We are the Future

The Future of the Workforce: Strategically Recruiting Generation Next Vanessa Marie Layne Florida International University PAD 6417, Fall 2012 Professor Dr. Valerie Patterson Final Exam Gen Y is the future: Forward-thinking organizations and human capital managers need to learn how to tap into the next generation (21st century workforce) that is bursting with energy, inspiration, and fresh ideas. Backed by a sound knowledge base and social media expertise, Generation Y'ers may have the talent and potential that public organizations seek for reinvention. The recruitment, hiring, and retention of Gen Y'ers are vital processes for combating the effects of the possible "brain drain" caused by the looming Baby Boomer retirement wave in the public sector. Therefore, this blog was created to advance knowledge in regards to HRM principles and SHCM strategies relating to meeting the needs of the 21st century workforce, and the recruitment of tech-savvy Millennials.

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Meeting the Needs of 21st Century Employees: Flexible Work Arrangements Part I

Rapid technological advancements and demographic shifts are changing the way human resource professionals manage the workforce. Human resource management (HRM) systems and their respective human resource managers are stuck in a tight spot: faced with the challenge to attract and retain the best and the brightest, keep up with changing demands of a multigenerational workforce, and utilize technology to advance human competency and meet objectives. For the purpose of this blog, we will focus on the effects of the Baby Boomer retirement wave and the impact that young Millennials have on HRM. Compared to older generations, Millennials are much more demanding, yet have so much potential. To add to that point, younger workers have less loyalty to their employers compared to previous generations, which is important for organizations to consider. According to Berman et al., (2010), forward thinking organizations are responding to increased workforce demands, such as the emerging needs of younger Gen X and Gen Y workers, by introducing employee responsive policies. In so doing, human resource managers wish to reduce work/life conflict, helping employees find harmony between personal and professional obligations. Such policies help make the workplace more attractive, facilitating HR professionals pursuit of younger workers. Berman et al., (2010) introduce a variety of flexible work arrangements that organizations implement and incorporate the use of technology to administer, which include flextime, telecommuting, alternative work schedules, and family/work programs. Berman et al., (2010) introduced evidence to support claims that such employee-friendly policies can help organizations achieve positive outcomes.

Selden (2009) points out that the challenge is determining which policies and programs will be the most beneficial in retaining key employees—or, in this case, tech-savvy Millennials. Nontraditional scheduling or remote workplace options may prove advantageous to organizations that use them—particularly if they must compete for fresh talent from younger generational cohorts. Selden (2009) acknowledges that there is no one-size-fits-all program for organizations. Offering a variety of programs is essential to meeting varying needs of employees and necessary to build a human capital system that is most successful in developing capabilities desired. Most notably, private sector organizations are beginning to take a person-centric organizational model, as Selden (2009) has identified. Public sector organizations should move in that same direction to make their HRM systems malleable and responsive to changing workforce demands and market conditions. In the following sections, we will discuss the major arguments and recommendations regarding the strategic implementation of flexible work arrangements as presented within the Society of Human Resource Management's (SHRM) summary report titled, "Workplace Flexibility in the 21st Century: Meeting the Needs of the Changing Workforce.”

Summary of SHRM's major arguments regarding the importance of flexible work arrangements

The Society for Human Resource Management (SHRM) wrote a report regarding workplace flexibility, based upon research and results from polls and surveys the organization conducted. The summary report begins by pointing to various trends affecting the 21st century workplace. Similar to the findings of Berman et al., (2010), SHRM (n.d.) also attributes change in the workplace to advancing technology, emerging demands for work-life balance, demographic shifts, and diverse needs of a multigenerational workforce. The agency conducted polls and surveys among other research, collecting pertinent data to demonstrate that both employees and employers benefit from flexible work arrangements (FWAs). SHRM first claims that human resource managers can implement FWAs to achieve organizational goals and simultaneously meet the needs of 21st century employees. Following, the agency argues that a flexible organizational culture and properly communicated expectations between employees and managers help create effective FWAs. Once FWAs are in place, SHRM advises that human resource managers should review such programs to determine the organizational benefit and rate of utilization through evaluations and assessments. Within the report, SHRM (n.d.) argues that the success of flexible work arrangements largely depends on the relations established between managers and the staff. Most importantly, HR professionals need to align the FWA programs offered with the organizational culture to ensure successful implementation and efficiency (SHRM, n.d.).

When successfully developed and implemented, FWAs can help organizations achieve the following: attraction, recruitment, and retention of high potential candidates and a diverse talent pool through the provision of generous work accommodations; reduced stress in the workplace, through the improvement of employees’ mental and physical health; increase in employee job satisfaction through organizational flexibility and much more (SHRM, n.d.). The Society of Human Resource Management constructed provocative arguments in advocating for the use of FWAs in the workplace, helping HR professionals make decisions to meet the needs of the 21st century workforce.

