NEOVETS and NEO Colleges collaborate to Support Veterans

NEOVETS and NEO Community Colleges have collaborated to deliver the CMTE (Certified Military Talent Employer) capabilities to veteran employers in NEO.  The CMTE is a certification that assures designated employers recruit, select, cross walk, and retain veterans in NEO.  It is a sustainable approach to attracting and retaining veterans that is renewed every two years.

Check out our site for specifics about the CMTE and visit us to learn more at one of the conferences listed below.

Career Fair, Lorain County Community College

LCCC John A. Spitzer Conference Center

Thursday, April 7, 2016

Noon to 3 p.m.

1005 N. Abbe Rd.

Elyria, OH

 

Cuyahoga Community College

Advanced Technology Training Center

Monday, May 2, 2016 

10 a.m. – 6 p.m.

3409 Woodland Avenue

Cleveland, OH 44115

 

NEOVETS CMTE Workshop

Lorain County Community College

John A. Spitzer Center

Friday, May 20, 2016  

9 a.m. – 3 p.m.

1005 N. Abbe Rd.

Elyria, OH

 

NEOVETS Conference and CMTE Workshop 

Conference 8 to 12

Workshop 1 to 5

Lakeland Community College

Friday, May 27

9 a.m. – 5 p.m.

Kirkland, OH 44094

 

NEOVETS Conference and CMTE Workshop

Conference 8 to 12

Workshop 1 to 5

Cuyahoga Community College

Mid-late May, 2016

9 a.m. – 5 p.m.

3409 Woodland Avenue

Cleveland, OH 44115

 

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The Increasing Value of Flexibility

 

The Increasing Value of Flexibility

One of the strongest trends in Human Resources we have witnessed over the last five to ten years is the increasing value of flexible scheduling to employees. Not too long ago, in yet another study, this one reported in Fast Company Magazine, one-third of employees reported, “managing work-life balance has become more difficult”. Particularly with employees working longer hours (another trend we are seeing), flexible schedules allow employees to coordinate their lives to reduce stress and have better work experiences.

Global Research

More recently, a study from EY across companies in the United States, United Kingdom, India, Japan, China, Germany, Mexico and Brazil polled almost 10,000 full-time employees about work-life challenges. Their goal for this research was “to understand what employees seek in a job— why they stay, why they quit, and how this differs by generation.”

Work-life Balance is Becoming more Difficult to Attain

This research found (in each of the countries studied) work-life balance is becoming increasingly difficult to attain. Employees in Germany and Japan reported the greatest difficulties in managing work/family/personal responsibilities, and China reported the least. Across the globe, nearly half (46 percent) of the managers polled said they work more than 40 hours per week. Moreover, 40 percent reported working more hours, compared with five years ago. This increase in hours could be the rationale for increased requests for flexible schedules.

Pressures on Millennials

When moving into management positions and starting families, increases in hours create a situation that makes work-life balance especially challenging. More younger generation respondents experienced an increase their hours. Among Millennials, almost half (47 percent) indicated an increase in hours, while fewer Generation Xers (38 percent) and Baby Boomers (28 percent) saw their work schedules expand. Of course, having longer workdays makes for a more difficult work-life balance.

What Matters to Candidates

When asked about what’s important in the hiring process, respondents first listed “competitive pay and benefits” (an answer that we thought they had moved away from). Second was “being able to work flexibly and still be on track for promotion”. According to EY, these flexible perks included “receiving paid parental leave and not working excessive overtime”.

Why Employees Leave

This EY study also reported the top five reasons for people quitting their jobs: “minimal wage growth, lack of opportunity to advance, excessive overtime hours, a work environment that does not encourage teamwork, and a boss that doesn’t allow you to work flexibly.” 

What these Findings Mean to HR Execs

Wise HR professionals will take note of these findings and urge their employers to place more emphasis on work-life balance. For years, forward-thinking employers and associations have focused their energies to help employees and their members with this critical balance. As we move into the future, this shift will not be optional. (Some would say it isn’t now.) The ability to recruit and retain talent will depend on it.

Special thanks to Lauren Dixon writing in Talent Management Magazine for her effective coverage of this important topic.

