| This new century demands that management have | | | | - Short termDeveloping Your Human Resource |
| adaptive skills working across the generation diversity | | | | StrategyOnce you have established your vision, the |
| that exists in today's workplace. No doubt people are | | | | next step is to develop your human resource strategy. |
| an organization's most precious asset. Today, unlike | | | | This strategy is the process by which you will achieve |
| any other time in history, that asset is filled with | | | | your vision of becoming an Employer of Choice. You |
| generational diversity. This diversity sits side-by-side, | | | | must be committed to becoming Employer of Choice. |
| shoulder-to-shoulder, cubicle-to-cubicle and | | | | Your strategy must evolve around that commitment, |
| warehouseman to warehouseman. This generational | | | | intelligence, judgment and one more time, it must focus |
| diversity can create tension, mistrust and conflict and | | | | on your most precious asset - your employees.Do not |
| negate loyalty to the company in general.How is This | | | | let ego get in the way of judgment. Managers need to |
| Generational Diversity Defined?The most publicized | | | | challenge old ways. You must be determined to create |
| and visible generation grouping of today are the Baby | | | | a culture where worth is determined by a willingness to |
| Boomers, born between 1943 and 1965, then we have | | | | learn new skills and adapt to change. You must create |
| the Generation Xers, born between 1965 and 1980 and | | | | an environment that makes it fun to go to work. Do |
| finally we have the Generation Veterans, nearing | | | | not measure how well you are doing, measure how |
| retirement, born between 1935 and 1942. Generalities | | | | much you have changed."In the years ahead, |
| tell us that the Boomers think the Xers are greedy, | | | | workforce stability will be a company's competitive |
| lazy and have a poor work ethics. The Xers think the | | | | sales edge. In these turbulent times, exacerbated by a |
| Boomers are obsessive, dictatorial and lack | | | | tight labor market, employers will be continually |
| understanding and empathy. They "live to work" and | | | | challenged to locate, attract, optimize and retain the |
| the Xers "work to live." The generation veterans are | | | | talent they need to serve their customers. The most |
| considered a pain in the backside by the action | | | | successful employers will be those who legitimately |
| oriented Boomers and the technology crazed Xers.To | | | | inspire highly talented workers to join them and stay |
| add even more challenge to your objectives in Human | | | | with them."Roger E. Herman and Joyce L. Gioia |
| Resources, consider the workforce born between 1981 | | | | How to Become An Employer of ChoiceAdam Fein |
| and 2000. These are the youngsters just now entering | | | | of Pembroke Consulting reports in Facing the Forces |
| the work force. Let's call them The Nexters. Many in | | | | of Change that nearly 20% of the U.S. workforce will |
| this group, early on , primarily hangs out in the service | | | | be 55 years old or over by 2010, up 13%. He states |
| industries like fast food. You may run into a few out on | | | | that baby boomers are aging and the situation will get |
| your warehouse floor. As they age and gain more | | | | worse. The 25-44 year old segment will decrease by |
| education you find them entrenched in technology, | | | | another 6% to 26% by 2010. All these facts mixed |
| E-Business and many become web-head evangelists. | | | | together only heighten the importance of your Human |
| They are eager to learn, willing to work, but lack the | | | | Resource strategy.The Human Resource Planning |
| loyalty the Boomers expect from their employees. The | | | | Process- Clearly define Human Resources role in the |
| Generation Xers consider the Nexters self-absorbed, | | | | strategic business plan. Set specific objectives, assign |
| spoiled brats.You might find it helpful to create a | | | | accountability and develop time lines for becoming |
| portrait of each generation. Study it, understand it, try | | | | employer of choice.- Follow the planning process |
| to learn what they value most. Listen to them. Try to | | | | map:o Develop performance drivers |
| understand the historical events that shaped their lives | | | | o Develop recruitment and retention strategies |
| (Viet Nam, Woodstock, Gulf War, civil rights, birth | | | | o Create a scorecard |
| control, Kent State University, safe water, safe | | | | o Define policies and practices |
| environments). Try to profit from their perspectives | | | | o Career counseling |
| and insight. Take advantage of the youthful energetic | | | | o Coaching and mentoring |
| innocence and the wisdom of the experienced.Things | | | | o Internship program |
| to Be Aware OfSince we are experiencing the most | | | | o Education and training |
| value-diverse workforce this country has every | | | | o Creative employee support (day care- job sharing |
| known, traditional thoughts in the area of Human | | | | etc.)Make It Fun to Come To WorkThe key to |
| Resources must be challenged. The Xters and | | | | employee retention is not necessarily compensation |
| Nexters have a completely different mind set and | | | | based. It has been proven time and time again that |
| value system than most of the executives in the | | | | money is not high on the motivational factor list. |
| distribution industry who happen to be Boomers. We | | | | However, money can rise to the top of the list of |