Discussion of SHRM's recommendations for meeting the needs of the 21st century workforce

SHRM proposes ways in which human resource professionals can help their organizations overcome issues relating to the development and/or implementation of FWAs. HR managers need to assess the professional and personal needs of the workforce and demographic diversity. In so doing, organizations will be closer to implementing strategic HR policies and, in this case, flexible arrangements that closely align with employee demands. Every so often, these policies must be updated to keep up with changing demands and affirm efficiency. We can clearly see that the 21st century workforce is changing at a rapid pace, which requires an appropriate and rather immediate response. Once implemented, human resource professionals should notify employees that such programs are offered, since proper communication facilitates the implementation process. Employees need to be told that such policies exist and the terms of conditions and job-related expectations in deciding to use them. If employees are not aware that FWAs are offered, then it is more than likely that such programs run the risk of underutilization.

Managerial training is also important to the administration of such policies to ensure fairness for all employees. When employees perceive disparity in the administration of such programs and policies conflict and resentment could arise. SHRM (n.d.) also recommends HR professionals to make sure that FWAs comply with state and federal employment laws, such as the Family Medical Leave Act (FMLA), Fair Labor Standards Act (FLSA), and Occupational Safety and Health Administration (OSHA). HR professionals need to affirm that their policies and practices remain within the boundaries of the rule of law to avoid any unnecessary litigation issues. In sum, the Society of Human Resource Management thoughtfully proposed solid recommendations that HR professionals could use when undertaking the task of aligning organizational objectives with employee needs. Overall, SHRM recommends organizations to explore the general idea of incorporating flexible work arrangements with HRM strategies and policies for the purpose of recruiting and retaining top talent.

Article’s contribution to advancing knowledge on theme and course materials Backed by sound reasoning and methodology, SHRM’s (n.d.) summary report provides an overview of the positive impact that the implementation of flexible work arrangements may have on organizations. Further, as shown above, SHRM provides fundamental recommendations that may help organizations and their respective HR professionals develop and implement effective policies like FWAs. In compiling this substantive survey report, the Society for Human Resource Management contributes to course materials as it advances knowledge on the theme: meeting the needs of 21st century employees. The 21st century workforce is diverse, composed of more minorities, younger professionals (Generation X and Y), and women than previous generations. Further, these 21st century individuals participating in the labor force have distinct needs that organizations need to review closely and consider if remaining competitive is a main priority. SHRM expands on the issue of work/life balance that Berman et al., (2010) also touched upon within the textbook. The agency recommends that employers become flexible and more willing to “rethink the workplace” outside of traditional norms.

The rapid pace of advancing technology, changing workforce demands, and the increasing needs of a diverse workforce does not leave room for hesitation. Forward thinking organizations will confront these challenges immediately, viewing them as opportunities through a “glass half-full” lens—as SHRM argues. The Society for Human Resource Management elaborated on FWAs and provided a glimpse into how such accommodations can really help employers and employees through providing real life examples within the report. When determining whether such flex programs can help or harm an organization’s operations it is important to consult with a source, such as SHRM’s report, to base knowledge and understanding of the issue on statistical data and real-life experiences. In conclusion, SHRM’s survey report contributes to course materials by expanding on the topic of flexible work arrangements, as similarly discussed within the textbook written by Berman et al., (2010), and by providing insight into how organizations can administer such HRM policies efficiently to satisfy needy and non-traditional (21st century) employees.

Justification for adding SHRM's article to the course reading list for PAD 6417

The Society of Human Resource Management is the world’s largest professional organization dedicated to advancing knowledge on HRM policies and practices; therefore, as a globally recognized entity, SHRM is a viable source of information relating to the theme chosen on strategies to address the needs of the workforce. The article chosen to review, specifically SHRM’s report titled, “Workplace Flexibility in the 21st Century: Meeting the Needs of the Changing Workforce,” should be added to the course reading list for PAD 6417, because it offers prime insight and an array of recommendations on the topic of discussion. Further, the agency bases its claims and arguments on statistical information obtained from surveys and other methods of data gathering. HRM is clearly an art, but the study of HRM is also a science. The methodology SHRM used to complete this survey is also essential to demonstrating that point, lending to credibility of the source. SHRM’s (n.d.) survey report is straightforward, allowing the reader to glide smoothly through the data and HRM strategies offered. After reading the article, one can conclude that revamped HRM policies facilitate flexibility in the workplace (i.e. development of flexible work arrangements), and HR can be a significant strategic partner toward meeting important organizational objectives (e.g. meeting the needs of the 21st century workforce). Based on this report, we can conclude that SHRM challenges HR professionals to approach the situation of a demanding workforce optimistically and use FWAs as a tool for recruitment and retention of top talent. The Society of Human Management’s (n.d.) report on workplace flexibility to satisfy the 21st century workforce should be added to the course reading list due to the attractive presentation of the information and range of pertinent recommendations on the subject matter.

