technologies needed as the backbone of a reimagined talent strategy, we invite you to take a closer look at our ERP and HCM suite of solutions. These advanced platforms can provide the advantage your business needs to stay at the forefront in the future of work.
For example, you’ll be better equipped to:
Audit and map workforce skills
Target and deliver timely, relevant learning and development programs
Take the pulse of workforce engagement
Increase pay equity and transparency
Provide people with seamless connections to colleagues and resources in hybrid work settings.
In combination, these capabilities can help you build sustainable business value, going forward. To learn more about how Unit4 solutions can make a difference for your organization, book a demo here.
Related Reading
For other articles in this series, check the following links:
https://talentculture.com/wp-content/uploads/2022/10/Job-Design-Is-it-time-to-rethink-your-approach-Unit4-10-10-22.png6001018Heike Wiesnerhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngHeike Wiesner2022-10-17 10:02:132022-11-02 10:40:54Job Design: Is It Time to Rethink Your Approach?
The three of us have lived and breathed on all three worlds. We’ve been full-time employees, we’ve been independent contractors, and we’ve been entrepreneurs – all in varying capacities and with varying success. And sometimes we’ve been on two or even all three at once.
Because of this, we of course agreed that the way we used to work is long gone. We being myself, TalentCulture #TChat Show co-founder and co-host Meghan M. Biro, and founder and CEO of Zenith Talent Sunil Bagai, a recent show guest. We discussed how the days of primarily being full-time or part-time have given way to what we call the blended workforce – those individuals working as regular employees, freelance workers, and self-employed entrepreneurial talent side-by-side their full-time brothers and sisters.
Employers are now hiring record numbers of contingent workers and relying increasingly on this mix to achieve their goals. Staffing Industry Analysts research states that after rising substantially for a few years, the average percent across respondents has held steady at 18% since 2013. And earlier in 2015, a report by the Government Accountability Office showed that contingent workers make up 40 percent of workforce.
Not only that, we assumed during our discussion that these workers (us included) are happier, have achieved greater work-life integration and are profiting on their own. If that’s true, it’s welcome news for employers and workers looking to improve their opportunities.
And if it’s true, building and managing this blended workforce does still present challenges on almost every front – particularly when it comes to effectively sourcing and hiring contingent workers. It’s an on-demand world regardless of our classification – we want to do what we want, when we want and how we want.
That said, there are also no active or passive employment seekers on any level. Being called passive is a misnomer. It’s just incorrect. We’re all free agents loyal to the work we love to do first and foremost, and how we do that work, then those we do it with, around and for. So employers need to rethink the way their source, recruit, hire and onboard anybody for their organizations.
The three of us have also traversed two other interconnected universes that embody all three worlds above – one that supports us financially and the one that supports us emotionally and psychologically. I’m sure many of you readers have as well. The mix of breathable atmospheres is always dependent on where we’re at any given time, but I’d argue that the happiest of us frolic in our own by-design Milky Ways, with the heavy gravity of economic reality keeping us fixed in both spaces on any of the blended worlds.
Part of the softer gravitational pull does include how we perceive, consume and absorb like-minded cultures at those (blended workforce) opportunities – those that may feed our emotional needs. For example, 2015 Talent Board Candidate Experience research of over 130,000 job seekers revealed that what attracted more of them to specific employers over 40 percent of the time for Gen Xers, Millennials and Gen Z (or Centinnials) were the company values. For Baby Boomers it was number two, but still nearly 40 percent. And both men and women valued values over 40 percent. (An interesting note was that financial information was in the top five only for Boomers and men.)
While this is important from a recruitment marketing perspective, Josh Bersin shared new research by a research firm named Imperative that echoed the softer gravity and the fact that we’re much more productive, are higher performers and are significantly more likely to be net promoters of their organizations when we are doing personally fulfilling work in any capacity, outweighing any financial gain.
Ultimate success is relative and subjective, but I’d argue that we three have made our own blended worlds of work and gained invaluable rewards both tangible and intangible. That’s definitely the way to make a elevated living today.
https://talentculture.com/wp-content/uploads/2017/01/Growing-Your-Brand-Is-A-Process-Not-A-Destination.jpg7091065Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2015-11-16 13:00:382020-05-31 14:12:26Make Your Own Blended Worlds of Work
When you hear the words contingent, contracted, temporary or seasonal, what do you think of? Traditionally, the contingent workforce has been associated with the bottom rungs of the corporate ladder. They’re the people who can’t find real jobs. Well, the contingent workforce is growing in numbers, and taking over every rung of that ladder from the bottom to the top.
The contingent workforce has a new face. They are now the sought-after candidates with experience and flexibility; instead of the plan B hires they were not so long ago. Let’s take a look at this new and rapidly expanding workforce segment…
Life Is Sweet For Contractors
You might be as surprised as I was to find out what a Randstad study revealed. We’re no longer dealing with temp secretaries or paper pushers; the new contingent worker has his or her sights set much higher. Randstad’s research indicates that about 1/3 of temporary workers are currently holding supervisory or managerial positions. The research also revealed that 40% of companies reported finding their top talent through the contingent labor force.
Now that employers are starting to embrace flexibility and find smarter ways to hire and manage the contingent workforce, the sky is the limit for this segment. There is no longer a stigma attached to granting responsibility to contingent workers. Employers have traditionally been reluctant to hand over any measure of power to someone who may or may not be there in the future, but they are now finding that the contingent worker’s patchwork career of skills and experiences make them perfect candidates for even high-level, power-wielding positions.
Contingent workers are no longer the tactical, last-resort hires, but rather strategic additions to teams. That may be why 60% of enterprises plan to increase freelance hiring in 2014, as revealed by Tower Lane Consulting.
Employment Is For The Birds
The same survey revealed that 53 million Americans, or 34% of the population, qualify as freelancers. This swift rise in freelancers is the result of many factors:
“The rise of Uber, Lyft, Task Rabbit, Elance and other online labor marketplaces, combined with employers’ desire to lower payroll and insurance costs, has driven up the number of people cobbling together a living from freelancing.” – Susan Adams, Career Specialist
Beyond the environmental factors contributing to the rise of the contingent workforce, these workers have their own intrinsic motivators for changing the way we work. They love the balance, independence, diversity and flexibility of their career path. Here’s the breakdown from the Randstad Workforce 360 Study:
● 78% of contingent workers describe their experience as positive.
● These workers also express higher career satisfaction in several areas compared to their full-time counterparts.
● 31% of contingent workers enjoy perks like flexibility of schedule.
● 28% of contingent workers cite better compensation as a contributing factor to their job satisfaction.
● 21% of contingent workers value their career ownership.
Since the recession, employers have struggled to find a way to attract great talent while maintaining a balance between agility and budget. The contingent workforce went from being the backup plan to the ideal solution to the problem every employer was and is facing.
Human capital will always present the largest cost to organizations, making the contingent workforce all the more attractive. Employers can find the talent they need, when they need it, for as long as they need it, with little to no training. The reality now is that temporary workers are no longer a temporary workforce strategy; ironically enough, the contingent workforce is here to stay.
The lean and agile workforce that every CEO needs and wants will largely be comprised of these contingent workers. Today the contingent workforce is growing by 8.3% yearly, and that growth rate is only expected to increase. The real issue now falls on those employers who don’t have the capacity to attract and manage this workforce segment. Without the right tools, talent management of the contingent workforce can be disjointed and ineffective; rendering the positive benefits of hiring contingent workers a draw in vital resources.
Are you ready for rise of the new contingent worker?
About the Author: Raj Sheth is the CEO and Co-Founder of Recruiterbox.com, web-based recruitment software that helps growing companies manage their incoming job applications.
00Raj Shethhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngRaj Sheth2015-01-19 15:00:042023-06-03 20:06:58Finding Top Talent Through The Contingent Workforce
Developing an extraordinary internship program can be a long and winding journey. You’ll face plenty of bumps in the road, and perhaps lots of trial and error. And as we’ve seen in the news recently, you may even discover some controversy.
But overall, internships can be very beneficial for organizations — not just because enthusiastic young workers are contributing to your business goals. Internship programs can also open the door to a more diverse workforce, help add fresh perspectives to your brand, attract other young talent to your organization, and more.
Of course, employers aren’t the only ones who benefit. Although the state of the internship has shifted over time, its overarching goal remains the same — students and recent grads should gain something educational from their work experience. So, what do today’s interns really want to accomplish, and what else should employers know about them?
The following infographic, based on student employment data from InternMatch, offers insights to help employers map out a more effective internship program. Here are some highlights:
• 38% of interns want better pay
• 30% want opportunities to perform meaningful work
• 47% are interested in access to executives and mentorship
• California, New York, and Florida are three of the top states for finding college talent
Do any of these statistics surprise you? Check out the full infographic below, and share your thoughts in the comments area.
What are your thoughts? Have you experienced these trends — as an intern or as an employer?
Having a hard time finding the right employee for the job? You may be looking at the wrong group of candidates. According to recent reports, hiring within the flexible job market has steadily increased over the past 12 months. In addition, employers plan to hire more flexible workers this year than any other year before.
So, why is it in your best interest to consider flexible workers?
This infographic, compiled by Hourly (an employment network that quickly matches people who are interested in flexible positions with the right opportunities), illustrates why the flexible talent pool is the group to watch. Some noteworthy takeaways:
40% of employers plan to hire temp workers this year, and more than 80% plan to increase their flexible workforce;
25 million Americans work part-time, 20 million telecommute, and 10 million are independent contractors;
39% of temporary workers will transition into full-time jobs.
https://talentculture.com/wp-content/uploads/2013/08/httpwww.nicolelapointe-mckay.blogspot.com_.jpg351700Heather Huhmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngHeather Huhman2013-08-21 07:15:142020-05-25 17:52:005 Reasons To Hire Flexible Talent
(Editor’s Note: All of us in the TalentCulture community mourn the loss of our dear friend, brilliant colleague and mindful mentor, Judy Martin, who passed away unexpectedly on January 31, 2014. Her message and her life are a lesson for us all. We will forever fondly remember her humor, warmth and wisdom.)
(Origianl Editor’s Note: With the D.C. Navy shipyard shootings, and the recent anniversary of the 9/11 attacks, we’re reminded of the stressful effects that 24×7 news cycles can have on employee wellbeing. Here’s timeless advice from a stress management expert.)
This past spring brought a trifecta of tragic news to our nation — arguably throwing a painful monkey wrench of digital disruption into everyone’s work-life merge. Whether it was the Boston Marathon bombings, the devastating Midwest floods, or the fertilizer plant explosion that flattened the town of West, Texas, many of us were alerted to these events within minutes, and had to cope with the news while at work.
Chances are, no matter what headline appeared on your digital device or computer monitor, it had an impact on your emotional well-being — perhaps even eliciting a visceral response. This real-time digital disruption has now reared its head as the latest workplace stressor that both employees and employers must contend with. It’s one example of what I call “The Technology Paradox.”
What do I mean by paradox? It’s simple. The same technology that helps us keep in touch with family members, communicate with business colleagues, and stay on top of work projects also can deliver an instant punch to the gut in the form of disturbing news. It acts as an assault to the nervous system, creating tension that can diminish work performance.
Bad News And The Mind/Body Connection
Think back for a moment. How did you feel when you heard last spring’s harrowing headlines? Did you experience a mix of sadness, fear and concern? Perhaps your heart raced, your blood pressure spiked or you became short of breath. After-the-fact, putting a lot of energy into thinking about those events can also cause stress and anxiety that linger as ongoing tension.
Even a quick jolt of disturbing news can elicit an intense “fight-or-flight” response that releases adrenaline and cortisol into the blood stream. An unexpected breaking news event can rapidly trigger a stress response in the minds and emotions of people throughout an organization. Although humans are fairly resilient, and the stress response typically subsides within an hour, long-term consequences can develop. For example, studies show that elevated and chronic levels of cortisol can interfere with learning, memory, concentration, the immune system, digestion and metabolism.
So, what does this mean for a workforce that is “always on” in an era of 24×7 global news access? In a today’s competitive, social workplace, where computers and personal devices are ubiquitous, responding to breaking news requires awareness and guidelines that are beneficial to the rank and file. Even as recently as a decade ago, things were different. News traveled fast, but not in the “real time” marketplace that now exists. It’s wise for business managers to take this new workplace stressor into consideration. What to do?