Copyright 1998-2015 by The Herman Group, Inc. — reproduction for publication is encouraged, with the following attribution: From “The Herman Trend Alert,” by Joyce Gioia, Strategic Business Futurist. 336-210-3547 or http://www.hermangroup.com. The Herman Trend Alert is a trademark of The Herman Group, Inc.”

 

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Engaging Millennials

It had to happen eventually and now it has. The Millennials are finally beginning to understand what really matters. Recently Futurestep, the RPO (Recruitment Process Outsourcing) arm of Korn Ferry released a study detailing the new Millennial attitudes. They used to value money over all of the other aspects of employment. Now, Millennials are “placing greater value on understanding what a company stands for and how, as employees, they can play a role in growing the organization into a better, stronger brand”.

For the purposes of this study, the company defined Millennials as everyone born after 1980, actually lumping the next generation (The Homelanders/Generation Z) into the mix—which may explain why the results turned out as they did. (We typically define the Millennials as those born 1980 to 1997; and the next generation, we define as those born 1998 and later.)

What Matter Most to Millennials

The study “highlighted the top considerations for attracting and retaining Millennial employees and recruits”.* When asked what matters most to employees who are part of the Millennial generation the greatest number of respondents (23 percent) said it was ‘the ability to make an impact on the business’, followed by ‘a clear path for advancement’ (20 percent) and ‘development and ongoing feedback’ (16 percent). Income came in at fourth place at only 13 percent.

What Influences their Employment Decisions

When executives were asked “what makes Millennials ‘choose one job over another’, more than a third (38 percent) said ‘visibility and buy-in to the vision of the organization’ while 28 percent said ‘a clear path for advancement’. ‘Job title and pay’ came in third place at 18 percent.”

Best Tactics for Millennial Recruitment

Moreover, the survey revealed that 42 percent of respondents believe social media is the best tactic for recruitment, followed by ‘word-of-mouth/networking’ (28 percent) and online talent communities (19 percent).

What These Results Mean for Employers

Trish Healy, Futurestep vice president of RPO Operations in North America said it best, “This research demonstrates the changing priorities of today’s young workforce”. Wise employers will take these new priorities to heart and recruit on social and mobile platforms. They will also build these new Millennial priorities into their onboarding processes, clearly communicating opportunities for development and advancement. ###

* It is important to note that Futurestep asked executives for these answers, not the Millennials themselves.

To read the entire survey results, visit http://futurestep.com/press/futurestep-survey-finds-compensation-one-least-important-factors-recruiting-millennial-talent/

Guest post from “The Herman Trend Alert,” by Joyce Gioia, Strategic Business Futurist. 336-210-3547 or http://www.hermangroup.com.

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The Millennial (GenY) Mindset & Future Implications

The New Employee Mindset™ & What It Means for the Future

As the Millennial Generation (or Gen Y) ages, they are becoming increasingly important in the workplace. They are moving into positions of responsibility and becoming more valuable to their employers.

Growing Gap between Expectations and Offerings

Unfortunately, there is a growing gap between Millennial expectations and what their employers are actually offering. This gap is having a negative impact on the engagement and retention of this generation, and is likely one of the primary reasons why Millennials will be looking for new opportunities in 2015.

Differentiators

In a recently released study from Aon Hewitt titled Inside the Employee Mindset™, we saw that the qualities that differentiate employers were as follows:

  • Fun place to work
  • Flexible work environment
  • Innovative
  • Good fit with my values
  • Provides stimulating work
  • Financially successful/market leader.

The Improvements Millennials are Looking For

To increase their overall engagement or satisfaction, the areas Millennials would most like to see improved in their current workplace were:

  • Pay and benefits (51 percent)
  • Good career or development opportunities (39 percent)
  • Performance recognition (38 percent)
  • Open/complete communication (34 percent)
  • Flexible work environment (33 percent)
  • Fun (30 percent)
  • Having a strong management and leadership team (30 percent).

Job Hopping Ahead in 2015

The data suggest that employees are feeling overworked and hampered by rigid systems/processes and limited resources. They want to feel appreciated for their efforts and successes, see opportunities to advance, and be more involved in the workplace, while having ample time for their personal lives—in short, they want a more “human” workplace.