References

Berman, E.M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2010). Human resource management in public services: Paradoxes, processes, and problems (4th ed.). United States of America: Sage Publications.

Society for Human Resource Management (SHRM). (n.d.). Workplace flexibility in the 21st century: Meeting the needs of the changing workforce. SHRM. [Survey Report]. Retrieved from http://www.shrm.org/research/surveyfindings/articles/documents/09-0464_workplace_flexibility_survey_report_inside_finalonline.pdf

Selden, S.C. (2009). Human capital: Tools and strategies for the public sector. Washington, D.C.: CQ Press.

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Meeting the Needs of the 21st Century Workforce: Flexible Work Arrangements Part II

The 21st century—and beyond—presents many challenges and unexpected opportunities to human resource managers. To remain competitive, public employers must plan accordingly and determine how best to meet the needs of the changing workforce. In light of the imperative to address employee needs and advancing technology, the incessant demand for human competency and organizational efficiency presses many HRM to act. To be effective, public sector organizations must determine how to capitalize on advancements, incorporating such technology into its organizational structure and workplace to enhance worker morale, competency, esteem, and productivity. By embracing modernization of modernization, public organizations can possible regain the title as “employer of choice.”

Berman et al., (2010) advised of the importance of employee empowerment, emphasizing important values that modernization provides like flexibility and autonomy. Human resource professionals find themselves faced with one main issue: determining how to improve the way in which employees contribute and how to allocate the proper resources and technology to facilitate high-potential talent. To affirm organizational success and human competency, human resource managers are pressed to determine what exactly “today’s” employees need. Berman et al., (2010) argued that individuals like meaningful work and a nourishing environment that provides them with just enough motivation. Mainly, people need a sense of “belonging,” according to Maslow’s “hierarchy of needs.” Organizations can help employees achieve a sense of belonging by providing a supportive workplace with adequate resources, flexible work schedules, development opportunities, and technology (Berman et al., 2010). When discussing the topic of ‘meeting the needs of the 21st century workforce,’ it is important to keep in mind that “today’s generation” desires flexibility and transformation in the workplace. In particular, younger workers—individuals from Generation X and Y—desire harmony in their lifestyles and “meaning” in their professional activities. To please younger individuals, employers should develop and implement individualized programs and practices to empower them to take on on personal and professional obligations. Overall, human resource professionals will find that varying groups and individuals in the workforce desire different modern needs and are motivated by dissimilar factors. Nevertheless, public employers must develop a “climate for motivation,” which is shaped by HRM policies and practices (Berman et al., 2010).

Demographically speaking, the 21st century workforce consists of more women, dual-earner families, young adults, and minorities than previous generational cohorts. Public employers need to pay close attention to the needs of their employees who come from diverse backgrounds and lifestyles. Unquestionably, workers have different motivations and priorities. In order to implement practices that encourage efficiency and retention, employers must create a nourishing work environment that accommodates a multiplicity of needs. For example, Selden (2009) argues that women are generally more likely to cite personal obligations, such as issues relating to childcare and work-life balance, as a reason for leaving an organization or exiting the workforce. Moreover, childbearing mothers within the workforce value policies that simultaneously support their personal obligations and professional endeavors. Undoubtedly, women want to contribute professionally to their organization’s success, but many would also like to create families of their own. Therefore, it is imperative for human resource professionals to adjust varying strategies like recruitment and retention policies to address the specific needs of distinct demographic groups (i.e. childbearing mothers) within the workforce. If public organizations are determined to be the “employer of choice” or forward thinking, then they must strategically plan around such issues and work to accommodate such needs. Like Berman et al., (2010), Selden (2009) acknowledges that organizations concerned about high performance and productivity should adopt policies and implement programs to help employees reduce personal issues, such as work-family conflict.

For the purpose of this post, we will primarily focus on strategically implementing flexible work arrangements to meet the needs of the 21st century workforce. In the following sections, we will discuss an article that advances knowledge on this theme and corresponding HRM strategies.

Summary of literature's  major arguments regarding the importance of flexible work arrangements

In “Changing Demands: The Workforce of Yesterday, Today, and Tomorrow,” McGraw and Burr (2011) discuss the implications of the changing workforce, HR challenges, and likely outcomes of flexible workforce programs. Their research focuses on arising work-life balance issues, beginning with a brief overview of the history of “yesterday’s” workforce McGraw and Burr discuss the changing needs of current and future employees. Similar to the case made by Berman et al., (2010), McGraw and Burr (2011) acknowledge the opportunities that technological innovations provide for organizations and a new generation of agile employees. They argue that organizations need to be as innovative as the advancing technology when formulating HRM policies and procedures for tomorrow’s workforce. Due to changing workforce demographics, organizations need to consider alternative work arrangements to varying needs of individuals. To illustrate the depth of change, since 1975 to present, the participation of women with young children has increased 47% to 78% (McGraw & Burr, 2011). In addition, McGraw and Burr (2011) note that the U.S. Census Bureau reported that approximately 83% of families are currently dual-earners or single parents with young children. The data highlighted by McGraw and Burr (2011) showed there is an increasing need for flexibility in the workplace to balance employees’ work and family obligations. Like Berman et al., (2010), McGraw and Burr also propose a case for the implementation of flexible work policies, which have successfully contributed to strong performance for many organizations. To summarize the arguments presented within the literature, McGraw and Burr (2011) argue that flexible work arrangements have been shown to address “societal demands for a work/life balance” by increasing employee productivity, motivation, and satisfaction and achieving organizational interests as well.