5 Ways To Reduce Stress In The Face Of Breaking News
1) Acknowledge the event: Ignoring traumatic news only keeps feelings bottled up — or forces discussion to go underground. Quick, open acknowledgement provides a foundation for others to express an appropriate level of human concern.
2) Talking about it is OK: Continuous online and offline “water-cooler” discussions will naturally occur in the wake of catastrophic events. That’s human nature. Sharing opinions or feelings can be helpful. However, it’s important not to allow yourself, your team or your colleagues to become consumed by conversations that relive the events.
3) Be sensitive to coworkers: You may not know if a coworker is personally affected by the tragedy. Be thoughtful about how you speak about the event, and with whom.
4) Limit information intake: You may be tempted to follow a story closely after the initial news breaks. However, constantly checking on the latest developments wastes time, and can keep you locked in a vicious cycle of needless stress. If your work decisions or immediate personal life aren’t affected by having access to continuous coverage, then limit your intake — and encourage others to do so, as well.
5) Take time to digest, rest and build resilience: When disaster first strikes, attention spans immediately plummet. Be easy on yourself and co-workers as you regain firm footing. For some, a few moments of breathing, contemplation or a brief walk can go a long way toward processing the event. After the initial shock subsides, engaging in ongoing resilience-building activities can help reduce external sensory stress. Regular meditation, exercise or just listening to calming music can flip your energy and mind to a more grounded view, and away from ongoing drama.
How do you and your organization respond to tragic news in today’s “always on” environment? What ideas do you suggest for others who want to stay aware of news support victims, while remaining focused and productive?
(Editor’s Note: To discuss World of Work topics like this with others in the TalentCulture community, join our online #TChat events every Wednesday, from 6:30-8pm ET. Everyone is welcome. Learn more...)
https://talentculture.com/wp-content/uploads/2013/08/httppixabay.comenkeyboard-button-panic-eliminates-155722.jpg13571920Judy Martinhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngJudy Martin2013-08-05 19:04:312020-05-25 17:48:27Disasters And Digital News: 5 Ways To Cope At Work
“See the lonely man on the corner.
What he’s waiting for, I don’t know.
But he waits everyday now.
He’s just waiting for something to show.” –Genesis
Contract Work Wears Many Faces
They wait on street corners and in parking lots, flanking big box home improvement stores and local hardware stores. They cluster in groups to keep one another company, hoping together for better opportunities ahead. They keep their distance from the entrances, waving their hands low or snapping their chins back in earnest as cars pull up and in to park. They smile hopefully and wait for a sign that work awaits in your front yard, around your house, at your construction site or at your business office.
We call them “day laborers.” They’re mostly men, who may also be illegal immigrants. They have low-wage skills and are willing to toil in high-risk work environments for cash on an “as needed” basis. (This assumes that they will actually be paid at the end of the day, but there are no guarantees.)
I’ve never hired one of these workers myself. However, I know others who have, and who’ve thankfully paid them for their labor.
Talent Supply Meets Demand: Old School
What does this have to do with TalentCulture? Actually, in many ways, the classic “day labor” model is starting to seem closer than ever to a professional career path.
This week in #TChat forums we’ve been talking about on-demand talent, the rise of the contingent workforce, Humans as a Service (HuaaS) and talent “clouding.” It’s been a fascinating ride; however we’ve focused primarily on how it applies to specialized skills and talent, including business services, marketing and IT — and how this approach can help companies reduce fixed costs associated with headcount. It’s considered edgy — and it’s supported by emerging technologies and innovative business practices.
But there’s another world of work that operates in parallel each day. The one defined by low-wages, high risk and physical labor. Its an on-demand labor market that has become commoditized over thousands of years. Yardwork. Household maintenance and repair. Household chores. Cash and carry.
Can you perform these tasks well? Some of us are handy with DIY projects, but don’t ask me to install a sprinkler system (found a friend to help with that one) or clean my rain gutters (my lovely wife forbids me to climb ladders). Could you fix your own plumbing or electrical systems? Not me — although I did install a dimmer switch once with great pride (and a fair share of sweat and cursing).
Talent Supply Meets Demand: A New View?
While powerful new talent software platforms and freelance online clearinghouses now help us manage today’s on-demand, fluid “professional” workforce, let’s not forget that we’ve been clouding humans for a long, long time. But if we’ve learned anything from history — especially with more recent worker protections and employment laws — we should be mindful that this new world of specialized project work could eventually be commoditized — and not for the better.
Yes, the economics will fluctuate with supply and demand, and business will find efficiency in digital pathways to just-in-time talent. Yes, many are choosing to offer their talent independently — not because they must, but because they prefer operating as free agents. But many others are not so comfortable in that zone.
For now, those who have the skills, the savvy, and the determination to package and promote themselves professionally will help drive their own opportunities, while the corporate world rethinks vendor management.
I just hope that this kind of talent clouding doesn’t arrive on my corner anytime soon.
#TChat Week-in-Review: “Cloud Talent” Guests
Because “Talent as a Service” is a new and complex concept, we invited two experts in HR innovation to inform and guide this week’s discussion:
Also, by popular demand, we’ve captured below links to the week’s various activities and resources, to help you easily find, review and share information now and in the future. We look forward to hearing from you early and often as the conversation continues to evolve within the World of Work.
#TChat “Cloud Talent” Resource Links
See the guest videos on Tim McDonald’s post now…
SAT 3/30 “Sneak Peek” videos: In bite-sized interviews with our community manager, Tim McDonald, both Richie Etwaru and Jason Averbook weighed in with a definition of “Talent as a Service.”
TUE 4/2 #TChat Radio Show Both Jason and Richie joined our radio hosts to clarify the business issues and opportunities associated with talent “clouding” strategies. It’s a fascinating 30-minute session for anyone interested workforce trends and their impact on global business management, as well as individual careers.
WED 4/3#TChat Twitter Jason and Richie returned — this time to connect directly with the TalentCulture tribe live on the Twitter — for a dynamic discussion about the realities and possibilities of “clouding” as a talent strategy. See highlights from the conversation in the slideshow below…
SPECIAL THANKS: Again, thanks to Jason Averbook, and Richie Etwaru, for contributing your time and expertise to help inform and inspire our community. We look forward to continued dialogue with you both on “talent clouding” and other World of Work topics.
NOTE TO BLOGGERS: Did this week’s events prompt you to write about “humans as a service” or related issues? We’re happy to share your thoughts. Just post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
WHAT’S AHEAD: Next week, we shift gears to consider how to understand and move beyond workplace stereotypes, with guest experts John Wilson, Founder and CEO of WilsonHCG, and Ashley Lauren Perez, a WilsonHCG Sourcing Specialist and highly regarded HR blogger.
Until then, we’ll continue the World of Work conversation each day. So join us on the #TChat Twitter stream, or on our new LinkedIn discussion group. And feel free to explore other areas of our redesigned blog/community website. The lights are always on at TalentCulture, and your ideas and opinions are always welcome.
https://talentculture.com/wp-content/uploads/2013/04/httppixabay.comgetc1af2f587fca94cbccb01365116361man-76196_1920.jpg-001.jpg367700Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2013-04-04 02:11:032020-05-25 16:35:02Clouding: Can it Cross the Job Chasm? #TChat Recap
Over the past decade, the concept of Software as a Service (SaaS) has transformed the way we work, learn and live. Individuals and organizations, alike, have welcomed the convenience, flexibility and efficiency of on-demand applications – delivered from “the cloud” over digital networks.
Not surprisingly, business strategists now wonder how this “cloud” model can transform other aspects of business management. And in the World of Work community, we wonder — can this “on demand” model be extended effectively to human resources? How?
#TChat Focus Topic: Talent as a Service
First, let’s be sure we’re on the same page. What exactly do we mean by “Talent as a Service” (TaaS)? As I explained yesterday in a Forbes.com post, “Will Leaders Embrace Talent in a Cloud?” think of it essentially as recruiting on an as-needed basis from a cloud-based talent pool.
Of course, this already happens, as contingent workers are sourced for temporary assignments and projects via online freelance clearinghouses and similar services. But I can’t help wondering if this approach will scale effectively and efficiently for the global enterprise, as well as smaller companies and consultants? What does this mean for professional skills development and knowledge sharing? And what are the implications for corporate cultures, everywhere?
#TChat Guests
Some of the most innovative minds in human capital management and cloud technology are now focused on these questions. And I’m thrilled to say that two of those experts are joining the TalentCulture Community this week!
I expect a week filled with both future-thinking predictions, as well as actionable advice. And I’m sure that this is only the start of a conversation that will continue to resonate with our community for a long time to come! Join us for this week’s events, and let’s talk about the possibilities!
#TChat Radio
#TChat Radio — Tuesday, April 2 at 7:30pmET (4:30pmPT)
Both Jason and Richie will join Kevin Grossman and me to tackle key issues that come with “clouding” strategies.
Join our weekly online forum, and share your thoughts with others about these key questions:
Q1: Do you think that “Human as a Service” models will really take hold? Why or why not? Q2: How can the process of “clouding humans” create competitive advantage for business? Q3: Could “clouding” humans be immoral? Unethical? Do you see HR compliance issues? Q4: What processes should business leaders put in place to scale true on-demand talent, globally? Q5: What kinds of HR technology requirements will facilitate on-demand talent now? In the future?
Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed and on our new LinkedIn Discussion Group. So please join us share your questions, ideas and opinions.
I am so over the global economic upheaval. Aren’t you?
Apparently, so are employers who’ve had to make ruthless staffing choices in order to survive. Repeated layoffs, reduced benefits and increased workloads. It hasn’t been pretty. But necessity is the mother of invention. And to “make it work” along the way, business has embraced an unprecedented shift toward contingent labor. In fact, an estimated 40% of the U.S. workforce now operates on a part-time or contract basis.
Should I Stay Or Should I Go?
But what does it all mean for the future of work? Well, this free-agent shift cuts both ways. Although the allure of a variable-cost workforce may seem sexy for an organization’s bottom line, too much of a good thing has its consequences. Recently, while the romance between employers and freelance talent has flourished, relationships with employees have eroded.
And engagement isn’t the only weak link in the talent chain. According to research by Bersin By Deloitte, organizations will struggle to find, develop and retain the skilled talent they need to expand in the years ahead. Ouch. So where is the love?
A New Employment Relationship Normal
This week, the TalentCulture community looked at issues and opportunities in this new era of hired guns. Our goal was to generate ideas for a more sustainable talent model – one built on relationships and focused on value, competence, trust and mutual respect – regardless of cost or contractual requirements.
Two forward-thinking talent strategists helped guide our interaction:
Below are highlights and links to resources that we hope you’ll find helpful. If you know of related articles, or want to share ideas of your own, feel free to add a comment below, or include the #TChat hashtag to your posts on Twitter. The TalentCulture channel is always open, so don’t be shy!
G+ Hangout Video: Career strategist Dawn Rasmussen briefly explains why professionals should continuously market themselves, regardless of their job status.
TUE 2/5
#TChat Radio Show: Dawn joined Greta Roberts, and radio hosts Kevin W. Grossman and Meghan M. Biro, to discuss the upside and downside of today’s talent acquisition and retention realities.
WED 2/6 #TChat Twitter: Participants from around the @TalentCulture community gathered around the #TChat Twitter stream to share their expertise, experiences and opinions about the changing shape of today’s workforce, and the consequences for business and individuals.
NOTE: To see highlights from yesterday’s #TChat Twitter forum, be sure to watch the Storify slideshow at the end of this post.
Closing Notes & Highlights Slideshow
SPECIAL THANKS: Another shout out to Dawn Rasmussen and Greta Roberts for contributing your time and expertise to TalentCulture events this week! Your insights challenge us all to think more carefully about both sides of the employment equation.
NOTE TO BLOGGERS: Did this week’s events inspire you to write about contingency workforce trends or other workplace issues? We’re happy to share your thoughts. Just post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
NEW: We’ve expanded to LinkedIn! If you like participating in groups we invite you to join us there anytime at TalentCulture – World of Work.