| can no longer think that this generation should be | | | | complaints if an employee does not enjoy coming to |
| grateful for the opportunity to work for us. In fact, we | | | | work every day. When an employee really likes their |
| may have to consider a hiring bonus. We must temper | | | | job, environment and peers and feels they are well |
| our expectations of long term loyalty. As one | | | | treated and respected, money becomes a non-issue in |
| Generation Xer put it, "If you want loyalty, buy a dog." | | | | most cases.There is a book called 1001 Ways to |
| The Xers and Nexters are much more technically | | | | Reward Employees (Author, Bob Nelson, Workman |
| savvy. They carry laptops, are much more mobile and | | | | publishing). I encourage you to order this book.Human |
| have a different value system.A Human Resource | | | | Resource is an Investment in Your EmployeesUnleash |
| Strategy is Key to Becoming Employer of ChoiceA | | | | yourself from the self imposed trap many of us have |
| human resources strategy must be included in your | | | | placed ourselves in by considering Human Resources |
| corporate strategic plan. Make sure you have a | | | | a cost center. If you develop a definitive Human |
| Human Resources professional on your staff to deal | | | | Resource strategy geared to make your company |
| with the sweeping changes in the workplace. This | | | | the Employer of Choice in your markets, Human |
| person must be a skilled, knowledgeable business | | | | Resource will become a profit center. Recruitment & |
| partner. They must play a vital role in helping your | | | | Retention alone will create a tremendous return on |
| organization become or remain competitive in the labor | | | | investment to your companyResearch shows that it |
| marketplace. Becoming the Employer of Choice begins | | | | costs between 50 - 150% of an employee's annual |
| and ends with your Human Resource staff. However, | | | | salary to replace them. This does not include their |
| it is not their task alone. Every manager in the | | | | actual salary. For example, the cost to replace an |
| company, from the President to the warehouse | | | | inside sales person that just resigned could exceed |
| supervisor, shares in that responsibility.Where are you | | | | $75,000. The cost to replace an employee includes |
| now?Determine where you are today in relationship to | | | | costs for both recruiting and training the new |
| becoming an Employer of Choice. What strengths do | | | | employee plus the loss of productivity while the |
| you have to build on? What are the competencies that | | | | position is empty and even during the "learning curve". |
| you need to develop?As an example, consider your | | | | The exact cost depends on the level of the position |
| company's current performance in the following areas. | | | | and the current market demand for that position. |
| You may want to assign a score of 1-10 to each item | | | | However, consider having to replace 15 employees |
| and include a list of its strengths and weaknesses:- | | | | over the course of a year. Suppose the average |
| Human relations leadership skills | | | | salary is $40,000. The replacement cost of those |
| - Commitment to treating employees as your most | | | | employees would be as follows:10 employees@ |
| valuable asset | | | | $40,000 = $400,000 X 150% = $600,000 and that |
| - Training | | | | doesn't include their pay. This is a phenomenal hidden |
| - Credibility of your management team and company | | | | expense. |
| vision | | | | Even if you use the more conservative statistic of |
| - Communication skills | | | | 100% of salary, the cost savings would be four |
| - Decision-making skills | | | | thousand dollars. |
| - Benefits | | | | "This does not include the lost opportunity costs in the |
| - Other employee related support systemsCreate a | | | | market place." |
| Human Resource VisionOnce you've determined the | | | | Don't underestimate the power of your employees. |
| current state of your human resource function you | | | | Treat them with respect, gain their trust, invest in |
| should create a vision of what your human resource | | | | becoming Employer of Choice and you will release |
| competency should be. You must be committed to | | | | more discretionary energy, creativity and innovation |
| becoming Employer of Choice. Your vision must | | | | than you can imagine. Dr. Rick Johnson () is the |
| evolve around that commitment. It must be developed | | | | founder of CEO Strategist LLC. an experienced based |
| with intelligence, sound judgment, a willingness to step | | | | firm specializing in leadership and the creation of |
| outside the box and, most importantly, a focus on your | | | | competitive advantage in wholesale distribution. CEO |
| most precious asset - your employees.The Human | | | | Strategist LLC. works in an advisory capacity with |
| Resource professional must move from the "back | | | | distributor executives in board representation, |
| room" to the "boardroom" if you expect to become | | | | executive coaching, team coaching and education and |
| Employer of Choice. Emphasis and focus must be | | | | training to make the changes necessary to create or |
| placed on the importance of continuous progress and | | | | maintain competitive advantage. You can contact |
| managing change through goal setting. Goals must be | | | | them by calling 352-750-0868, or visit for more |
| realistic, reasonable, challenging and attainable: | | | | information. CEO Strategist - experts in Strategic |
| - Long term | | | | Leadership in Wholesale Distribution. |
| - Intermediate | | | | |