Who took my workforce?

Couple weeks ago I went to hear Deloitte CEO Barry Salzberg give a talk titled: Who Took My Workforce? New Realities for a New Era. The talk took place over lunch at Town Hall L.A.

Salzberg focused on how hard it is for companies like Deloitte to get and keep skilled workers, and how it's just going to get harder in the future. We might be in an "economic downturn" right now, but he says the employment outlook is better than in any previous downturn. (Just don't call it a recession!)

He quoted some sobering stats. By 2015 there will be a shortage of 10 million workers. American companies won't just be competing for workers by city and state - the labor market is global. "The war to find and keep good people continues."

There are four generations currently in the American workforce:

1. Veterans, who get the job done and don't make a fuss;
2. Baby boomers, who are work-obsessed;
3. Gen-Xers, who are less work obsessed and care more about family; and
4. Gen-Yers, who take a consumer's view of employment: Give me good reasons why I should invest my time and energy in working for you.

The Gen-Y group asks questions that drive the other generations crazy: Why should I do this grunt work? Why do we have to do it this way? Can't we use technology to have fewer meetings? Moreover, they grew up in an era of mass layoffs and corporate scandals, so when businesses say they care about people and are trying to protect the environment, they're deeply skeptical.

What can businesses run by Boomers do to hire and keep talented Gen-Y workers? Salzberg offered a "3-Rs, 3-Cs" formula. Show them respect, recognize them for their hard work, and give them a opportunity to do work they'll be remembered for. Coach them rather than find fault, consult with them rather than order them about, and give them a opportunities to connect with co-workers and their community through their job.

The workers Salzberg describes are tech-savvy, well-educated and poised to lead major international businesses. But trucking firms, home health care agencies, electrical authorities and construction companies all project trouble meeting labor demand as the baby boom generation retires. In the Q&A, I asked Salzberg whether his rules apply to all workers in all workplaces, or just to newly-minted MBAs.

He said he didn't have the data to answer that question, but suggested studying the demographics, needs and interests of workers coming into those jobs. We can't take a one-size-fits-all approach.

Which leads me to ask these questions: Is there a role for the workforce development system in helping employers understand the needs and interests of our future plumbers, nurses aides and longshore workers, the way Salzberg explains the needs and interests of future accountants? Do we need to have a better understanding of generation Y if we're going to effectively help them find and keep good jobs?

Future workforce image.

Comments

[Bryan]

Where'd you find that picture of me? I thought I got rid of all those pictures from my blue collar days! I think Salzberg is right about gen-y workers (myself included) wanting to ask questions, use technology to make work better and being skeptical about what corporations say. However, we want security, fair salary and opportunity for growth. Not just a mentor to pat us on the back and tell us we are doing good. I think that philosophy is good (i.e. "Whale Done! by Ken Blanchard") but we have the same survival needs that previous generations have expressed. We constantly hear about how tight the budget is and how there is such a lack of jobs, yet corporations are not suffering, they're profiting beyond previous years by far. I'm skeptical about corporations because they are so quick to layoff people who are hard working and deserve more loyalty.

[Bronwyn]

Part of Salzberg's point was that job security and good salaries aren't enough to keep the best and the brightest workers - they'll move on to employers who offer his Rs and Cs on top of that. I think you're right, Bryan - no amount of coaching and recognition will make up for low pay and insecurity.