WHAT’S AHEAD: Next week – we’ll look further into the realities of today’s work world, as we talk about why and how companies should focus more carefully on recruiting from the nation’s unemployed talent pool. Don’t miss “The Business Case for Bridging the Unemployment Gap” on #TChat Radio, Tuesday, Feb 12, at 7:30pm ET and on #TChat Twitter Wednesday, Feb. 13, at 7pm ET. Look for details next Monday via @TalentCulture and #TChat.
Coffee girl! Pic at Starbucks. #tchat http://pic.twitter.com/JadcGdVuDawn Rasmussen
@KevinWGrossman chocolate has always been the key to my heart http://www.twitpic.com/c1giu0 … oh and cash #TChatSylvia Dahlby
BOOM! We’re off >Q1: Do all these shifts in the employee-employer relationship mean they’ve broken up for good? Why? #TChatMeghan M. Biro
#TChat A1: Larger employers are acceptable with the turnover just like the money they waste in their marketing budgets.Anthony Ryan
A1-The relationship has matured and evolved to a diff level given the changes in tech and global mobility on the whole #TChatSonalee Arvind
A1: Long-term relationships happen when both understand clearly why they “fit” and work to inspire each other #TchatDan Schultz
A1 It especially hurts youth. Experience paradox – how do you get experience if no one will hire you without it? #TChatMarc Cibulka
A1. I’ve been in temp jobs that treated me LIKE I was temp- no one trained me or used me as an asset. Shame. #tchatAshley Lauren Perez
#tchat A1 Too much of the current relationship is driven by Cos avoiding employee benefit paymntss rather than by ideals.Michael Leiter
A1 – The market is completely different & relationships have changed – it’s much too risky to think w/yesterday’s lens #TChatLeAnna J. Carey
A1: Those in-house “intrapreneurs” that add so much are now becoming “Entrapreneurs”… can I say out-house ppl? #TChatTom Bolt
A1. Relationships are never broken as long as both parties are willing to communicate. The opposite of love is not hate but apathy #tchatSatya Solutions
A1 Companies like the ability to hire without long term commitment. Works like a probationary period. #tchatEmilie Mecklenborg
A1, Employers have figured out there are a lot of folks who are not work keeping around #SadButTrue #TchatDave Ryan, SPHR
A1: The shift is due to economics – doesn’t make sense to have employees that negatively affect the bottomline #tchatJen Olney
A1: who says old employee-employer relationship was more ideal? #TChatStephen Van Vreede
A1: Mass-Entreprenuership is not a viable model on a larger scale. You’ll always need an employer/employee relationship. #tchatJoey V. Price
A1 The relationship has evolved bcs. of market forces. Both must look through different lens 2b sustainable; there is no alternative #TChatLeAnna J. Carey
A1: it is a negotiation and isn’t the goal always a win win?? #TChatLori~TranslationLady
A1. Don’t think it’s broken for good- just for awhile until more of the boomers retire. #tchatTerri Klass
A1 This shift may bring more situations of worker misclassificaton. Thoughts on that? #tchatTim Baker, CHRP
A1 I believe this generation has grown accustomed to the “try and buy” hiring style. Opportunity for employers to cut costs. #tchatAndrew Grossman
A1 – long term trend away from traditional employment. Co.’s learned it was cheaper to outsource to contractors #tchatRichard S Pearson
A1 – Degree of Employer/Employee relationship broken is inversely proportional to communication and culture. #TChat #GeekKeith C Rogers
A1: Don’t think they’re done for good, believe they’re going thru an evolutionary change. #TchatRobert Rojo
#TChat A1. If Ee is still with Er and vice versa, they must reap something out of it, i.e. not totally “broken”, is it..LiChing Ooi
A1. Jobs change every three years or less. Important to realize that employee:employer trends may also follow that pattern #tchatCream.hr
a1 I think orgs are hiring slow and firing fast without setting people up for success in between. Want them off & running #tchatAlli Polin
Q2: Do you see a world of work where the employee & employer ever get back together, like it used to be? Why? #TChatMeghan M. Biro
A2 contractors play a vital role in strategy #tchatOrgz Consulting
A2 Yes! The Love is not lost, just that the vows have changed! #TchatSonalee Arvind
a2 Temp = no respect…. consultant = respect. Both may bring specialized skills #tchatAlli Polin
A2: Employers have to take responsibility for environ and contractors have to make it about more than just $$ #TChatRoger Veliquette
A2 – Why would ER hire someone w/o a personal brand? A personal online brand is no longer a nice to have #TChatLeAnna J. Carey
A2. If contingent workers are becoming the norm companies need to create a new team model- be more inclusive #tchatTerri Klass
A2: Yes, contractors will be the new ‘purple squirrels’ with all the new skills they have added to their repertoire. #tchatDaisy Wright
A2: treating people as expendable bc they are freelancers will backfire. Talent is never expendable in any form. #tchatSusan Mazza
a2 Whole divisions are being outsourced to large staffing agencies & becoming contingent workforce. Hard shift 2 make #tchatAlli Polin
A2 – no such thing as the “good old days” and no turning back, unless WWIII reduces the earth to radioactive mudball #TChatSylvia Dahlby
A2 Our research shows 39% of independent workers (freelancers, etc.) feel MORE secure than if they had a traditional job #tchatSteve King
A2: Contractors may become the new rockstars when they have skills no one else has. #TChatDr. Janice Presser
A2: The winners in the new skills-based world will be those who ramp and scale quickly with singular or multiple gigs. #TChatKevin W. Grossman
A2. There is such a thing as ‘collective talent’ – so that when an ee leaves a team (e.g. end of contract) team IQ drops #tchatJane Watson
A2: More folks are finding that its better to depend on themselves then be beholden to a organization #tchatJen Olney
A2 We’ve shifted from relational to transaction relationships. You never know, it might shift back when it becomes too transactional #tchatChristopher Yeh
A2. Maybe for some. A mostly contingent workforce has disadvantages. I wrote about neuroscience research on ‘intelligence of teams’ #TchatJane Watson
A2 The workforce will definitely continue to expand and innovate. Workers are learning to depend on themselves more than their jobs. #tchatBeverly Davis
A2. Hopefully not if it includes an isolating top down hierarchy #tchatCream.hr
A2: No. We’re not going back, so don’t turn around, lest you become pillar of salt :) #TChatStephen Van Vreede
A2) Why should we revert? Why not just create a better “new normal” for both sides of the equation? But we need a sustainable model. #tchatExpertus
A2. I’m not sure it will but I think the workforce can benefit by bringing some of those old qualities back and work it with the new #TchatKimPope
A2 Really depends if the company wants a contract “for service” or “of service”…big difference #tchatTim Baker, CHRP
A2: A lot of this change has to do w/ the economy and how risky a business is willing to be. If things stabilize, employees will too #tchatSpark Hire
A2: A few roles can be lifelong. Seasonal and contract work will continue to be significant. #TChatRoger Veliquette
Q3: Contractors & part-timers are “pan-opportunists.” Is this what they want? Does it help or hinder #innovation? #TChatMeghan M. Biro
A3 Innovation is a result of people’s mind , not their time. Smartness is being Value driven not time driven #TChatSonalee Arvind
A3: Augmenting staff with contractors to help solve business driving challenges can really accelerate time to solution #TchatDan Schultz
A3: If you don’t thrive in ambiguous situations, don’t freelance. #TChatDr. Janice Presser
A3 There is loyalty but longevity of being at a company for 10+ years will not be as popular as it once was. Ppl today crave change. #tchatEmilie Mecklenborg
A3. Better faster way to the C-Suite: Create an organization. #tchatMichael Clark
A3: Is there loyalty out there anymore?? #TchatRobert Rojo
A3: Some companies will continue to reward loyalty, especially those in hard to fill locations. #TChatDr. Janice Presser
A3: Pan-opportunists can be great but difficult executing a 5 yr plan with rotating talent. Some corps can do well, others not. #TChatJanis Stacy
A3 – it is a tremendous challenge for co.’s to manage teams of freelance – laws gov. contract workers much diff. than employees #tchatRichard S Pearson
A3. The workforce today is filled with creative people who crave flexibility. #tchatTerri Klass
A3: Contractors are typically specialized. Orgs have to know why they are using them and how to use them or else why? #TchatDamon Lovett
a3 It doesn’t work for everyone though… many still want security over variety & choices #tchatAlli Polin
A3: Met Maslow’s basic physiological need of survival. #TchatRobert Rojo
A3 – contractors can be much more objective bcs. they are not ingrained in the culture & unpack business models more easily #TChatLeAnna J. Carey
A3 Very successful freelancers/contractors – about 2.2 million in US make more than $100k – value control and flexibility #tchatSteve King
A3 contracts must be used strategically, your most focus should be on your own work force. #tchatOrgz Consulting
A3: Perhaps not. But reality is that they must go extra mile to prove value. Doing what reg emps won’t. #tchatMark Salke
A3: Creation/innovation teams are never exactly the same twice. Flux is normal for inno. #TChatRoger Veliquette
A3: Sometimes the part-time opportunity is a foot in the door to something permanent. #tchatDaisy Wright
A3: The workforce of today is highly unique and virtual = The Pan-Opportunist Works! #TChatMeghan M. Biro
A3. Neither. Influx stems from a changing job economy. It’s innovation from its start #tchatCream.hr
A3 #Tchat I know both ppl who get contract job after another & I know some ppl who scrape by. A consistent flow of opptys is best.Cyndy Trivella
A3: Not really any one answer. Some folks thrive more in “permanent” roles while others thrive in serial “permanent” roles. #tchatVizwerxGroup
A3: Contractors & PTs *see* the issues that e’ees & e’ers probably don’t ~there is a wealth of knowledge to be shared! #TChatNancy Barry-Jansson
A3: If employers were more willing to hire contractors FT (or consider them more part of the team), it’s likely many would stay. #tchatSpark Hire
Q4: Social media leads employees & contractors into other orgs’ arms. How can leaders use it to foster fidelity? #TChatMeghan M. Biro
A4. Build internal digital village first. Make mistakes-improvements. Then, open to the world via social media. #tchatMichael Clark
A4. Healthcare organizations outsource doctors. Crazy. #tchatTerri Klass
#TChat A4: By doing EXACTLY what their social media is SUPPOSED to be doing, FOSTERING & actually GROWING relationships with their employeesAnthony Ryan
A4: Skills come, go and change. Let’s be flexible enough to play to – and hire for – strengths. #tchatknack
A4 – it’s just outsourcing that started big time decades ago – to individuals instead of companies #tchatRichard S Pearson
A4: You want your employees to be your brand ambassadors treat them like ambassadors – give them good hors d’ouvres. #TChatDr. Janice Presser
A4: The US has always been a nation of “At-Will” employment. Except in Montana… lol. #tchatJoey V. Price
A4 Teach your employees how to use social media to become thought leaders. It benefits them and the whole org. #tchatHolly Chessman
A4: Don’t blame #SoMe. No room to grow in-house means looking externally for opportunity. #TChatRoger Veliquette
#tchat A4 Social media builds cross (org) border communities. They bring in talent as well as draw them out.Michael Leiter
A4: Build trust. Those who don’t feel trusted will seek greener pastures #tchatJen Olney
A4. Be agile, up to date, stay with the trends. Learn what your employees want so they’ll want to stay in your arms #TchatKimPope
A4 Leaders can use SM to foster fidelity through engagement!! Be visible & build relationships within the org #tchatAlli Polin
A4: Just like unionization: Stop trying to regulate it and treat your people well. It’s pretty simple really. #TchatDamon Lovett
A4 social media helps determine which orgs spend the time engaging employees. If that’s you, then you’ll keep more people #tchatGoldbeck Recruiting
A4: Fidelity to an organization may be an outdated concept. #tchatVizwerxGroup
A4 Fidelity is earned. Orgs need to make contractors & part-timers feel welcome and accommodate their new associates #TChatEnzo Guardino
A4: They can start by trusting their employees on social and wasting time & money on trying to block it!(HOO-AH) #TChatSusan Avello
A4 Engage employees on the web — esp. when it comes to recognition. Robust employer social media helps. #tchatAndrew Grossman
A4: An employer brand and the atmosphere/trust in a team (contractor included) can and should involve social media. #tchatSpark Hire
A4 – If you’re taking care of your employees then you have no reason to worry. I don’t think there’s a talent black market going on. #tchatJoey V. Price
A4 – by signing contracts for freelancers for terms of projects – by keeping them in a positive environment so they will want to stay #tchatRichard S Pearson
A4 – SoMe is a huge required skill set for growth & survivability for both EE/ER – digital is a game changer #TChatLeAnna J. Carey
Q5: What are some specific strategies for employers to rekindle the romance with their employees? #TChatMeghan M. Biro
A5) Oddly I see TONS of posts using term “employee” even tho we’re trying to look at the 40% of workforce that is outside that box :) #tchatExpertus
A5: Engage the employee! Everyone wants to contribute and play a big role in their company’s growth #TChatJeffrey Fermin
#tchat A5. Get to really know about them. Everyone is motivated by different things. Some seek $ others flexibility. Personalized approachMichael Chopp, PHR
A5: Show them some love and make them feel that their opinions matter. #tchatDaisy Wright
A5 #Tchat Employees need to remember, the employer is not a mind reader. If U want something address it head on with them.Cyndy Trivella
#tchat A5 Many ways: flexibility, team building, recognition, training and empowerment. Make the effort to be meaningful and authenticStan Phelps
A5: two words – Reciprocal Trust #Impact99 #tchatTim Baker, CHRP
A5. The romance might be stronger if each party stops being sketchy, holding cards close to heart. Be transparent. #tchatAshley Lauren Perez
A5. Help create a company narrative that includes all the employees’ stories. #tchatTerri Klass
A5: Authenticity needs to return to the workplace relationships #tchattanvi gautam
A5 #tchat Clear expectations, roles & responsibilities are critical to employee engagement; which improves relationship.Anna Christina
A5 who brings money at your work? Employees. Care them and develop them.. #tchatOrgz Consulting
A5. Be open and transparent, using your own challenges and failures as examples. #tchatMichael Clark
A5 Listen to employee feedback. Constructive and effective communication. #tchatEmilie Mecklenborg
A5: Include growth plans for positions and individuals as part of strategic business plans. #TChatRoger Veliquette
A5 – Empower your teams to solve hard problems, the days of ivory executives sitting in the tower doing everything are over #TChatJeff Moore
A5: Co-creating the map of the future and co-owning it will lead to a space where folks feel they are in it together. #tchattanvi gautam
A5: Mood lighting… wine and roses in the office… and a little Barry White? LOL #tchatDawn Rasmussen
A5 Ask them what they care about. Do a values exercise. Incorporate the values in the organization. #TChatMelissa Lamson
A5 Be flexible, every worker has a different source of meaningfulness in work #tchatChristopher Yeh
a5 Let people go to off-site training & conferences. Good ideas aren’t only found inside of the org #tchatAlli Polin
A5: Humanize. #tchatMark Salke
A5 Make it clear which jobs and roles will be done by permanent employees & what jobs and roles will be done by contingent workers #tchatSteve King
A5: Engage, engage, engage…make them feel like they belong. #TchatRobert Rojo
A5: Engagement is key – at the level where the employee wants to be engaged #tchatVizwerxGroup
A5: Start by bringing your WHOLE self to your work every day = Be true to you. #TChatMeghan M. Biro
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2013-02-06 20:56:042020-05-25 16:17:00Feeling the Freelance Love in Today's Workplace: #TChat Recap
You know the story. Once upon a time, companies courted new talent with the promise of a lifelong relationship. “Work” meant employment and job security for years, if not decades. But the romance has died, for better or worse. According to the Bureau of Labor Statistics, an estimated 40 percent of all U.S. workers currently operate on a part-time or contract basis. And, as Bersin by Deloitte says:
The contingent workforce is now a permanent fixture, so many elements of talent management, recruiting and engagement are being extended to these mobile ‘free agents.’
