The New Workforce

March 24, 2016 Keith Reester – Reester & Associates

www.reesterassoc.com

Keith Reester

Reester & Associates Business Management & Leadership Consulting

Building organizational excellence through dynamic leaders, flexible organizations, and strategy.

www.reesterassoc.com kreester@reesterassoc.com

970-203-4326

Today’s Objectives

  What does the 2016 workforce look like?

  What underlying issues are driving workforce change?

  Survey Data from the Asphalt Industry

  Strategies for top class firms

  How can you be an “employer of choice”

  Millenials – Oh My!

  Have some fun!!!

The People “Market” Today

 Postponed Retirement

 Echo Careers

 Super thin organizations

 Top performers are looking

 Labor is thin  Many have left the industry

 Competition will be higher

Transformational Organizations

  Top talent creates success

  Everyone and every interaction creates business opportunities

  Innovation is about people not process

  How adept are your people at communicating

  What is your mission in life

The Dynamic Workforce

 Millenials are now the largest percentage of the U.S. Workforce

 The median age of the workforce will increase

  Up 5 years in the last 10)   Retirement age creep   The economic slowdown “stalled” many retirements   Boomers will continue out at a rate of 10%+/year

 As the older workers leave the industry, leadership and technical talent will continue to be a problem

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NAPA National

Work Force Survey

Leadership Field Communication Millenials Team Building Little Younger Learning Motivation Work

Ethic Employees Company Training Experience Retaining Safety Knowledge Transfer Managing

Technology Quality Career

Generations Diverge  We have all been shaped by our environment Experiences Events Values Economics Idols Attitudes

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The Baby Boomers  Born 1946 to 1964 (Ages 52 to 70)  Forty percent of today’s workforce  Raised on rebellion  Experienced growing national wealth  Work is duty

 Working with Boomers   The Legacy   Becoming a coach   Facilitating, not dictating, results   Offering them flexibility, authority, and respect   Challenging them to keep growing (in their own way)

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Generation X  Born 1965 to 1980 (Ages 37 to 51)

  Forty-five percent of today’s workforce

 Dual career parents

 Record divorce rates

 Work to Live Working with X’ers

  Providing a fair and balanced work Life   Leading with a coaching style   Providing immediate feedback and credit for results   Push to keep learning for every new mission   Earn respect

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The Millennials – Gen Y   Born 1981 to 1999 (Ages 16 to 36)   Ten percent of today’s workforce   No such thing as “before the internet”   Attention spans are different

  Multi-culturalism

Working with Millennial’s   Allow for multi-tasking   The “Office” as Mobile and Fixed   Provide creative and challenging work assignments   Create stimulating learning opportunities   Provide them an ability to take part in decision-making   The Innovation Generation

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What Are They Saying…  The Manager/Leader   “Gen X bosses preferred”   2007 Australian Survey   US Survey 2014

  90% of Gen X/Y will start their job search on the internet   What aren’t we doing?

  Older Workers   Staying longer   Getting “retrofits” and “tune-ups” before retirement   Holding ground through the recession

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Let’s Take a Quiz

How much are you like a Millenial

employee?

Components of The Solution

 Hiring & retaining top talent

 Development planning & investment

 Knowledge transfer

 “Recycling” Baby Boomers

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1st A Strategic Plan

When people stop learning they start looking!

NAPA National

Work Force Survey

Leadership Field Communication Millenials Team Building Little Younger Learning Motivation Work

Ethic Employees Company Training Experience Retaining Safety Knowledge Transfer Managing

Technology Quality Career

Hiring & Retaining Top Talent   Identify what attributes are key   Communication skills

  Attitude   Technical knowledge

  What is your organization good at developing in your people?

  Establish high standards and hold people accountable   Nothing is more disengaging for top talent than protecting

under performers

  Coach, discipline, and improve

  Recognize achievements - Large and small

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Development Planning & Investment  Current Leaders  Assess the “tool boxes” of current leaders  Formalize coaching, mentoring, and partnerships – add to job descriptions and evaluation criteria

 Individual development planning for every team member

 Invest in your people – at all stages of their careers

 Invest time in developing people

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Knowledge Transfer

 Capture what is “between the ears”

 Develop systems to document key “historical” information

 Teach decision making experience through “table top” exercises and shoulder-to-shoulder work

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“Recycling” Baby Boomers The Encore Career   Personnel Policies   Develop policies that allow retired professionals to work on a part-

time or project basis

  Mentoring   Use them to mentor younger leaders 10% of their time

  ROI on older workers is quick

  Flexibility   Most organizations are not set-up to handle large part-time work

forces on the professional level

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What to do about Millenials?

  Intuitive sense of technology – capitalize on it

  More creative and innovative problem solving   Listen to their input

  Use technology to learn – give them the tools to learn

  Find direct communication less necessary   Let them email and text

  Work well in a team environment   Allow them space to the best they can be

  They celebrate diversity – we all should

How to be a leader for Millenials

Provide Structure

  Jobs should have fairly regular work hours – but offer flexibility when possible

  Goals should be clearly stated and progress measured and assessed

  Define assignments and clearly define what success looks like

  Meetings – agenda and minutes

Provide Leadership & Guidance

  They want in on the big picture – let them know the scoop

  They want to learn from you and receive daily feedback

  Plan for time to coach and teach

What to Do?

 Do something

 Identify a workforce Strategy Champion(s)

 Build a Strategic Plan

 Scope & Schedule

 Overcome Perceptions

 How would you treat this issue on a big project?

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More ideas to challenge your

leadership!

Available Amazon - Print

Kindle Nook IBook

Audio (Spring ‘16)

Keith Reester

Reester & Associates Business Management & Leadership Consulting

Building organizational excellence through dynamic leaders, flexible organizations, and strategy.

www.reesterassoc.com kreester@reesterassoc.com

970-203-4326

Thanks for your Participation

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