There was a sales manager who used to say he “loved rainy Mondays.” It was a little crazy to hear, since no one was excited about Monday in general, and most folks were even less so when Mother Nature was being uncooperative. However, there may have been some genius in his philosophy … since it meant he saw an opportunity where others saw a hurdle. It means there is an opportunity to find tremendous talent due to all of the economic uncertainty due to the geopolitical turmoil. Grab your galoshes, and let’s dive in.
Alert: Employees are quitting their jobs at the highest rate in a decade. But few public-sector managers realize that a majority of employee turnover is both predictable and preventable. Today the overall U.S. monthly “quit rate” is the equivalent of a 30 percent turnover rate over one year. And, even though the government sectors have much lower quit rates, with state and local government at 10.8 percent, and the federal workforce at 6 percent, the pain from turnover that government managers feel may be much greater because historically their bureaucratic recruiting processes makes it much harder to find replacements. So positions stay vacant longer and their replacements often require extensive training before they get up to speed.
You can’t read a business publication these days without hearing about the gig economy and how it can help companies. However, despite the hype, the concept brings with it numerous hidden management problems. In the worst case, think of the gig workforce as a bunch of temps with low commitment levels competing against permanent teams that have been working together as a cohesive unit for years. In last week’s part one of this two-part series, I highlighted the 10 most important management problems created by a gig workforce. The second part will highlight the remaining major problems.
According to Aon’s 2017 U.S. salary increase survey, more than two-thirds of employers were taking some kind of action to increase merit pay differentiation, with 40% reducing or eliminating increases for lesser performers. This suggests that spreading pay raises across the board, like peanut butter on toast, has become an outdated practice.
Here at PayScale, we conduct ongoing research to understand the complicated relationship between compensation, how people feel about their salary and the many other factors that impact employee satisfaction.
Professional careers have always had a tinge of uncertainty. However, the digital age has amplified it significantly with efficiency no longer being the mainstay of human excellence as advanced automation and autonomous functioning have steadily reduced the commission of errors. Consequently, excellence is being commoditized with respect to job performance and the notion of being relevant in the digital world is gaining more traction. More and more of the repetitive, physically demanding, minimally diverse jobs and functions are being relegated to smart machines, while cerebrally-intensive skills (e.g., innovative thinking, astute strategizing, creative application, cohesive peer-to-peer engagement, etc.) are being heralded as the last bastion of human relevance in the workplace.