Really? Just how well are companies rising to the occasion in this highly scalable new world order they’ve created? Are contractors still considered second-class citizens in most corporate settings? What’s being done by leading-edge companies to ensure that contingent workers fit into the culture and engage with the organization? Without funding from hiring companies for professional development, is the future of the contingent workforce at risk? And what does this mean for business innovation and competitiveness, overall?
Here are the questions we’re asking at TalentCulture World of Work events this week:
Q1: Do all these shifts in the employee-employer relationship mean they’ve broken up for good? Why?
Q2: Do you see a world of work where the employee & employer ever get back together, like it used to be? Why?
Q3: Contractors & part-timers are “pan-opportunists.” Is this what they want? Does it help or hinder innovation?
Q4: Social media leads employees & contractors into other orgs’ arms. How can leaders use it to foster fidelity?
Q5: What are some specific strategies for employers to rekindle the romance with their employees?
Click on the image to see the preview at #TChat Radio and, on the day of the show, to listen and participate.
Just a reminder — we do the #TChat dance twice every week now. So, join us first on Tuesday, Feb. 5, for #TChat Radio from 7:30pm ET / 4:30pm PT. Then, on Wednesday, Feb. 6 — from 7-8 pm ET (6-7pm CT, 5-6pm MT, 4-5pm PT, or wherever you are) — we’ll revisit the employment romance, on #TChat Twitter.
Joining us as guests for both the chat and radio show will be Greta Roberts (@gretaroberts), CEO at Talent Analytics Corp. — a company using analytics to link raw talent with business performance — and Dawn Rasmussen (@dawnrasmussen), founder of Pathfinder Writing and Careers, a boutique resume writing and career management company.
It’s a Valentine’s Month–themed #TChat this week, so let’s check in for some World of Work relationship counseling. Is the employment romance really, truly over? Or can the employer and employee — full-time, former, part-time, contractor or other — really still be friends?
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2013-02-04 20:50:322020-05-25 16:15:56Is the Employment Romance Really Over? #TChat Preview
The official word, that there’s economic uncertainty, is so 2012. We’re all cheerful and happy the economy produced 155,000 jobs last month (not completely, but we’re trying for some enthusiasm here).
So have we turned the corner? Can we all relax and think about careers instead of jobs? Well, perhaps the answer is a guarded yes. And besides, it’s always time to move beyond hanging on to your job — time to begin with active career management.
More than anything else, active career management is what helps you to stay employed, wherever your career takes you. While job creation numbers might be less than auspicious, it’s time, yes, for employees, leaders and HR pros to get back in the game. Take control. Manage your life, your career and your future prospects. No one else will — but they’ll certainly manage to find someone else, who does.
This week’s #TChat World of Work and #TChat Radio are all about career management — what, how, when, where, how and why. We’re going where we haven’t in a year or two — to take a look at what it takes to actively manage a career, with stops along the way to look at barriers and challenges, and at how the topic has changed.
Here are this week’s questions:
Q1: What are the biggest career management challenges for professionals today and why?
Q2: What are the top three activities job seekers should focus on this year and why?
Q3: What are the hot professions today, and what are employers looking for in every employee?
Q4: Will the online profile eventually be the demise of the resume? Why or why not?
Q5: What are the best technologies job seekers should be using in their search and why?
Click to visit #TChat Radio on BlogTalkRadio
Join us Wednesday night, Jan. 9, from 7-8 pm ET (6-7pm CT, 5-6pm MT, 4-5pm PT, or wherever you are) for a #TChat where we’ll talk about getting back to being in control of our careers. Mark Babbitt (@YouTernMark), CEO and founder of YouTern, will be our moderator, backed by yours truly (@MeghanMBiro) and Kevin W. Grossman (@KevinWGrossman).
Now, while many of us who participate regularly in the weekly #TChat Twitter Chat are unemployable freelance free spirits who wax poetically — and I say that with all due respect — I’d argue that most of those full-time and part-time jobs are on the job, meaning required to be in the office, in periodic collectives to individual desk time, most of the time.
My fellow free spirits may throw me statistics saying, “But look — more companies are open to telecommuting; more people are working from home!” Maybe. And maybe they’re working from home only one day a week, or every other week. Not a watershed moment in the progressive world of work history, but better than a stick in the eye, as my dad always says.
Keep in mind that when start-ups are building teams, most prefer to hire the core teams in their near vicinity to ensure a cultural gelling of sorts (not counting the development teams, which could be all over). And the rest of the corporate world really does want to see the white of their employees’ eyes, even if they have offices all over the world and do talk virtually to one another.
Back to us unemployable free spirits — that’s my name for those of us who would have a really tough time confined full-time or part-time to a 5′ x 5′ cubicle and a cold, gray metal desk, complete with locking cabinets stuffed with unusable stuff. Unemployable free spirits are the ones who challenge the status quo, who launch new, innovative ideas and businesses, and who help to generate new jobs. We’re the ones who move and school when it comes to changing the world of work, who convince business leaders to lighten up and embrace social media.
We’re the ones who help to inspire self-management and empowerment and working remotely, even autonomously when need be (and we do need be). We’re the ones who say employment brand and corporate brand are one and the same and should be treated as such.
We can’t have us without the other. The very nature of the 21st century bold entrepreneurial spirit has risen from the ashes of companies and jobs burned right down to the ground, while the interconnected global economics still pull painfully like a grand tug-of-war over a foggy moat of muck and misery. The teams of us and them and you run along the moat banks until we find the shortest distances across, finding common ground in reaching the other side, some semblance of progress.
It’s then that the connective hardware and software tissues of choice unite us all collaboratively, the fleeting phantom sinews that appear in the mist.
That’s when the magic happens.
Thank you for joining us, and check out the slide show below of yesterday’s chat. Your tweets lent insight into just what, exactly, it means to be on a team today — and it means a lot. If you missed the preview, click here. We’ll see you next week.