Discussion of literature's recommendations for meeting the needs of the 21st century workforce

Within the literature, the authors outline several outcomes of flexible workforce programs similar to the case presented by Berman et al., (2010): increased employee engagement, productivity, and job satisfaction (McGraw & Burr, 2011). Next, the authors present findings relating to such outcomes of these arrangements, demonstrating that employees are generally more satisfied when they are allowed to create their own schedules and tailor their work environment according to their own needs. McGraw and Burr (2011) point to the fact that employees allowed to engage in flexible scheduling concentrate their efforts more on results-oriented initiatives to “show” how they are performing in the absence of a “watchful eye” or the employer’s presence. Essentially, when given the chance, these employees make sure to have their work speak up for them. Of course, individuals may seek flexible work arrangements for different reasons. For example, McGraw and Burr (2011) point out that some employees wish to alter their work environment and/or schedule in pursuit of mental stimulation while others like to work in a way that does not involve reporting to superiors.

Besides directing employers to cater to mothers and younger professionals, McGraw and Burr (2011) discuss meeting the needs of individuals from the Baby Boomer generation who intend to remain in the workforce longer. They propose contingency work arrangements as an option. In this way, organizations can retain top talent like technical experts in their field and maintain a sound knowledge base through this sort of continuity in the labor force. The authors explain that the many Baby Boomers wish to remain active members in the workforce and they seek to acquire new skills. Therefore, human capital managers need to design a contingent work process that meets the needs of these non-traditional employees and aligns with organizational goals (McGraw & Burr, 2011). Overall, McGraw and Burr (2011) emphasize that organization’s need to pay attention to the demands of the changing workforce and be willing to adapt policies and processes in a variety of ways to attract and retain top talent. Their main argument is as follows: “Allowing flexible schedules, telecommuting, and implementing a contingent workforce process will demonstrate an understanding by the organization of the challenges we all face with work/life balance” (McGraw and Burr, 2011). HR professionals can easily retain top talent through the right initiatives that meet the needs of those high-potential employees. By incorporating technology and flexibility in otherwise stagnant HRM policies, organizations will benefit through the realization of human competency and achievement of strategic goals.

Literature's contribution to advancing knowledge on theme and course materials

McGraw and Burr (2011) make an excellent case for the implementation of flexible HRM policies that include flexible work arrangements to meet the needs of tomorrow’s workforce. The literature begins by introducing new HR challenges, with a principal focus on how to meet the needs and demands of 21st century employees and how to utilize technology to facilitate human competency. They briefly provide history of workforce demographics and changes in labor force participation. McGraw and Burr also introduce experiences and the HRM work philosophy of a few employers, like Citrix Systems, Inc. We are able to see how employees benefit from such policies through learning about real organizational experiences. In general, the literature advances knowledge on the topic of changing demands and meeting employee needs by showing the outcomes of implementing flexible work arrangements. The authors go further by accentuating the fact that organizations could retain top talent by holding onto seasoned employees from the Baby Boomer generation. Throughout the literature, the authors support their claims through statistical data and supplementary findings. Most importantly, McGraw and Burr (2011) establish the argument that human resource managers are tasked with aligning the outcome of flexible work arrangements with organizational goals. In sum, the literature contributes to course materials through the proposition of a strong argument for flexible work arrangements to meet the needs of today’s changing workforce—similar to the persuasive argument formulated by Berman and his co-authors.

Justification for adding literature to the course reading list for PAD 6417

Course materials should be thorough, straightforward, and concise. The authors did a great job in first introducing new HR challenges, next briefly explaining the history of the changing workforce, and in proposing a few strategies and likely outcomes. With so much focus on the younger workforce, McGraw and Burr’s (2011) choice to include older Baby Boomer employees into HRM strategies to achieve organizational success was thoughtful, demonstrating a comprehensive perspective. Additionally, the literature correctly explained that human resource managers face a particular challenge with incorporating new technology and perspectives in managing the changing workforce. The arguments and ideas proposed within the literature were similar to that found in the textbook written by Berman et al., (2010). In sum, this literature should be included within the course reading list for PAD 6417, because McGraw and Burr (2011) expand on the cases made by Berman et al., (2010), offering real organizational experiences, strategic solutions, possible outcomes, and statistical data to support their claims.

