At a National Journal policy summit sponsored by the Society for Human Resource Management, one of the hot topics was the lack of workers with skills needed by companies.  Hilda Solis, U.S. Labor Secretary, commented in her address that this mismatch is one of the reasons for the high unemployment rate.

Most businesses that are hiring right now have experienced the disconnect between the skills they are looking for and the types of applications they receive.  There are so many people out of work that they are flooding the system with their resumes whether they are applicable or not.  A statistic quoted by Secretary Solis is that more than 4.7 people typically apply for the same job. 

One of the reasons given for this problem is the lack of relevant curriculum provided via our educational systems.  Even as I write, local universities and community colleges are soliciting input from employers to better meet their needs, but there is a ways to go.  Students need the motivation to enroll in these new programs – and we are told that many students lack the science and math skills to complete the programs and qualify for new jobs. 

A second reason for the problem is the Workforce Investment Boards of the Department of Labor seem to be out of touch.  The system is perceived as antiquated and irrelevant to the current crisis.  Older laid off workers who are not highly skilled are not going find their jobs returning in the current market.  The need to retrain is crucial for these workers. 

One problem that is difficult to solve is that many high school graduates don’t have basic skills needed to hold a job, such as good communication skills, the ability to keep to a schedule, or how to behave appropriately in the work place.  These are issues that require a whole different type of training that hasn’t been routinely addressed in our current systems.

There are multiple sources for the retraining or updating of job seeker skills if we can improve the quality of information on the real job market and the skills required.  Community colleges, unions, universities, businesses  and government training programs can all help.  Visionary efforts include a “Helmets to Hardhats” program to help veterans transition to construction jobs in the civilian world.  In addition, retiring employees in some organizations are being encouraged to impart their wisdom to the newer employees in their organizations.  Intern programs also help companies evaluate potential employees, and give job seekers an opportunity to learn about a particular industry.  

Responding to an ever-changing work environment by educational systems that aren’t by nature flexible and able to redo entire curricula in a short period of time is a challenge for the education industry.  Most successful programs come as a result of intense involvement by the business community.  In many cases where the company has unique products or processes, on-the-job training is just part of the orientation for new hires.

We need to do better in preparing people for the world of work.  There are good jobs begging, and great folks wanting to do them.

Tags: effective learning, hiring talent, retraining

Of course, because mobile computing devices,(smart phones, etc) are so popular now, companies are looking at the ability to offer training on these devices.  It is projected that by the end of the year over 50% of phones sold will be smart phones.  A whole new frontier for organizational learning!

SO – is it a good idea?  The Society For Human Resource Management (SHRM) July publication reviews a study by the American Society for Training and Development that recommends piloting mobile learning programs to find out what works.  They suggest rolling out the programs incrementally and take advantage of the mobile device features that enhance learning,.
So far the ASTD survey finds that 15% of the 1546 organizations responding to their survey use mobile learning.  Interestingly, those organizations that were using mobile learning found a high correlation between that factor and better performance – specifically in market performance and effective instructional design.  

 
Another 41% of organizations surveyed said they were considering developing mobile learning programs in their institutions.  Michael Green, research manager for ASTD cautions that this is no replacement for traditional formal learning, but augments that venue by making relevant content easily accessible to employees, and by providing real-time learning.

Recommendations for mobile learning initiatives from the report:
- Try to remain “agnostic”, as developing mobile applications and then having to provide devices represent big upfront costs.
- Don’t focus only on the importance for training.  Realize the other benefits, to help manage a workforce and improve productivity in the organization.
- Remember it’s OK to wait and see.  This market is still fragmented, so maybe being a beta test organization isn’t right for you.
- Take small bites – try one or two applications as a start.
- Utilize the unique capabilities of this type of device – otherwise you might as well stick with webcasts or internet-based products.
Good luck!