Storified by TalentCulture · Thu, Jun 14 2012 14:46:18
Hey #SHRM12 friends, we’d LOVE to hear from you at #TChat (http://su.pr/1FP6NA) at 7PM ET today! http://pic.twitter.com/Y14EbERaTalentCulture
#TChat Q1: Where do teams operate today: at work, elsewhere, or both?Rayanne
A1: Both! Technology allows teams to work from anywhere. One of our teams consists of folks in SF, Brazil, and the Philippines #tchatJoshua Barger
A1: Home & Virtual Offices, from Mobiles and Laptops, Starbucks to airports and Cubicle to Closed Doors. There is no longer a “norm” #tchatRayanne
A1. Highly effective teams operate at work and elsewhere. The key term there is “highly effective”. #TChatInsperity Careers
#Tchat A1 Teams operate in various places today. Workplace, remotely from home, coffee shop, library, really any place that has WIFI.Cyndy Trivella
A1: We work almost completely in the cloud. A few of us are geographically close, but can’t always meet in one place. #tchatBlogMutt
A1: #PinkPonies runs an L.A. based team via Google+ hangouts, Facebook, Pinterest and email… #3PChat #teams #Tchatprettypinkponies
@Ray_anne A1. Both! Location is evolving. It’s abt being able to get the work done and not so much where you are. #TchatAnita
#tchat A1 Teams are the medium through which all significant work occurs these days. To think big means to have a team perspective!Michael Leiter
#tchat a1: it’s a little of both. Better question – where don’t they operate!Michael Danubio
A1: I have two desktops, iPad, laptop & fully-loaded mobile device from which I work. My teams are as close as my internet connection #tchatRayanne
A1 Teams are very “customized” today ~ designed/created to work the best & at their best ~ whereever/however #tchatCASUDI
A1: I would say both, but each has its own specific rules. #TChatTom Bolt
A1: The Entire WORLD? #TChatMeghan M. Biro
A1 Effective teams work everywhere, not just at work. #tchatLouise DiCarlo
A1: I’d argue still more folk in the office, in person, then virtually elsewhere. #tchatKevin W. Grossman
Precisely! Great point +1 @mdanubio4: #tchat a1: its a little of both. Better question – where dont they operate! #TChatMeghan M. Biro
#Tchat A1 Being able to conduct business from anywhere is indicative of our society and how mobile we all are.Cyndy Trivella
A1: 24/7, offshore resources means around the clock work! #tchatPlatinum Resource
MT @cyndytrivella #Tchat A1 Teams operate in various places..Workplace, remotely from home, coffee shop, library..any place that has WIFI.Joe Sanchez
A1: My biggest problem (I’ve said this before): remembering where I saw a message: EM, Tw, FB, LI, IM, Text ??? So many ways to comm #tchatRayanne
A1: Teams seem to operate everywhere…depending on the “project” and “purpose” determines
how & how well they work. #TChatBarb Buckner
A1 From my days in healthcare, a mixture of in-house & remote teams; whole depts and/or project-based teams #TchatClaire Crossley
A1: Anywhere something great is happening #TChatJess ‘Babs’ Bahr
A1) Teams are everywhere. Virtual, office, wherever. Only requirement is working together towards common goal. #TchatKarleen Harp
#tchat. A1: Teams today are highly flexible and virtual….We adapt as far as technology will take us.Early Careerists
A1: With more virtual teams working on projects work and elsewhere are the same. #TChatTom Bolt
A1: With new flex schedules combined with technology teams today work anywhere at anytime. #tchatBeverly Davis
A1: I have colleagues in London and Sydney. Internet has sure helped these communications. #tchatRayanne
A1: Our teams collaborate online, in-person and separately. #3PChat #Tchatprettypinkponies
A1. Teams and teamwork are happening in all areas of work and professional lives. #tchatTerri Klass
A1: I attended University of Phoenix online and even there we had teams for out classes and projects! It was a requirement #TChatBarb Buckner
A1: A “regular office” is no longer the norm #tchatRayanne
A1. Teams are universal operations in the workplace & beyond & now form part of or compete with communities. #tchatSalima Nathoo
A1: In the office, remotely, coffee shops, via webex. Basically if you can connect ppl w/ some way to communicate, its there. #tchatEmilie Mecklenborg
A1: all is remote for my org ;-) #TChatStephen Van Vreede
#Tchat A1 As long as a people are given the means to communicate, most will.Cyndy Trivella
A1: Putting together an “elsewhere” virtual team means making special efforts to build relationships. #TChatTom Bolt
A1: We have teams all throughout the country, Canada, and Europe. But it takes a good culture to make it work #tchatAlere Wellbeing
#Tchat A1 The speed at which information flows requires us all to be nimble and agile to keep up.Cyndy Trivella
A1: Teams are everywhere that people are working together to make things better. Definitely not only in the office. #tchatBright.com
A1: I do think a lot of “us” – here now – are the growing exception to the in-office standard. #tchatKevin W. Grossman
A1. Don’t confuse teams with mere working groups. Teams have more focus and are cohesive. #tchatTerri Klass
A1: 12 years ago, initiated home-based call center agents nationwide, then added collocation facility #TchatStephen Van Vreede
Wise nuance here >> @gingerconsult: Its just a base these days @ray_anne: A1: A “regular office” is no longer the norm #TChatMeghan M. Biro
A1: Even brainstorming sessions are more prevelent these days…less info just passed on and more collaboration #TChatBarb Buckner
What’s regular anyway :-) @gingerconsult: @ray_anne: A1: A “regular office” is no longer the norm #tchatCASUDI
A1 As brick & mortar operations have decreased, virtual teams have increased. #tchatMarla Gottschalk PhD
A1: No more boundaries. Anywhere anytime #tchatHusamettin Erciyes
We want to hear more @ITtechExec: A1: 12 years ago, initiated home-based call center agents nationwide, added collocation facility #TChatMeghan M. Biro
#tchat A1: most recently I supported a team of 170 w ppl in US/Canada/Chile/China & JamaicaErin Hommeland
YES! And Yes @MRGottschalk: A1 As brick & mortar operations have decreased, virtual teams have increased. #TChatMeghan M. Biro
A1 Also – there are no definitive work hours anymore… Virtual is 24/7 #tchatLouise DiCarlo
I feel the same way! @CASUDI: Whats regular anyway :-) @gingerconsult: @ray_anne: A1: A “regular office” is no longer the norm #TChatMeghan M. Biro
A1: In today’s technological world teams can work from anywhere in the world! Only caveat is they have to still collaborate! #TChatPadma Mohanram
“@ITtechExec: A1: 12 years ago, initiated home-based call center agents nationwide, #Tchat” –> ahead of ur timeMichael Danubio
A1: Teams exist on their own, outside context of projects; ppl who belong to them yearn to work together again, someday. #TChatBrent Skinner
A1: Make it a priority to *meet* and touch base 1-2x a week to make sure everyone is on the same page. #tchatEmilie Mecklenborg
regarding Teams: Q2: How do leaders lead when professional networks are more fluid than ever? #TchatRayanne
A1 Teams today have the opportunity to work form anywhere at anytime. Takes a bit more co-ordination but technology makes it possible #TChatLinda Jonas
#tchat A2 Professional boundaries dissolve in the face of teams that focus on impact rather than prof identity.Michael Leiter
A2. Leaders have to be able to adapt to the changing ways of business. Only those who can will be successful leaders. #TChatInsperity Careers
A2: Leaders must be in the conversation stream and there is a need for more transparency because there IS more transparency #tchatRayanne
A2: Leaders need to stay true to core principles and always be on a learning path to enhance their approach. #TChatJon M
A2: Leaders lead by being equally involved…just sitting back and observing doesn’t cut it anymore #TChatBarb Buckner
A2 Through influence & expertise, not title. Results are key #TChatJess ‘Babs’ Bahr
A2 The better you lead, the more fluid the team, need to check your ego at the door, guide & encourage them, let them take the credit #tchatLouise DiCarlo
#Tchat A2 Leaders need 2 lead by setting example. If leaders embrace & accept fluid workspace, direct reports will B quicker 2 adapt.Cyndy Trivella
A2: Leaders have to be flexible and open to using all forms of medium & communication to interact with the team. #tchatEmilie Mecklenborg
A2. Good question. How do they lead? Not too well, IMO. All these tools to communicate & still don’t use them well. #tchatSheree Van Vreede
A2: By hiring those who self-manage and take care of business. #tchatKevin W. Grossman
A2 We need to be inclusive in our leadership w/ fluid teams & networks; engage so remote people don’t feel “out of touch” #TchatClaire Crossley
A2: Leaders of fluid teams must stay informed and make sure that the communication is transparent to all. #TChatTom Bolt
A2: Employees/Team members need to feel “part of” – there are so many ways to get info now, that even more transparency is a must. #tchatRayanne
A2. Leaders who adapt with the technology are typically more successful. They understand the needs and are progressive. #TChatInsperity Careers
A2. Learn, engage, adopt & repeat. The learning process never ends and open communication should be the norm. #TchatAnita
A2. Leaders lead by cultivating trust and accountability amongst all team members. #tchatTerri Klass
A2 A2 Really puts the focus back on the basics – communication, project management and feedback. #tchatMarla Gottschalk PhD
A2) Just as def of “team” is changing, I think def of “team leadership” is shifting. Distributed/shared, more personal responsibility #tchatExpertus
A2: Consensus, clarity in communication, agreements, staying organized #Tchatprettypinkponies
+1 “@KevinWGrossman: A2: By hiring those who self-manage and take care of business. #tchat”Claire Crossley
A2 It takes v intuitive, self-motivated leader to lead a virtual ~ remote team + impeccable communication skills. #tchatCASUDI
A2: It is about leading with clarit
y, communication. In one job, my whole team was in another location. It does work! #TChatJon M
A2: Guidelines for comms are a must. Knowing the best way to share info for each particular team is imperative #tchatRayanne
MT @CyndyTrivella A2 Leaders need 2 lead by setting example. If leaders embrace fluid workspace, direct reports wil B quicker 2 adapt #tchatTalentCulture
#Tchat A2 Leaders need to stay current. Be informed, this inspires and promotes innovation regardless of where ppl are sitting.Cyndy Trivella
A2: Jump in and be involved. Chilling in the ivory tower doesn’t cut it anymore. #tchatRob McGahen
A2. Leaders also must lead with transparency and open sharing of information. #tchatTerri Klass
A2: Self-sufficient employees who can take initiative will need a leader who will compliment their strengths & help them grow. #tchatEmilie Mecklenborg
Absolutely @Ray_anne: A2: Guidelines for comms are a must. Knowing the best way to share info for each particular team is imperative #TChatMeghan M. Biro
A2: It is important to remember that “face-to-face” is still the best way to cement a team – though NOT the only way. #tchatRayanne
A2 I still think large quantities of face time F2F is the best communication #oldschool #TchatDave Ryan, SPHR
#Tchat. A2. Fluid networks are a benefit & tool for leaders. They must expand and utilize their network to succeed.Early Careerists
A2: Some things don’t change. One boss held status meetings to start the day and we were in the same bldg. Virtual = same #TChatTom Bolt
MT @ThinDifference: A2: It is about leading with clarity, communication. In one job, my whole team was in another location. It works! #tchatcfactor Works Inc.
A2) Treat each team member as equal, regardless of “rank” Every role is temporary. #TchatKarleen Harp
A2: A good tool for leaders is metrics. You will know the effort put into a project by the progress seen. #tchatBeverly Davis
A2: You can lead from afar…and be effective. You must master the art of communication and clarity of roles to teams #tchatJen Olney
A2: Leaders must “do as they say”. If they are not communicating, how will team be effective? #tchatRayanne
A2: Now we need new leaders unless they can adopt to current changes. #tchatHusamettin Erciyes
A2 – using tools like @Yammer can give leaders a voice across a global enterprise. Allows for more conversational back & forth. #TchatJodie Garrison
A2: Leaders must be consistent, dependable, flexible and more available to others’ varying schedules. #3PChat #Tchatprettypinkponies
A2) Leaders are able to be involved on a deep-level of understanding of how to steer a team to a certain goal relevant to the company #tchatDerek Tacconelli
A2: Frequent video and conference calls…occasional handshakes and coffee. #TChatTom Bolt
LOVE me the Y @jodiegg A2 using tools like @Yammer can give leaders a voice across a global enterprise. conversational back & forth. #TChatMeghan M. Biro
A2 Most importantly, leaders need to communicate expectations upfront. #TchatJoe Sanchez
#tchat A2 Respectful interactions among team members is essential 4 a free flow of sharing. Leaders can define this quality!Michael Leiter