References:

Berman, E.M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2010). Human resource management in public services: Paradoxes, processes, and problems (4th ed.). United States of America: Sage Publications.

McGraw, A., & Burr, M. (2011). Changing demands: The workforce of yesterday, today, and tomorrow. Cornell HR Review. Retrieved from http://www.cornellhrreview.org/changing-demands-the-workforce-of-yesterday-today-and-tomorrow/

Selden, S.C. (2009). Human capital: Tools and strategies for the public sector. Washington, D.C.: CQ Press.

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Meeting the Needs of the 21st Century Workforce: Succession Planning

Much analysis has shown that the composition of the future labor force is rapidly changing and diversifying. In the near future, human resource managers will face challenges that include the effects of the graying workforce, the competing interests of a multigenerational workforce, and a demand for competent human capital that will outstrip supply. As the demographics of the 21st century workforce evolve, human capital managers must strategically plan to address projected labor shortages, identify competency gaps, and determine how best to meet the needs of tomorrow’s workforce.

Berman et al., (2010) acknowledged this major theme, providing insight into various human resource management (HRM) strategies that public organizations can use to address major societal challenges. In order to produce a “win-win” outcome for the organization and the workforce, human resource managers must seek to align employee efforts and motivation with long-term strategic plans and organizational goals. Organizations can successfully accomplish this feat by fostering employees’ needs for achievement and increasing prospective opportunities for enhanced learning and career development (Berman et al., 2010). Berman et al., (2010) introduced HRM policies, such as training and development programs, that can develop the organizational loyalty of tomorrow’s workforce. Accordingly, human resource professionals should align long-term strategic planning objectives with career development plans, thus providing adequate intrinsic motivation, encouraging professional growth, and increasing employee productive. Most importantly, said job enhancement practices and programs must consider the diverse needs of the changing workforce, particularly the millennial cohort that will be first in line to replace retirees from the Baby Boomer generation. In creating a people-focused environment and employee-responsive policies, human resource managers can increase the value of individual contributions to organizational objectives, strengthen the competency of the workforce at all levels, and help employees actualize personal and professional needs. In so doing, organizations can meet the needs of the 21st century workforce and achieve managerial success by utilizing the best of the strengths and competencies of their employees.

Selden (2009) maintains that a “strategic human capital perspective suggests that an organization is forward-thinking” in the way that it conceives of its human capital as a “valuable asset.” Accordingly, it is crucial for organizations concerned about future labor shortages and competency gaps to incorporate this strategic perspective into its workforce planning to enhance recruitment and retention efforts of 21st century employees. Selden (2009) explains that human resource professionals can use “succession planning” to address future organizational needs and ensure continuity in key positions. What exactly is succession planning and what strategic role can it play in public organizations? Human capital professionals can use succession planning as a fundamental tool to meet organizational objectives and tackle human capital needs through systematic and deliberate planning initiatives. Moreover, succession planning can help project short- and long-term workforce needs and facilitate the assessment of potential knowledge gaps (Selden, 2009). When it comes to the topic of the impending aging workforce crisis, many experts agree that the process of strategic human capital planning can similarly assist public organizations in developing talent to meet current and future needs, in managing the knowledge base, and in meeting the unique demands of tomorrow’s workforce. If used properly, strategic planning processes and human capital management (HCM) systems, such as succession planning, can help organizations identify critical skills, positions, and competencies that will be required in the future, while also addressing the needs of 21st century employees to support related organizational objectives.

Summary of Ritchie’s major arguments regarding the importance of succession planning

Many scholars and analysts realize that a crisis is brewing, the research findings of which focus on the changing demographics and demands of tomorrow’s workforce. As Baby Boomers are set to retire, with young Millennials acknowledged as the successors, employers can expect to experience a major shortfall of skilled and competent human capital. In Ritchie’s article, “Has Anyone Heard the Alarm? Succession Planning,” the main argument focuses on the emerging challenges presented by the changing 21st century workforce—a major crisis that organizations should no longer ignore. Ritchie (2007) presents findings related to research on succession planning and recommends ways that local government leaders can strengthen such planning initiatives. In general, the article claims that while many human resource professionals realize there is a definite need for succession planning to prevent the depreciation of the knowledge base, only a few organizations have responded by actually implementing those efforts.