Tags: change management, effective learning, performance management

Just step away from the computer…when you are angry at a co-worker, supervisor or one of your staff.  Messages you send in heat never go away, and could come back to haunt you!
An article in the Society for Human Resource Management (www.shrm.org) advocates email training for employers and managers.  According to one attorney e-mail has become the #1 form of evidence in any employment law dispute.  Another attorney (obviously they are kept busy by this issue) said that a lot of misunderstandings result from the written word, rather than direct communication when you can hear the tone of voice and see body language.
So why do we use e-mail so readily?  For a lot of folks it is easier than a direct confrontation, and easier to avoid having to compromise.  When we receive an upsetting e-mail it is also a natural reaction to fire back, because it just takes a “click”.  The back-and-forth in a dispute can really get out of hand.
What should one do?  First – don’t respond right away (the 24-hour rule is always good if you can wait).  Also, if it seems that the issue could escalate, a phone call or a personal visit is a much better way to handle the situation – also there’s no traceable document!  I have been surprised to find, when I visit the “complainer” in person, that either the problem isn’t so great, or it isn’t the real issue.  Sometimes a little patience will reveal that outside pressures are escalating something easily solved.
There are occasions where a quick response is appropriate – one important one is when an employee sends an offensive joke via the company e-mail system.  In that case the manager also has a document to produce if discipline becomes necessary. 
It isn’t just the angry or careless e-mails that can cause trouble.  In many cases an employee who is being disciplined will produce e-mails from the manager or supervisor praising his or her performance, and these can come back to cause trouble.  Advice:  never do performance reviews via e-mail.  Always meet with the employee and then document with hard copy.
So – we all need to review how we communicate with this great-though sometimes difficult-media.  In large companies it has been suggested that some sort of reminder training occur on a regular basis, cautioning against inappropriate or careless use of the e-mail media.  When in doubt – don’t click that button!!
 

Tags: effective learning, performance management, team building

Various publications continue to predict that we will not see huge economic recovery gains in the new year.  One of the steps companies and employees can take to improve their business success is to improve efficiency within the work groups. 
An article in December 2010 HR Magazine talks about “slackers” and how to better manage them.  Adrienne Fox writes about workers who know how to be adequate performers without pushing too hard.  She defines “slackers” as people who know they could be much more productive but make a conscious decision not to be.  One consultant group survey showed that 44% of employees admitted that they knew how to increase effectiveness but didn’t.  One HR manager at the University of Oklahoma stated that the lack of commitment to the organization tended to result in more counterproductive work behaviors.
Various factors affect employee commitment.  Sometimes the worker doesn’t understand the job clearly.  Others see co-workers slacking off without consequences and become disheartened.  In other cases there may be a lack of resources to do the job well.  There may also be a situation where workers feel efforts are not matched by the rewards offered, and so “make do”.
Most of us know someone that we went to school with that was able to make excellent grades with little effort.  In the education system many of the good students end up bored or unmotivated because they weren’t challenged, or because no one seemed to care about the results they delivered.  These same talented people may end up in a job that doesn’t keep them interested.
In my workplace experiences, the leaders I worked the hardest for were ones I respected and that had a clear vision of what to do and how to do it.  They kept me involved through their leadership skills and their ability to engage others.  In some jobs, the situation was so frustrating or the politics so overwhelming that I did what I had to and started looking for a way out!
Solutions offered on how to manage the slacker range from motivational efforts to get them committed to the goals, or to weed out those that are just plain lazy.  In many cases the individual is accustomed to being rewarded for natural talent rather than effort or commitment, and may give up when the going gets tough.  It is always the manager’s challenge to identify and deal with these employees.   If not, the end result can be a demoralized workforce, or one where all the hard workers leave for better opportunities.  Such is the agony of management!

Tags: change management, effective learning, employee morale, performance management

There is much talk about the need for more skilled applicants to meet future needs of companies, especially in the technology industry. Some refer to lack of math and science education, and others mention lack of manual skills for manufacturing jobs.

The American Management Association 2010 Critical Skills Survey found that managers are focused less on the basic 3R’s (reading, writing and arithmetic) and more on a general ability to respond to their environment. These skills, the 4 C’s, communication, critical thinking and problem solving, collaboration and finally creativity, are seen as important to today’s ever-changing business environment.

According to an article in Staffing Management (July-September 2010), the majority of executives assess both job applicants and employees on these skills. The respondents indicated that these skills help the companies respond to the pace of change in their business and the factor of global competitiveness.

As to how the current workforce measures up, over half the employers felt their employees were only average in communication skills and creativity and innovation. They did rate them slightly higher in critical thinking and collaboration and team building. They have addressed these issues in the workplace by using one-on-one coaching and mentoring, followed by professional development and training. The report did say that managers felt it was much easier to develop these skills in students early on, rather than teaching the experienced worker.

A few years ago I attended a meeting between employers and community college educators, held to get input from the business community on what they wanted future employees to learn. I was amazed that the issues were personal responsibility, clear communications, reliability (showing up on time and staying at work for their entire shift), and problem solving. Sounds like not much has changed. The real question is, why are students not learning these skills as part of their K-12 education? That opens an entire new topic for a later time.

In the meantime, as a job seeker, be aware of these needs and tune up your skills before you apply. Good luck.

Tags: applications, effective learning, hiring talent, Hiring Trends, job seeker attitudes, performance management