#Tchat A2 Communication is KEY. Speak well and often regardless of the technology you choose. This will never change in business.Cyndy Trivella
@MeghanMBiro:@jodiegg A2 using tools like @Yammer can give leaders a voice across a global enterprise. conversational back & forth. #tchatCASUDI
#tchat a2: effectively delegatingErin Hommeland
A2. Leaders need to be great integrators of ideas and people. #tchatTerri Klass
! @ThinDifference: Respect! @workengagement: A2 Respectful interactions essential 4 a free flow of sharing. Leaders define quality! #TChatMeghan M. Biro
A2 New tools make new rules possible. Upside: less command/control req’d. Loosely-coupled & self-mgd teams can be effective/efficient #tchatExpertus
A2: Best way is to communicate and stay engaged regardless of technology used. #TChatPadma Mohanram
A2 Leaders must recognize that there is a premium on communications in fluid & virtual/remote professional networks. #TChatJoe Sanchez
A2: understanding your teams talent, who they are then communicating and directing them accordingly #tchatHusamettin Erciyes
A2: Leaders must insure that deliverables are met whether virtual or live. #TChatTom Bolt
*Reality Strikes* @TomBolt: A2: Leaders must insure that deliverables are met whether virtual or live. #TChatMeghan M. Biro
A2 Leaders can leverage video to inspire & share their vision with their people #TChatSean Charles
A2) Leaders have the ability to play to teammates’ strengths, boosting the group to larger than the sum of its parts #tchatDerek Tacconelli
#Tchat A2 Adaptation and open-mindedness is the name of the game.Cyndy Trivella
A2: #Leadership, remember: A dispersed, fluid team is a potentially distracted one. Interaction rules the day. #TChatBrent Skinner
Regarding TEAMS: Q3: The employee lifecycle is shorter now. How can leaders forge lasting relationships in this world of work? #tchatRayanne
A3. Leaders should stay in contact with their emps after they’ve left. It’s not just about emps networking with managers. #TChatInsperity Careers
A3: by making relationships based on context w/each other and not only w/work #TChatJess ‘Babs’ Bahr
Yes, I agree, Terri “@TerriKlass: A2. Leaders need to be great integrators of ideas and people. #tchat”Claire Crossley
#tchat A3 Effective leaders give their full attention to the conversation of the moment.Michael Leiter
A3 Create loyalty – make the workers feel valued!!! #tchatLouise DiCarlo
A3: Open communication, respect and recognition….the same reasons WHY the employee life cycle is shorter – those are missing #TChatBarb Buckner
A3 Business is still about people. Show appreciation. #tchatMarla Gottschalk PhD
A3. Acceleration Everything happens faster today. Do it faster & better #tchatDave Ryan, SPHR
A3. Have real conversations and create meaningful connections. Surface communication is so 1.0! #tchatSalima Nathoo
A3) Treat team members like customers. They could be some day. Stay in touch / positive even with rocky relationships. #TchatKarleen Harp
A3: Lasting relationships are a rare breed these days. Most employees do not stay longer than 2 years. #tchatRayanne
A3. Leaders need to stay in contact with people from organizations they left. Keep everyone posted as you move on. #tchatTerri Klass
A3: It’s all about gaming and incentivizing. Make your employees feel like they’re apart of something bigger. #tchatBlogMutt
A3: Don’t try to make relationships last, just let them. Encourage cooperation on common goals and it should happen naturally. #TChatTom Bolt
A3: Like all good business, keep your customers coming back for more. #tchatKevin W. Grossman
A3) Latch on with laser focus #tchatDerek Tacconelli
A3: Good technology, adequate support resources and professional development opportunities #tchatKathy Herndon, GPHR
A3 Winning & making a difference is the glue that holds any team together ~ same w remote/virtual team. #tchatCASUDI
A3 Forging rel shouldn’t change: listening, authenticity, not burning bridges. Same for employees. Could work together down the road #tchatFaronics HR
#tchat A3 Considering the full person, not just the current role, builds a long term relationship at work Michael Leiter
A3: Those that are shown respect will stay in touch and continue to help if they can…think referrals #TChatBarb Buckner
A3 Support teams via con’t pro
f development & create opportunities so ee’s can *shine* Strategies shouldn’t end once recruited #TchatClaire Crossley
A3: There is a definitive need to instill devotion/loyalty in employees. Must come from employer/boss #tchatRayanne
A3: Leaders build with trust and honesty that creates a lasting bond no matter the cycle of the engagement w/the org #tchatJen Olney
#tchat a3: take an interest and connect on a personal levelMichael Danubio
A3: Respect is reciprocal and speaks well of the co/org and its leadership. THIS drives retention #tchatRayanne
A3 Leaders should listen, empower, be flexible, reward and recognise. If you are an integral part, it’s harder to leave a company #TChatLinda Jonas
A3: If they want more loyal employees, they must be willing to meet them halfway. #tchatRob McGahen
A3. When we serve others with respect, they will always be part of our professional life. #tchatTerri Klass
Two-way street? @Ray_anne: A3: There is a definitive need to instill devotion/loyalty in employees. Must come from employer/boss #TChatMeghan M. Biro
A3: Don’t burn bridges! #tchatRob McGahen
A3: If you pay attention, those relationships are already forged among your employees…leaders need to learn how to do the same now #TChatBarb Buckner
Yes! MT @ClaireSMBB: A3 Support teams via cont prof development; Strategies shouldnt end once recruited #TChatJess ‘Babs’ Bahr
#Tchat A3 At the end of the day, leadership can take place anywhere IF executed correctly.Cyndy Trivella
How so? Nuance? I like @TerriKlass: A3. When we serve others with respect, they will always be part of our professional life. #TChatMeghan M. Biro
+10 MRT @BarbBuckner: A3: those relationships are already forged among your employees…leaders need to learn how to do the same now #tchatSalima Nathoo
A3 Sometimes I think we make things too complicated. We know what engages employees – just do it. #tchatMarla Gottschalk PhD
A3: Last week’s #tchat was all about loyalty & trust. Those same ideas exist here. Commitment and loyalty must be nurtured – ongoing #tchatRayanne
A2) But new team tools, models & methods gain value w/ leadership: set vision/strategy, integrate, facilitate, provision, empower #tchatExpertus
A3: One of the main reasons people leave orgs are because of leaders. They need to build more meaningful / mentoring relationships #tchatJoshua Barger
A3: Building a lasting relationship with any team is based on the same things; fair pay, having a voice and growth opportunities. #tchatBeverly Davis
A3. Always lead with integrity and care for others. That will create long lasting relationships. #tchatTerri Klass
A3: Make it a priority to share your vision & give direct feedback daily to your employees #TChatSean Charles
@Ray_anne A3: Focusing on talents can help an employee realize your appreciation of their contribution. Everyone loves appreciation! #TChatMike Hopkins
A3: This nurturing is an ongoing process, not a one-shot deal. Must continue throughout the life of the company #tchatRayanne
A3: Know when to use the carrot, the stick, a short leash and no leash. It takes a combination of skills. #Tchatprettypinkponies
A3. Create transparency within the company and build on relationships. Apply the P2P (people-people) principle internally to succeed #TchatAnita
A3 To the extent possible, provide opptys for distributed workforce to physically meet & socialize. Show you care. #TchatJoe Sanchez
A3: Know your team well by observing and listening.
Respect their opinions and appreciate. Realize that there is no “I” in the “team” #TChatPadma Mohanram
A3: Focus on the team’s goals — not your own. #BeALeader #Tchatprettypinkponies
+1 “@SocialMediaSean: A3: Make it a priority to share your vision & give direct feedback daily to your employees #TChat”Claire Crossley
A3: Meeting the changing needs of the employee is a good idea. Flexibility in hours and where they work are good ideas #tchatRayanne
Absolutely! RT @BrightJobs: A4: Make a real connection, sincerity from leadership is what every employee is looking for. #TChatPadma Mohanram
A3: Makean effort to understand what motivates each member of your team. #Tchatprettypinkponies
Everyone motivates differently! MT @prettypinkpro A3 Know when to use the carrot, stick, short/no leash; takes a combo of skills. #TChatJess ‘Babs’ Bahr
A3: Fire people with poor behavior quickly to keep your focus on the most valuable & engaged employees #TChatSean Charles
A3: This might be excessively tactical, but they can do so by connecting with them in professional circles outside the org. #TChatBrent Skinner
A3. The most important thing a leader can do is grow new leaders. #tchatTerri Klass
+ 3 Absolutely @TerriKlass: A3. The most important thing a leader can do is grow new leaders. #TChatMeghan M. Biro
@rezlady I’ve had a ongoing discussion about instilling/creating/inspiring/managing self motivation > 4 virtual teams A3 #tchatCASUDI
A4: Alignment of vision and goals is imperative as the workplace becomes more intangible. #tchatRayanne
A4. Technology is allows us to balance our work/personal life. We choose when we collaborate and how often. #TChatInsperity Careers
A4: The company must have a desirable culture and a certain camaraderie is good for the employee, which is good for biz #tchatRayanne
A4: Make a real connection, sincerity from leadership is what every employee is looking for. #tchatBright.com
A4: Anyone ever heard of the telephone? #tchatSteve Levy
A4. Technology allows us to collaborate on our own time. You don’t have to wait until the next day to share your ideas. #TChatInsperity Careers
RT @Ray_anne A4: The company must have a desirable culture and a certain camaraderie is good for the employee, which is good for biz #tchatTalentCulture
RT @levyrecruits: A4: Anyone ever heard of the telephone? #tchatDave Ryan, SPHR
A4: Teambuilding events and all-hands company meetings are great for re-establishing bonds and energy. #tchatRayanne
A4 Through developing relationships that transverse the workplace #TChatJess ‘Babs’ Bahr
A4: The teammates must first have a relationship with each other to WANT to engage in/out of the workplace #TChatBarb Buckner
Is that an Apple product? RT @levyrecruits: A4: Anyone ever heard of the telephone? #tchatRichard S Pearson
What planet are you tuning in from? Hello my friend @levyrecruits: A4: Anyone ever heard of the telephone? #TChatMeghan M. Biro
Gr8! RT @JessaBahr: A4 Through developing relationships that transverse the workplace #tchatTerri Klass
A4 Teammates have to take responsibility for their own engagement. Take on new responsibilities, take breaks, have fun! #tchatLouise DiCarlo
A4: Clarity of purpose equals engaged teammates. Purpose of daily actions and how it all fits together over time. #TChatJon M
A4: My company has an All Hands Meeting every Friday 9am w/ virtual employees on speaker phone. #tchatRayanne
A4: Your connective hardware and software tissues of choice. #tchatKevin W. Grossman
RT @JessaBahr: A4 Through developing relationships that transverse the workplace #Tchatprettypinkponies
RT @Ray_anne: A4: Teambuilding events & all-hands company meetings are great for re-establishing bonds and energy. – so simple & true #tchatPlatinum Resource
#Tchat A4 If ppl work remotely, they need to make a point of keeping in contact with their team everyday. No one well works in a vacuum.Cyndy Trivella
RT @Ray_anne:A4: The company must have a desirable culture and a certain camaraderie is good for the employee, which is good for biz #tchatJumpstart HR
True. RT @BarbBuckner: A4: The teammates must first have a relationship with each other to WANT to engage in/out of the workplace #tchatKevin W. Grossman
Definitely needed RT @Ray_anne: A4: Teambuilding events and all-hands company meetings are great for re-establishing bonds and energy #tchatRichard S Pearson
A4: Culture has to be border-less #tchatJen Olney
A4 Should be team focus too, in addition to leadership, everyone plays a part in making sure colleagues feel engaged #TchatClaire Crossley
A4: Companies have to remember to allow employee the space to have their personal lives too…don’t expect them consumed 24/7 #TChatBarb Buckner
RT @BarbBuckner A4: The teammates must first have a relationship with each other to WANT to engage in/out of the workplace #tchatTalentCulture
A4: Obvious answers such as text, phone calls, twitter, etc… #tchatRob McGahen
A4: they can stay engaged via Facebook ;-) #TChatStephen Van Vreede
RT @Ray_anne: A4: Teambuilding events and all-hands company meetings are great for re-establishing bonds and energy. #tchatKevin W. Grossman
A4 In the old days we only had phone/fax NOW the tools of communication are our oyster……sounds funny but U know what I mean:-) #tchatCASUDI
A4: make sure to meter out rewards, competitions, to build up morale and create excitement. Yes I said it, excitement at work! #tchatPlatinum Resource
The skinny: RT @KevinWGrossman: A4: Your connective hardware and software tissues of choice. #tchatcfactor Works Inc.