Discussion of Ritchie's recommendations for meeting the needs of the 21st century workforce

Ritchie (2007) defines succession planning as a “systematic effort to project future leadership requirements, identify leadership candidates, and develop those candidates through deliberate learning experiences.” As such, succession planning is a method that organizations and human capital managers can identify and respond to (current and future) leadership challenges and competency gaps. Further, she explains that organizations can strategically use succession planning to retain qualified individuals through training and developing efforts that help them feel valued as “assets.” In anticipation of the workforce crisis, Ritchie (2007) recommends organizations to take necessary steps to implement succession planning, develop mentoring programs, and create employee career development plans. First, Ritchie (2007) advises that the inclusion and support of senior management is vital to the success of succession planning initiatives. Next, she claims that similar to workforce planning, “succession planning” begins with an assessment of current and future workforce needs that includes an analysis of data, such as projected retirements and age distribution. HR professionals can then incorporate said data into strategic planning. Organizations must also identify critical positions and anticipated vacancies, provide a common framework for setting leadership development strategies, and create talent pools (Ritchie, C. E., 2007).  Ritchie (2007) identifies another important aspect of succession planning as the creation of development opportunities that prepare individuals for key job roles. Finally, she explains that performance measures and evaluative tools must be in place to determine the effectiveness of the organization’s succession plan.

Once organizations implement succession plans, Ritchie (2007) recommends they remain flexible to changing environments, emphasize the importance of long-term planning to ensure effectiveness, examine related workforce activities and preparedness, strengthen employee readiness and development programs, and commit to continuous improvement of planning efforts.

Ritchie's contribution to course materials and to advancing knowledge on the theme

Ritchie (2007) has made important contributions to advancing knowledge on meeting the needs of the 21st century workforce by emphasizing that implementing succession plans are not only important to fulfill organizational objectives but also to the development of individuals as “assets.” According to this article, “one of the goals of succession planning is to retain more of the organization’s top candidates by offering them training, coaching, and development opportunities that help them feel valued.” In providing such opportunities for job enrichment, employees gain qualifications that in turn assist organizations in meeting strategic goals, such as enhanced organizational loyalty and increased productivity. Ritchie (2007) also highlights important activities that relate to workforce and succession planning like workforce data collection, analysis and planning activities, and training and development efforts. The information she provided throughout is beneficial to the topic at hand, enabling HR professionals to move forward with various aspects of succession planning—a key tool used to determine (current and future) employee needs and how to obtain a competitive edge in the market. Through conducting workforce analysis, organizations can gain understanding as to where certain gaps in competencies or skills exist or are likely to develop in the future.  By pursuing Ritchie’s (2007) recommendations, organizations and their respective human resource professionals can take the first step to avert the harmful effects of the changing workforce, such as the loss of the knowledge base. In taking a proactive approach, as Ritchie (2007) suggests, organizations can attempt to develop a highly skilled talent pool to fill any anticipated workforce gaps, in so doing also enhancing employee satisfaction, organizational retention rates, and recruitment efforts.

Justification for adding Ritchie's article to the course reading list for PAD 6417

It is recommended that Ritchie’s (2007) article, “Has Anyone Heard the Alarm? Succession Planning,” be added to the course reading list for PAD 6417, Human Resource Management and Policy, for various reasons. First, Ritchie (2007) begins by addressing the imminent crisis: the graying workforce in combination with a shortage of skilled workers in the younger cohorts, which is important to highlight. She then provides a substantive definition of succession planning, leading into the intricacies and components of “modern” succession planning—supplemented by public- and private-sector research. She offers recommendations compiled from various modes of research, experts, and organizations. For example, Ritchie (2007) points to the National Academy of Public Administration’s advisement that public organizations should develop a list of leadership competencies in accordance with their organizational culture, similar to the set developed by the Office of Personnel Management (OPM). Besides providing recommendations to strengthen succession planning, Ritchie (2007) also provides examples to show how some local governments are taking steps to improve the sequential planning process. She notes that three Florida cities—Daytona Beach Shores, Port Orange, and South Daytona Beach—collaborated to create a city-manager internship program to attract young talent. Moreover, Ritchie (2007) elaborated on a management-development assessment center developed in Roseville, California as part of that city’s succession plan. Ritchie (2007) finally points to the success of Henrico County’s succession management program, which focuses on leadership continuity. HRM professionals can use the information and research findings provided by Ritchie (2007) to avert the challenges relating to the aging workforce and to meet the demands of the newest age cohort to enter the workplace. In conclusion, this article should be added to the course readings, because it provides paramount insight, thorough recommendations, and pertinent case studies on the topic of modern succession planning.

References:

Berman, E.M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2010). Human resource management in public services: Paradoxes, processes, and problems (4th ed.). United States of America: Sage Publications.

Ritchie, C. E. (2007, Winter). Has anyone heard the alarm? Succession planning. Popular Government. Retrieved from http://sogpubs.unc.edu/electronicversions/pg/pgwin07/article3.pdf

Selden, S.C. (2009). Human capital: Tools and strategies for the public sector. Washington, D.C.: CQ Press.