“Beyond wanting competitive pay and benefits, Millennials expect to feel appreciated for their efforts, see opportunities to advance, be more empowered in the workplace, and also have the flexibility to balance their lives at work and home.” The lack of these aspects contributes to the statistic that 43 percent of Millennials plan to actively look for a new job in 2015.

Wise employers will take these findings to heart, changing the ways they are working with their Millennials, particularly their high potentials. By giving the Millennials what they are looking for, these smart employers will be able to reduce the number of employees leaving and beat the odds.   

Special thanks to Aon Hewitt; their study examined the differences of employee preferences and expectations across three of the generations, including Millennials, Gen Xers and Baby Boomers. To read the full survey report, click here.

From “The Herman Trend Alert,” by Joyce Gioia, Strategic Business Futurist. 336-210-3547 or http://www.hermangroup.com. The Herman Trend Alert is a trademark of The Herman Group, Inc.”

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Honing New Habits In Four Easy Steps

Honing New Habits In Four Easy Steps
  1. Identify and repeat behaviors that are working well for you at present.

Versus looking for things to fix about your poor or missing behaviors, try the reverse and look for things to repeat and re-apply about your positive behaviors.

For example, I, personally, get much more thinking and planning work done in the mornings. This was an awareness of mine early in my career. So, when I have planning or designing work to do, I get up early and schedule my planning, problem solving, designing and other computer work for mornings. It helps me focus and concentrate for longer periods of time without becoming distracted.

This means my phone calls, colleague interactions, collaboration, meetings and physical work are scheduled for the afternoons and evenings. This works for me because, I enjoy working with others and being with others, and they seem to be more available in the afternoons and evening than in the morning.

  1. Focus on strengthening one behavior at a time.

Don’t try to change every behavior at once. You’ll burn out from the intensity required to stay focused on more than one behavior change at a time,

Behavioral change requires that you stay in the moment while consciously and intentionally focusing on how you are feeling, what you are doing, and the consequences or impacts of the behavior change you are undertaking. This requires some insightful analysis on your part to determine if the behavior changes are achieving your desired outcomes.

Psychologists say that our behaviors are solidified based on the consequences achieved. Are you satisfied with the consequences your re-applied behavior is achieving? Only you will know. Nobody else can tell you the answer.

So, exert some self-control and consciously focus to learn if your behavioral changes are really resulting in your desired outcomes.

  1. Identify triggers that initiate repetition of the behavior.

Trigger your awareness of the opportunity to use the new behavior by identifying times, situations, people or events that could benefit from application of your new behavior.

For example, I identified the morning hours as the best time for me to work on mental/ cerebral projects. So when 6:30 am came along, I consciously and intentionally sat down at my desk to work on these types of projects. Secondly. I triggered focusing on these types of projects by listing a couple of them in my calendar as morning projects. Together, these two triggers helped me remember and focus on applying my new behavior.

After a few weeks, I found that I automatically scheduled my mental and thinking projects for the morning and set my clock earlier to wake me so I could work on these projects. As a consequence, I felt good about what I was accomplishing, and eventually incorporated these triggers into my daily routine.

Others use specific meetings they attend as triggers to apply and practice a new behavior such as asking more questions, or interjecting possibility thinking, or giving positive feedback, etc. They initially trigger these behaviors by scheduling them in their calendars every time the meeting is scheduled. Others have asked a buddy (who is also in the meeting) to remind them of their desired behavior. One friend, wrote on a sticky note and posted it on his computer; “Turn off email notification until after 10:00 am”. He reinforced a positive behavior that helped him focus to get important and critical work done earlier in the day.

Triggers are identified and implemented in order to remind and assure us that we practice the behavior until it becomes a habit based on the positive consequences recognized from using it.

  1. Build new habits through repetition.

If the consequences of the behavior you are focused on are positive for you, repeat them, schedule them, improve them, and discipline yourself to continue using them.

As you develop trust and confidence in yourself to reapply the behavior, you will find that you spend less time focusing on the new behavior. It has become more comfortable and familiar because it is delivering to your expectations; and you like the outcomes of repeating the use of it.

The behavior has become a habit and requires very little maintenance to be sustained.

Congratulations!!!!! You have honed a new habit!!

Call or email me with your success stories!! Chad@cookconsulting.biz or 330-329-3137.

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