A4: RE: Company Mtgs – opportunity to share news good and bad that may affect everyone. We also say thanks and good job #tchatRayanne
A4: Not so obvious answers such as knowing the schedule, knowing who you need to communicate with and remain focused! #tchatRob McGahen
THIS-> MRT @joshinhr A3 One of main reasons ppl leave orgs b/c of leaders. They need 2 build meaningful / mentoring relationships #tchat Brent Skinner
Which platform do you use? @Ray_anne: A4: My company has an All Hands Meeting every Friday 9am w/ virtual employees on speaker phone. #TChatMeghan M. Biro
A4: Camaraderie is fantastic, however, leaders need to be aware of the line and not to cross it – they are leaders, not friends. #tchatJoshua Barger
A4. Must develop “check-in” times and use lots of listening to really understand what’s important. #tchatTerri Klass
Indeed. RT @gingerconsult: A4: Culture has to be border-less #tchatKevin W. Grossman
TRUE RT@Ray_anne: A4: The company must have a desirable culture & a certain camaraderie is good 4 the employee, which is good 4 biz #tchatCASUDI
A4: Virtual employees must be included. Very few are solely self-motivating. #tchat Plus, it can be lonely :-/Rayanne
A4:Internal & external social networks are awesome to keep connected. #TChatSean Charles
A4: You need to have realistic goals for your team with an open communication then you don’t need much to engage them #tchatHusamettin Erciyes
RT @TerriKlass A4. Must develop “check-in” times and use lots of listening to really understand what’s important. #tchatTalentCulture
A4 A mistake some people make is ALWAYS trying to be availalbe – doesn’t work #worklifebalance #fail #tchatDave Ryan, SPHR
A4. Personal bonding is important. If meeting in person is possible – do it. Rewarding the team & members is impo for engagement. #TchatAnita
Any favorites? @SocialMediaSean: A4:Internal & external social networks are awesome to keep connected. #TChatMeghan M. Biro
We do the same on Video and Adobe Connect. people love it. RT @ray_anne: A4: My company has an All Hands Meeting every Friday #tchatBill Cushard
Yes, conveyed in culture & environment RT @KevinWGrossman: Indeed. RT @gingerconsult: A4: Culture has to be border-less #tchatEmilie Mecklenborg
#TChat A4: maintain engagement by creating opportunities for people to learn about each other WHILE working = less loss of timeLynette Patterson
MRT @Ray_anne: A3: previous #tchat all about loyalty & trust. Same ideas exist here. Commitment & loyalty must be nurtured – ongoing #tchatBrent Skinner
RT @KevinWGrossman: A4: Your connective hardware and software tissues of choice. #tchatTalentCulture
Leaders can’t be freinds? MT @JoshInHR: A4 leaders need to be aware of the line and not to cross it – they are leaders, not friends. #TChatJess ‘Babs’ Bahr
A4. Maintain a transparent form of communication and never keep anyone in the dark. #tchatTerri Klass
RT @Ray_anne: A4: Virtual employees must be included. Very few are solely self-motivating. #tchat Plus, it can be lonely :-/ #Tchatprettypinkponies
A4: Videoconferencing – face time is so valuable #tchatKathy Herndon, GPHR
A4. Teams who are clear on WHY they are *choosing” to collaborate can better seamlessly engage in any space #tchatSalima Nathoo
#tchat. A4: A common bond! I.e. mission, vision. This unites people!Early Careerists
MRT @beverly_davis: A3: Building lasting relationship w/any team based on same things; fair pay, having voice & growth opportunities. #tchatBrent Skinner
Well said! RT @TalentCulture: RT @KevinWGrossman: A4: Your connective hardware and software tissues of choice. #tchatTerri Klass
RT @kathyherndon: A4: Videoconferencing – face time is so valuable #tchatDerek Tacconelli
RT @socialmediasean: A4:Internal & external social networks are awesome to keep connected. #TChatFaronics HR
RT @@SocialMediaSean A4:Internal & external social networks are awesome to keep connected. #tchat TalentCulture
#tchat A4: high quality ppl will stay engaged if the plan is clear, and they know what is expected.Erin Hommeland
F2F invaluable> RT@kathyherndon: A4: Videoconferencing – face time is so valuable #tchatCASUDI
RT @prettypinkpro: @Ray_anne: A4: Virtual employees must be included. Very few are solely self-motivating Plus, it can be lonely :-/ #tchatPlatinum Resource
IRL Deepens relationships. Zero question. @kathyherndon: A4: Videoconferencing – face time is so valuable #TChatMeghan M. Biro
RT @EHommeland: #tchat A4: high quality ppl will stay engaged if the plan is clear, and they know what is expected. #tchatEmilie Mecklenborg
MT @anitaloomba A4 Personal bonding imprtnt. If meeting in person is possible – do it. Reward team & members is impo for engagemnt. #TchatJoe Sanchez
A4. Open, frequent communication and user friendly technology #tchat @Ray_anneGarret Meikle
MRT @brentskinner: @beverly_davis: A3: Build lasting relationship w/ team based on fair pay, having voice & growth opportunities. #tchatPlatinum Resource
A4) Via message boards and telegraph. Smoke signals and carrier pigeons. #tchatDerek Tacconelli
RT @FaronicsHR: RT @socialmediasean: A4:Internal & external social networks are awesome to keep connected. #TChatSMS Social HR
@Ray_anne A4: Stay connected on Facebook and other social media channels to keep up with “water cooler” news remotely #tchatWork4 Labs
A4: You have to have a reliable plan of communication for distance teams. You cannot connect w/o “connection” #tchat Jen Olney
RT @sanchezjb: MT @anitaloomba A4 Personal bonding imprtnt. If meeting in person is possible do it. Reward team & members #tchatTerri Klass
RT @MeghanMBiro: IRL Deepens relationships. Zero question. @kathyherndon: A4: Videoconferencing – face time is so valuable #TChatRob McGahen
#tchat A4: impt to to recognize not all ppl WANT to socialize/engage “out” of work. They are still productive and shouldn’t be “punished”Erin Hommeland
RT @DerekTac: A4) Via message boards and telegraph. Smoke signals and carrier pigeons. #tchatTerri Klass
RT @garretmeikle: A4. Open, frequent communication and user friendly technology #tchat @Ray_anneJen Olney
MT @CzarinaofHR A4 To have engaged team, leader must 1st succeed @ balancing individual needs of team members w/ the needs of team #TChatTalentCulture
Snail mail, blimps..RT @DerekTac: A4) Via message boards and telegraph. Smoke signals and carrier pigeons. #tchatPlatinum Resource
Sounds like my last gig :) RT @terriklass: RT @DerekTac: A4) Via message boards and telegraph. Smoke signals and carrier pigeons. #tchatJen Olney
RT @gingerconsult A4: You have to have a reliable plan of communication for distance teams. You cannot connect w/o “connection” #tchatTalentCulture
RT @EmilieMeck: RT @EHommeland: #tchat A4: high quality ppl will stay engaged if the plan is clear, and they know what is expected. #tchatPatty Swisher
Hmm…how old school is TOO old school…RT @DerekTac: A4) Via message boards and telegraph. Smoke signals and carrier pigeons. #tchatTalentCulture
Fax :D RT @PRGWest: Snail mail, blimps..RT @DerekTac: A4) Via message boards and telegraph. Smoke signals and carrier pigeons. #tchatDerek Tacconelli
Whatever it takes > RT@DerekTac: A4) Via message boards and telegraph. Smoke signals and carrier pigeons. #tchatCASUDI
A4 – weekly group hugs? #tchatTim Baker, CHRP
RT @TalentCulture: MT @CzarinaofHR A4 To have engaged team, leader must 1st succeed @ balancing individual needs w/ the needs of team #tchatTerri Klass
+1 RT @gingerconsult A4: You have to have a reliable plan of communication for distance teams. You cannot connect w/o “connection” #tchat -Anita
RT @gingerconsult: RT @garretmeikle: A4. Open, frequent communication and user friendly technology #tchat @Ray_anneRayanne
A4: C level / leadership must first show their engagement and be transparent in & out of the workplace #tchatAlfredo Arcieri
A ha ha. Yes? +1 @TimBakerHR: A4 – weekly group hugs? #TChatMeghan M. Biro
Must be 100% germ free, of course! RT @TimBakerHR A4 – weekly group hugs? #tchatTalentCulture
Not if you’re FB snob! RT @ITtechExec: A4: they can stay engaged via Facebook ;-) #TChatSheree Van Vreede
A4 Some people just love fax machines. What can we do to get them off those clunkers? #tchatDerek Tacconelli
AND Regarding TEAMS, in and out of the office: Q5: Where & what is technology’s impact in all this? #TChatRayanne
Yep I’ve been on hi-perf teams w/o fuzzy stuff: RT @BarbBuckner A4 Teammates must have relationships to WANT to engage in/out of work #tchatExpertus
RT @MeghanMBiro: A ha ha. Yes? +1 @TimBakerHR: A4 – weekly group hugs? #TChatBlogMutt
A5: Whew! Tech? the impact is HUGE. Imagine your worklife today if there were no internet… #tchatRayanne
A5. Technology opens to door to virtual communication and connects all the team members. #tchatTerri Klass
#Tchat A5 Technology is major player in how we communicate, do business & interact with ppl. Embrace technology wisely & it’s your friend.Cyndy Trivella
A5. Technology is making it easier for teams to collaborate on their own time. when they feel influenced. #TChatInsperity Careers
A5 – real time communication when not together – just ensure context comes throug #tchatTim Baker, CHRP
A5 – technology makes it instant communication – no more waiting for a call back –
everyone is 24/7 connected now! #tchatRichard S Pearson
A5 Technology enables us to connect in real-time; tools like Skype can facilitate team engagement from anywhere #TchatClaire Crossley
A5: Allows for frequent & effective communication w/out the barriers of location & schedule conflicts. #Tchat @TalentCulture @Ray_anneprettypinkponies
A5: Technology’s impact depends on what you use, why you use it and how… don’t just “use” something if its not going to fit #TChatBarb Buckner
A5: Again with the connective hardware and software tissues of choice. ;) #tchatKevin W. Grossman
A5 Technology has made it a bigger and smaller playing work field – all at once. #tchatLouise DiCarlo
A5: Tech can help, but its not the whole solution, its always about people! @Ray_anne: #TChatLynette Patterson
A5. Technology can help a team feel that they are seated beside one another even if they are miles apart. #tchatTerri Klass
A5: It’s everywhere! Teams can be available anywhere, 24×7, and not have to rush into the office in the middle of the night #tchatJoshua Barger
A5: Technology dissolves borders and makes connecting easy. People are a phone call, keyboard click, away. #tchatEmilie Mecklenborg
@Ray_anne A5: Technology is crucial for keeping geographically untethered team members tethered to each other #tchatWork4 Labs
A5: Allows for frequent & effective communication w/out the barriers of location & schedule conflicts. #3PCconnect #3PChat #Tchatprettypinkponies
A5: Technology that includes project mgmt tools, EM, IM, internet, CRMs, soooo much has changed over last 10 yrs. #tchatRayanne
#TChat A5 – Tech makes it easier to stay connected, up to date. As we all know recruiting moves fast.Michael!
A5: Technology serves as the platform. Salesforce, SharePoint are great examples as well as Google + Hangouts and Skype #tchatJen Olney
A5: It keeps us connected over long distances. But stay relevant, technology gets old quick! #tchatRob McGahen
A5: I love technology and how it has changed my job. Actually, I changed jobs because of tech. #tchatRayanne
A5: First of all, we wouldn’t have #tchatPlatinum Resource
A5 Technology and handy tools can enhance collaboration, communication & engagement but they’re only as good as the user behind them #TChatLinda Jonas
A5 – can you young ones imagine snail mailing a letter, waiting for a snail mail reply before a decision could be made!!!! #tchatRichard S Pearson
A5: Companies must recognize the need for speed of change or they will get left behind. #Innovation #tchatRayanne
A5. Technology has made the world “flat” so we can touch one another easily. #tchatTerri Klass
A5: Technology can be an asset and a hinderance….use it well but don’t become completely dependable #TChatBarb Buckner
A5 Good project management software would still be a focus. I think Jostle has a team update capability. #tchatMarla Gottschalk PhD
A5: Again, imagine no internet as part of your work #tchatRayanne
#TChat A5 – Tech lets us be proactive much quicker. Social Media tech has “reintroduced human factor” back into overall tech advancementMichael!
A5 – tech. makes it possible to nip misunderstandings in the bud. Solve problems before they mushroom into something big! #tchat Richard S Pearson
A5. Technology has a big impact. It makes/breaks the success of a virtual team. #tchatAnita
A5: Two words: Big Data – people can leverage information in ways we couldn’t 5 years ago. #tchatJoshua Barger
A5: Email tends to be too ineffective for some to use, better is a phone call or F2F via skype if the message is sensitive #tchatJen Olney
A5: Technology has given many of us the gift of mobility for work & play #tchatSean Charles
A5: Without tech, the “traditional” business model remains supreme. And that’s just boring. #tchatBlogMutt
A5 technology is a blessing and a curse; anyone really feel good about receiving an electronic handshake? #tchatSteve Levy
A5: Tech great enabler, but shldnt replace fundamentals #TchatStephen Van Vreede
A5: without the technology we wouldn’t even be having this discussion #TChatSylvia Dahlby
A5: Technology has made it possible to pay for only the work you want done and not another employee. #tchatBeverly Davis
#TChat A5 – tech allows us to engage candidate in many new avenues, often breaking down communication barriers (generational &/or cultural)Michael!
A5 Technology has an impact on multiple levels and enabled enormous gains in efficiencies #tchat @Ray_anneGarret Meikle
A5: Technology is a powerful tool, but it has to be (a) used and (b) understood how to be used #TChatJess ‘Babs’ Bahr
A5. Technology is great but don’t forget about the phone sometimes. #tchatTerri Klass
A5 Technology is KEY ~ NO, PEOPLE using technology is KEY #tchatCASUDI
A5: Technology has made us available 24/7 but has also helped us forget how to “disconnect” from time to time…teams need breaks too #TChatBarb Buckner
A5: Technology has given many of us the gift of mobility for work & play #tchatSMS Social HR
A5: The ineffective #leader today is exposed as such much faster, and it’s b/c of #tech. #TChatBrent Skinner
A5 tech isn’t a cure for bad culture or comm; as an early adopter of social media b4 it was called SM, I now focus on high touch #tchatSteve Levy
Absolutely!! “@CASUDI: A5 Technology is KEY ~ NO, PEOPLE using technology is KEY #tchat”Claire Crossley
A5: technology allows companies to discover customer’s needs and provide a solution that could be implemented instantly #tchatAlfredo Arcieri
#TChat – A5 – Technology is great, however need to remember human interaction basics to use it successfully when dealing with people.Michael!