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Meeting the Needs of 21st Century Employees: Social Media & Gen Y

HR professionals must understand what an individual wants/needs before developing or implementing policies. What exactly do 21st century employees want from their employers? According to a Cisco survey conducted in 2011, as detailed in the infographic below, new Millennials desire autonomy, flexibility, and advanced technology in the workplace. Millennials love their internet connection and access to social media sites so much that they would take a reduced salary, if given the choice. While younger employees embrace technology and clearly define their terms and conditions regarding social media interaction in the workplace, human resource professionals are reacting in a variety of ways. Many organizations simply do not allow their employees (including Millennials) to peruse social media sites on the clock, while other HR departments monitor their emails and internet activity. On the other hand, human resource professionals have moved away from workplace mores, eyeing the Baby Boomer retirement wave in the distance. These professionals realize that younger individuals from the Generation Y cohort will be next in line to replace these Baby Boomers. Strategically, it makes sense for HR departments to modify traditional operations toward a more employee-responsive, Gen Y-friendly environment.

Management practices, policies, and programs need to adapt to fit into the demands, needs, and lifestyle of 21st century employees. Also important to note, HR departments are changing operations to attract and recruit Generation Y into the workforce. The infographic below outlines different approaches forward-thinking organizations are taking to attract more Millennials effectively.

Such approaches include the following:

the use of social media networking sites and technology to reach out to the Gen Y cohort

offering career development opportunities and job enrichment programs that enhance employee well-being and increase organizational loyalty

developing and implementing university programs and partnerships

the provision of competitive salary and benefits packages that considers the diverse needs of 21st century workers (including Millennials)

developing and emphasizing a strong image through employer branding (internally and externally)

being flexible in general regarding organizational culture and policies

“Your recruiting process should say to the candidate, “How’d you like to be part of our community, do neat things together, grow individually and with your peers?” – Tom Peters (Berman et al., 2010).

Public sector agencies have yet to make the most of social media technologies, particularly in the area of talent recruitment (Berman et al., 2010). However, if avoiding the possibility of a labor shortage is of utmost interest to these organizations, their respective HR professionals will “go” directly to the younger talent pool. This means that HR professionals should seek to engage 21st century employees in their perceived “element,” such as social networking sites like LinkedIn, Facebook, or Twitter. Social networking platforms can be used to directly engage and recruit this major component of the 21st century workforce. Social media is also an effective way to communicate and “brand” images of the employer’s organizational culture—whether internally or externally. Besides discussing the implications of changing workforce demographics, Berman et al., (2010) also highlighted societal changes that include rapidly advancing technology. Human resource professionals should follow the footsteps of these Millennials and use the technology at their fingertips wisely to rethink how best to shape, lead, and generally manage the 21st century workforce. 

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Developing High Potential Millennial Employees

To discover the best management practices, it is necessary to analyze the changing demographics and composition of the future workforce. Who are the employees of the 21st century? Currently, Baby Boomers are set to retire, which will create possible labor shortages. Millennials also comprise a major component of the 21st century workforce. It is evident that the composition of the 21st century workforce continues to evolve and is much different from that of the past as the U.S. population becomes larger and more diverse. The United States Department of Labor (n.d.) compiled a report of the changing face of the workforce. Within the report, the U.S. Department of Labor emphasized that Baby Boomer retirement rates will dramatically alter the future, between 2011 and 2029. There will be an increase rise in the number of people with disability and millions will face work-family balance issues. Further, younger generations will have to deal with a critical conflict: the balance between caring for elderly parents and fulfilling work obligations. Additionally, the U.S. Department of Labor projects the makeup of the 21st century workforce to diversify and increase in the composition of minority groups. The 21st century workforce is also on-track to become the most educated generation of our time across all racial and ethnic lines. According to the U.S. Department of Labor (2010), throughout the years the percentage of women participating in the labor force has increased significantly. These women are increasingly working prior to having children, and returning to the workforce while their children reach preschool.

The 21st century workforce is increasingly diverse and inclusive of women, younger professionals, and minorities. As mentioned above, Millennials comprise a major component of the future workforce. These younger generations are swift, technologically advanced risk-takers that may be the key to any organization’s success. Therefore, it is critical to develop strategies, policies, and programs to unlock the potential and talent that Gen Y-ers hold.

Brad Karsh, President of JB Training Solutions, discussed the significance and challenges of developing the millennial employees. This discussion comes at the heels of the revelation that human resource (HR) professionals must manage the drastic demographic shift occurring in the workforce. HR professionals must examine organizational policies and practices closely to determine if any initiatives are being taken to prepare and develop leaders from the millennial cohort. First, Karsh (2012) directs HR professionals to “lay a solid foundation by educating all constituents about the importance of the development of” high-potential workers. In order to receive support for policies, organizations must be proactive and communicate knowledge relating to the topic of the multigenerational workforce and related demographic changes. Next, it is essential to identify and recognize those high-potential workers. Karsh claims “Millennials value professional and personal development and expect their employer to help them learn, grow, and develop.” With that in mind, HR professionals must seek high-potential individuals and make sure they feel the organization will invest in their efforts. Organizations breed excellence in recognizing and respecting talented individuals, thus affirming that high-potential employees (including attention-seeking Millennials) will put their best foot forward.

