Showing posts with label Salary and Benefits. Show all posts
Showing posts with label Salary and Benefits. Show all posts

June 11, 2014

Govgeddon Is Not An Option

Interesting article in the Wall Street Journal about how the Federal government is falling to attract young people. 

"Employees under the age of 30 hit an eight-year low of 7% in 2013...[while back in 1975, more than 20% of the federal workforce was under 30."

Conversely, 45% of the federal workforce is older than 50.

Moreover by September 2016, a quarter of the all federal employees will be eligible to retire--that's the retirement wave we've been hearing about for years, but never seems to really come (because of the economy). 

Without "a pipeline of young talent, the government risks falling behind in an increasingly digital world."

It's not the older people can't learn the technology, but rather they aren't digital natives as those born in the later part of the 20th century.

To see just a glimpse of the digital divide, you need to go no further than when many of these folks snicker at us for even just sending emails--something so uncouth to the younger crowd.

With years of salary freezes, no awards, benefit cuts especially for new hires, and shutdowns, the federal government which used to be "an employee of choice," is "now an employee of last resort."

Further, "the reputation for bureaucracy and hierarchy is driving away many workers." People want to be productive and get things done, not spin their wheels. 

Yet, the government offers so many exciting jobs performing critical missions in everything from national security, diplomacy, law enforcement, and so much more, it is ironic that we cannot attract young people, who are often the most idealist. 

Diversity in the federal workforce means that people under 30 are not a rarity!

Everyone--no matter what age, sex, race, religion, and so on--provides an important contribution, so that the sum of the parts is greater than whole. 

We need people to clearly feel the honor in public service, to see the importance of the missions performed, and to be treated like valued workers and not political pawns in partisan showdowns and Washington shutdowns. 

Let's actively recruit with an attractive smorgasbord of enhanced salary and benefits, especially in critical fields like cyber security, information technology, biotechnology, aerospace engineering, and more.

It's time for the federal government to become attractive for young (and older) workers again, and not apologetic for providing important jobs in service of the nation. 

The federal government needs to compete for the best and brightest and not resign itself to second-tier, ever. 

Our young people are an important pipeline for fresh ideas and cutting-edge skills, and we need them to prevent a govgeddon where we can't perform or compete with the skills and diversity of workforce that we must have. ;-)

(Source Photo: Andy Blumenthal)
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April 19, 2013

Get Yourself An IT Management Agent

Management agents are not just for Hollywood stars anymore...

Bloomberg BusinessWeek (10 April 2013) says really good freelance application developers are now being represented by IT Management Agents.

One such agent company is called 10X and they represent more than 30 IT stars.

The management agent helps the developers find jobs, negotiate salary and terms, and handle the paperwork letting the IT guys do what they do best--which is code!

10X takes a 15% cut of their client's earnings, but some developers claim 2-3 times the salary they were earning before by using an agent--and rates are climbing to $300 an hour.

Some companies are using these premium talent coders until they can bring on a full hire or when they need some big guns for some special IT project. 

Perhaps with agent in tow (and even without), IT folks will start to shed their outdated nerdy image and instead take on some real Hollywood glamour--for the talent they really do bring to the organizational table. ;-)

(Source Photo: Andy Blumenthal)


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May 20, 2011

Purpose Drives Productivity


Enjoyed speaking with Francis Rose today on Federal News Radio (1500 AM) on the subject of employee motivation, especially in a challenging budgetary environment.
Overall I tried to convey the importance of managers communicating to people how very important they are to the mission.
Everyone has to eat, but without a sense of purpose, we feel lost.
Hope you enjoy this audio of the interview.

(Source Photo: Photobucket)

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May 15, 2011

Hooray For Motivation

Much has been written about the importance of meaning in driving a productive and motivated workforce.

Already in 1964, Frederick Herzberg's Motivation-Hygiene Theory differentiated work satisfiers (aka motivators) such as challenging work, achievement, and responsibility, from dis-satisfiers (aka hygiene factors) such as the absence of status, job security, adequate salary/benefits, and pleasant work conditions.

In other words, motivation is driven primarily by the underlying meaningful and the productive work, not by the context of the work such as the money and fringe benefits.

In that vein, Harvard Business Review in "A Spotlight on Productivity" in May 2011 describes how poor managers "unwittingly drain work of its meaning"--in essence destroying their employees motivation and their productivity.

1) Trivializing Your Workers Input--"managers may dismiss the importance of employees work or ideas." In a sense, this one is about marginalizing employees, their creativity, and their contributions and is extremely destructive to the employees and the organization.

2) Decoupling Employee Ownership From Their Work--"Frequent and abrupt reassignments often have this affect." Also, not assigning clear roles and responsibilities to projects can have this affect. Either way, if employees don't have ownership of their projects, then the productivity will suffer amidst the workplace chaos and lack of ultimate accountability for "your work."

3) The Big Black Hole--"Managers may send the message that the work employees are doing will never see the light of day." In other words, employees are just being forced to "spin their wheels" and their is truly no purpose to the "shelfware" they are producing.

4) Communication, Not--Managers "may neglect to inform employees about unexpected changes in a customers priorities" or a shift in organizational strategy due to changes in internal or external market drivers. When employees don't know that the landscape has shifted and moreover are not involved in the decision process, they may not know what has changed, why, or feel invested in it. Without adequate communication, you will actually be leaving your employees blind and your organization behind.

So while it is tempting to think that we can drive a great work force through pay, benefits and titles alone, the lesson is clear...these are not what ultimately attracts and retains a talented and productive work force.

The magic sauce is clear--help your work force to know and feel two things:

1) Their work--is ultimately useful and usable.

2) That they--are important and have a future of growth and challenge.

When they and their work mean something, they will get behind it and truly own it.

In short: mean something, do something.

To get this outcome, I believe managers have to:

1) Make the meaning explicit--Identify your customers, the services you are providing, and articulate why it is important to provide these.

2) Determine strengths and weaknesses of each employee and capitalize on their strengths, while at the same time coach, mentor, and train to the weaknesses.

3) When workers go "off track," be able to give them constructive feedback and suggestions for improvement without demeaning and demoralizing them.

4) Find the inner strength and self confidence not to be threatened by your employees actually doing a good job and being productive--that's ultimately what you've hired them for!

5) Recognize the importance of everyone's contributions--It is not a one-person show, and it takes a bigger boss to recognize that other people's contributions don't take away from their own.

6) Be a team and communicate, honestly and openly--information hoarding and being the smartest one in the room is an ego thing; the best leaders (such as Jack Welch) surround themselves with people that are smarter than them and information is something to be leveraged for the team's benefit, not weaponized by the individual.

There are more, but this is just a blog and not a book...so hopefully more to come on this topic.

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