Yes! MT @levyrecruits A5 tech isnt a cure for bad culture/comm; as an early adopter of social media, I now focus on high touch #TChatJess ‘Babs’ Bahr
A5: Preponderance of #tech leaves #leaders & #teammates w/nary an excuse for bad #leadership or bad #teamwork. #TChatBrent Skinner
A5 Tech can enhance and reinforce what a leader has already developed. Not a “dirty” word. #tchatMarla Gottschalk PhD
#Tchat A5 Technology changed the face of biz. Some good things & some bad. Personal interaction suffers, so we need 2 work hard 2 maintain.Cyndy Trivella
A5: And don’t forget that tech for tech sake can overcomplicate a simple task. Tech not always most efficient. #TChatTom Bolt
A5: Levy is right tech is not the be all end all. It can destroy life outside of work if you let it – needs to be turned off at times #tchatRichard S Pearson
A5: Tech has opened up many great opportunities for biz…but also opened more opportunities for error…must stay engaged! #tchatTim Baker, CHRP
A5: Just ask @Oracle about importance of evolving tech with their new #oraclecloud social enterprise solution #TChatSean Charles
A5. Technology has unfortunately deleted a work/life balance. #tchatTerri Klass
Very important @TomBolt: A5: And dont forget that tech for tech sake can overcomplicate a simple task Tech not always most efficient. #TChatJess ‘Babs’ Bahr
#tchat A5: I say this a lot but it bears repeating: Technology is a tool and is only as good as the person using it.Erin Hommeland
A5: Technology allows workers in Brazil to get paid overtime to check email after hours #TChatSean Charles
A5 As w/team processes, must choose tools that fit tasks/players/envionment. Not always easy in a fluid, diverse world w/many choices #tchatExpertus
#TChat A5 – Tech is a great way to be introduced to someone. whenever possible, face to face meeting is still the bestMichael!
A5: biggest threat to successful technology adoption is doing too much at once. Manage change #tchatAlfredo Arcieri
Just ‘cuz we feel like it, another huge THANK YOU to the entire #TChat community! #socbiz #leadership http://pic.twitter.com/DJZV3Iw1TalentCulture
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-06-14 09:48:212020-05-22 14:23:46Teams of Us, Them & You: #TChat Recap
“Nothing is really work unless you would rather be doing something else.” -James Matthew Barrie
Somehow I missed that memo the first time around. The one about making sure to underestimate your marketplace and overestimate your sales cycle when you’re starting a new business.
Or even a new career for that matter. New careers are self-contained yet interconnected businesses within themselves. Entrepreneurship has always included career management, business development, [personal] brand marketing, sales and sticky-sweet (but legitimate) customer service.
Because most, if not all entrepreneurs were employees with careers going anywhere but where they wanted to go. So they launch new careers, some of which eventually grow to make a few hires here and there, and a few others get really big by hiring tons of people, collecting tons of investment capital and riding sky-high (for now) with huge valuations (think social media firms of late).
But I did finally get the memo and read it thoroughly. You’ve heard the saying, “If at first you don’t succeed, try, try again.” From careers, to start-ups, to small businesses to big businesses — American’s longing for success and trying again is hard-wired into our DNA.
As Obama (or proxy) observed, it turns out Mom & Pop and VC babies share more in common than size; they share spirit, ‘the idea that if you have a good idea and are willing to work hard enough, you can succeed in our country…’
…For many more millions of small business owners, and workers, who have dared to dream and injected so much sweat equity into their bottom line, that creation myth is still being created. They might call themselves small businesses, or entrepreneurs, or start-ups, but our economy – and our jobs – depends on their growth. So we just wanted to say thank you.
Indeed. Thank you.
Most of the #TChat faithfuls preferred going from small companies to working in big companies. I concur. And even though I’ve always worked for smaller firms, I have worked “with” bigger companies and have always wondered what it would be like to pull the curtain back in Oz and give it a go…
Somebody slap me. Working for yourself, for a small company, launching your own start-up or firm — these activities are what continually breathes new life into the sometimes failing lungs of capitalism (long-time smoker, you know). And it’s this economic activity that sparks job creation as well. Brand name firms may still pull in the greater talent, and they’ve got the revenue to get creative with “total rewards,” but even big firms have struggled of late and now focus heavily on internal talent mobility — I know you’re in there and are just right for this position because I can’t find you out there. Plus, in this (yes, I know how many times you’ve heard it) global, virtual, contingent world where depending on the projects and the hourly rate, talent is fluid from small to big and back again.
It’s the brave new world of work. Just don’t forget to read the memos, even the stinky ones from the ditto machine. Hey, I kinda liked that smell growing up…
Here were the questions from teh #TChat last night:
Q1: How do you define ‘small business?’ Is this the term we should be using?
Q2: Would you prefer working for a small business or a big company? Why?
Q3: What role does talent play in small business success? How can small businesses successfully compete with bigger companies in the ‘war for talent?’
Q4: What are some of the biggest advantages of working for a small business employer? Drawbacks?
Q5: Do you think employers and recruiters value small business and big company experience differently?
Q6: What should big business workers know about moving to a small company (and vice-versa)?
Q7: What’s your best advice for someone thinking about starting a small business? Any myths vs. realities?
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png2011-05-18 21:53:182020-05-20 17:06:40It's the Brave New World of Work: #TChat Recap
If you’re supposed to be my number 1 fan, then why do you treat me like a dirty bird?
Sometimes being on the job is just plain “Misery”. Maybe you’ve read the Stephen King novel or watched the movie starring Kathy Bates and James Caan, but if not the story is about a fan (fanatic) who holds captive the object of her obsession, the writer who keeps her entertained with his romantic novels — until he no longer does.
Back to being on the miserable job. Back in the mid 1990’s I worked at a university and had a boss who had a boss who made us both miserable. That combined with limited resources to do our jobs, and the fact that I managed a group of 50+ student employees in a condemned building on campus, and the fact that one of my colleagues who worked in the same building invaded and poked holes in my personal space daily, became unbearable.
My boss and I told each other that when the work day ended and the crying began, then it was time to leave. (Which is a lot less painful than being hobbled.)
It was time to leave. For both of us. First me and then him within the year.
The upcoming seismic spike in employee turnover will look different than any we’ve seen in the past. A recent Monster.com survey showed that fully 82% of fully employed workers have updated their resumes in the past 6 months, and a whopping 96% of employees with tenures of over 5 years are openly exploring opportunities.
Now flip that on its head and read this from recent Accenture survey:
Only about two of five (43 percent) professionals are satisfied with their jobs; however, 70 percent plan to stay with their current employers, according toReinvent Opportunity: Looking Through a New Lens, a survey of 3,400 professionals in 29 countries by the New York-based global management consulting and technology services company.
And then there’s a recent study by Harris Interactive and Plateau Systems that finds:
…Nearly three-quarters (74 percent) of workers would consider a new career opportunity if approached — but they aren’t actively looking for new jobs.
Both of these were from a recent HRE online article titled Staying Put that I recommend you read as well as Matt’s highlighted Monster Thinking reads.
But wait, does all this misery make for upwards of 90% of the current workforce passively active or actively passive?
Sure, I understand how fluid these numbers can be and of course what I’m feeling changes how the world appears. But employers obviously haven’t been making many of us feeling any better, although they’re not there to make us feel better. They’re there to make make stuff and sell stuff and hopefully keep their employees “engaged” as much as possible along the way so they stay to make stuff and sell stuff. Plus, engagement is just a buzzword for, “You like what you do? Let me make sure I take care of you for that.” Then there’s, “You don’t like what you do? Did I ever tell you I’m your number 1 fan?”
Employers should communicate with their employees much more regularly beyond the annual perform-dance review. They should talk to them about the business, where it’s at and where it’s going. Transparency and inclusivity lead to ownership, intrinsic rewards and a more productive and happy workday.
Unfortunately change is always painfully glacial for many of us. Even with exciting technological advances changing the landscape of how we work and how we manage the workforce — mobile, social, collaboration — we’re still way on the front end of mainstream with many of us kicking and screaming along the way doing way too much with way less support.
We don’t live in the 1950′s. The US isn’t the only superpower economy fueling booms (and busts) and creating fairly stable (yet volatile) middle class job markets. The fact that the contingent workforce does continue to increase in the wake of high unemployment and uncertain markets tells me that we’re never going back. The full-time job with benefits and a pension and a secure retirement has fast become a retro shadow.
This is the new age of individual as startup and business owner — our personal businesses. Jacqui Barrett-Poindexter said it best last night: “We’re just looking for fair compensation, fair personal treatment and respect, and not getting sick to our stomachs every morning.”
Amen. As I’m sure you’ve gathered, last night’s theme was “Should I Stay Or Should I Go? Workplace Culture Factors to Consider Before Leaving Your Job.” You can see our reach from last night here and the questions are here:
Q1: Almost 90% of workers report being “open” to looking for new jobs. Why is this number so high?
Q2: How can employers take advantage of these trends to recruit and hire top talent?
Q3: What factors should employees consider when looking for a new job opportunity?
Q4: What can business leaders do to improve retention rates and morale among top talent?
Q5: What’s the difference between an active and a passive candidate, if any? Does it matter?
Q6: What are the most significant factors employees look at when deciding to stay or leave?
Q7: What are some ways employers and companies can help turn the tide? Or is it too late?
Thank you again for participating in #TChat. Next week’s topic will be: “Am I A Temp, A Consultant, An Entrepreneur or a Small Business? The Changing Identities of Today’s Workforce.” Yours truly will be moderating.
Until then, Happy Working from all of us here at TalentCulture.
The fact that last night’s #TChat was about 2011 workplace culture predictions and commentary, and we as pseudo-soothsayers and part-time prophets were locked in a post-economic-apocalyptic vault painting the walls with phosphorescent Twiffiti.
Some of which was right on the bottom line, and some of which was, well, not. Smart, but not.
Here were the questions:
Q1: Given what you believe to be true – and factual – will 2011 bring more or less net hiring – and why?
Q2: In 2011 will there be a change in rate of A-player exodus? Why or why not? If yes, initiatives can be taken to improve retention?
Q3: Will innovation and R&D be taken off life support this year? If yes, what leadership initiatives can be taken to drive it?
Q4: Leadership development always on the lips of executives, analysts but will this be the year organizations invest? Why or not?
Q5: Managing greater mobile/contingent workforce appears significant business initiative; what are orgs doing to ensure its success?
Q6: Social networking will continue to be a critical marketing and recruiting tool, but will the ROI be there?
Some things that struck me were:
Hiring will pick up (and is), but there just won’t be enough jobs for all those unemployed, and more of the jobs are in emerging economies outside the U.S. Read this and that.
The contingent workforce will be on the rise.
Virtual mobility will be on the rise.
Although no one likes to work for jerks, A-players will only jump if they have viable opportunities to jump to, or they get the entrepreneurial bug.
Barriers of entry into many markets are so few these days that the companies that want to stay in business never stopped innovating, and investing in R&D, and collaborative partnerships, and marketing, and business development…
I’m telling you — the vault was aglow with prime Twiffiti. You should view the transcript if you have a moment. Over 300 contributors this week, the top 10 of which were:
@talentculture – 249
@meghanmbiro – 151
@KevinWGrossman – 73
@HRMargo – 67
@LevyRecruits – 60
@JeffWaldmanHR – 58
@IanMondrow – 58
@dawnrasmussen – 56
@CyndyTrivella – 55
@ValueIntoWords – 46
Next Tuesday, January 11, from 5-6 p.m. PT/8-9 p.m. ET, we’re tackling The New Old World of Job Hunting and Hiring.
Now, how do I get this glowing paint off my hands?
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2011-01-05 13:13:242020-05-20 16:42:372011 Workplace Culture Predictions and Commentary: #TChat Recap
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