Millennials are inquisitive. Taught to question everything and anyone, Millennials desire to learn the “reasoning behind why things are the way they are at work,” (Karsh, 2012). HR professionals should take time to carefully explain the organization’s processes, procedures, and expectations. Seeking to make a positive impact, Millennials may perform better when they are connected to the “bigger picture” and organizational culture. Personal growth and professional development is important to Millennials. Organizations should provide a long-term career map for these high-potential workers to foster commitment and loyalty. HR professionals need to assess and identify any areas and “soft” skills that their Millennial workforce may lack. Additionally, developmental opportunities and job enhancement programs need to be developed and implemented to align with the individual needs of these high-potential Gen Y-ers.

Millennials will shape the future landscape of the workforce, so it is imperative for HR professionals to plan as soon as possible. Karsh (2012) directs organizations to make sure to acknowledge Millennial workers as “assets” and to invest well in training and development programs. Organizations can offer a multitude of experiences, such as training workshops or mentoring programs to develop future leaders in this generational cohort. He recognizes that a tremendous opportunity exists between retiring Baby Boomers and “fresh-faced” Millennials that HR professionals must tap into. Developing a formal mentorship program will flatten hierarchy within, open the lines of communication, and cultivate fundamental relationships among a multigenerational workforce. Millennials expect constant feedback and recognition of their actions and initiatives. They want honest advice and constructive feedback. Millennials use this feedback to correct inefficiencies in work performance, to learn how they can improve, and to develop. Karsh (2012) advises HR professionals to institute a practice of 360-degree feedback and encourage more face-to-face discussions relating to performance reviews, as opposed to a traditional once-a-year review program. Karsh offers excellent advice to HR professionals who are looking to develop their organization’s leadership in the future.

References:

Karsh, B. (2012). Developing you high potential millennial employees: Millennials mean business, and they will be running your companies before you know it. Are you ready? Training Mag. [Article]. Retrieved from http://www.trainingmag.com/content/developing-your-high-potential-millennial-employees

United States Department of Labor. (n.d.). The workforce. [Report]. Retrieved from http://www.dol.gov/oasam/programs/history/herman/reports/futurework/report/chapter1/main.htm

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The 21st century workforce is changing the workplace and the nature of work in a variety of ways. Organizations need to utilize tactics to overcome the challenges and be willing to adapt to change.

“When there’s less time to work, you waste less time. When you have a compressed workweek, you tend to focus on what’s important. Constraining time encourages quality time.” (Fried, 2012). via http://www.nytimes.com/2012/08/19/opinion/sunday/be-more-productive-shorten-the-workweek.html

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"We need to encourage members of this next generation to become all that they can become, not try to force them to become what we want them to become… You and I can’t even begin to dream the dreams this next generation is going to dream, or answer the questions that will be put to them." — Barbara Coloroso

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This is your world. Shape it, or someone else will. - Gary Lew

"With the baby boomers exiting the workforce, there is an expectation for younger kids to come in and fill these positions. We want to make sure our kids see and understand how to prepare themselves." - Walt Blomberg

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Follow the link to explore strategies that human resource managers and training and development professionals can use to build the capabilities of the 21st century workforce. Training and developing is important to the 21st century, particularly in the public sector, that seek purposeful work, self-fulfillment, and personal growth. Blending learning strategies, methods, and sources of delivery (i.e. using technology-based modalities) increases the knowledge base, positively enhancing workforce morale and therefore impacting organizational learning and performance.

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Follow the link to explore the Society for Human Resource Management (SHRM) association's findings on the challenges and strategies for meeting the needs of the 21st century workforce--with a particular focus on workplace flexibility.

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Follow the link to discover the challenges that globalization presents to the effective management of the 21st century workforce, as presented by academic scholars of the Harvard Business School. Human capital managers need to explore globalization in relation to the sound development of human capital.

Further, human resource managers and directors need to strategically plan and adapt HRM practices to ensure that the needs of tomorrow's diverse workforce are met.

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Follow the link to discover the Millennial perspective of social media and the use of technology.

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Follow the link to proceed to an article that presents the question, "will this generation rise to the challenge?"

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Follow the link to explore the Pew Research Center's findings on "Generation Next," the incoming cohort into the workplace. Review research relating to demographics, values, and social trends to gain a full understanding of what Millennials offer to the workforce. In addition, you may take an interactive quiz to see just "how millennial" you are.

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Follow the link to explore social media Websites geared to 20-something year olds. It is important to understand what makes these Gen Y-ers "tick," and what peaks their interests.

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Follow the link to explore negative, yet common, perceptions and misconceptions about Generation Y versus the truth about their work ethic.

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Millennials: Follow the link to take a free assessment to explore the strengths and weaknesses of the Millennial generation and their managers.