November 15, 2023 • 23 mins
Description: 🎙️ Tune in to our latest podcast episode on MRA's November Talent Report for the latest insights and trends in the world of talent. From innovative recruitment strategies to emerging skills in high demand, join us as we explore what's new in the month of November and gain valuable insights to stay ahead in the competitive job market!
Resources:
Let's Connect:
Guest LinkedIn Profile - Jim Morgan
Host LinkedIn Profile - Sophie Boler
Transcript:
Transcripts are computer generated -- not 100% accurate word-for-word.
00:00:00:00 - 00:00:21:03 Unknown Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything and everything HR powered by MRA, the Management Association. Looking to stay on top of the ever changing world of HR? MRA has got you covered. We'll be the first to tell you what's hot and what's not. I'm your host, Sophie Boler, and we are so glad you're here.
00:00:21:05 - 00:00:44:10 Unknown Now it's time to thrive. All right. Welcome, everybody, to this episode of 30 Minute Thrive. It is time to go over this month's talent report with Jim Morgan, MRA's vice president of Workforce Strategies. So we'll dive into what he's been seeing this month in the world of business. So thanks for joining us again, Jim. Well, this month we focused on tomorrow's talent strategies.
00:00:44:10 - 00:01:08:08 Unknown Today, meaning what worked five years ago is no longer applicable. And in fact, what worked five weeks ago might not even work today. So starting out with the recruiting and retention innovations, where is the focus here? What's going on here? Well, I think a lot of time is being spent right now on pay transparency. And we talked about this a little bit after our comp trends event a month or so ago.
00:01:08:10 - 00:01:29:23 Unknown But it's now, you know, really getting the attention, I think, of a lot of the people we're seeing states and communities start to put trade pay transparency policies in place. And so now I think these are folks, though, that are, you know, ready to go, that have good job descriptions, a good pay structure, a good pay philosophy. I don't think it's going to be all that big of a deal for them.
00:01:30:00 - 00:01:46:17 Unknown But for those who, you know, have been winging it and just said, well, we don't really have a structure, we just kind of make it up as we go or we don't really have a pay for lots of fee or job descriptions. You know, we're kind of there, but not quite, I think are now seeing that this is a good time to get all of that in alignment to.
00:01:46:17 - 00:02:11:20 Unknown Then we do. If you come in to ask me about where am I and what's going on and what's the schedule for my job, I should be able to at least, you know, give you that information. And I think because employees now are coming in so much better equipped, because they're looking at all kinds of data, too, and saying, hey, I read, yeah, I should be making this, I should be doing this, I should be getting this, which may be accurate, may not.
00:02:11:22 - 00:02:31:22 Unknown But they're trying to build their best case for saying, I deserve this. And as a professional, I think you have to be ready to come back with we use these salary surveys, we collect this type of data and this is really where your salary is at. And that's great that you found this one job in downtown Los Angeles where they're paying seven times what we're paying.
00:02:31:24 - 00:02:55:16 Unknown But if you really look at that job, it's not really your job. It's in a different type of economic climate, in a whole different situation, in a different industry. So that doesn't apply. So I think we're really just seeing the people arm themselves and get themselves organized to really be able to handle those employee questions. Yeah, absolutely. And we have a podcast actually coming up with a recruiter for memory, so that'll be interesting to see what she kind of says.
00:02:55:18 - 00:03:15:04 Unknown On pay Transparency within like the recruiting recruiting world. Yeah, and I'm sure that she'll have some stories about, ye
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Hello everybody and welcome to 30 minuteThrive, your go to podcast for anything
and everything HR powered by MRA,the Management Association.
Looking to stay on top of the everchanging world of HR?
MRA has got you covered.
We'll be the first to tell you what's hotand what's not.
I'm your host, Sophie Boler,and we are so glad you're here.
(00:21):
Now it's time to thrive.
All right.
Welcome, everybody,to this episode of 30 Minute Thrive.
It is time to go over this month'stalent report with Jim Morgan,
MRA's vicepresident of Workforce Strategies.
So we'll dive into what he's been seeingthis month in the world of business.
So thanks for joining us again, Jim.
Well, this month we focused on tomorrow'stalent strategies.
(00:44):
Today, meaning what workedfive years ago is no longer applicable.
And in fact, what worked five weeks agomight not even work today.
So starting out with the recruitingand retention innovations,
where is the focus here?
What's going on here?
Well, I think a lot of time is being spentright now on pay transparency.
And we talked about this a little bit
(01:04):
after our comp trendsevent a month or so ago.
But it's now,you know, really getting the attention,
I think, of a lot of the peoplewe're seeing states and communities
start to put tradepay transparency policies in place.
And so now I think these are folks,though, that are, you know, ready
to go, that have good job
descriptions, a good pay structure,a good pay philosophy.
(01:27):
I don't think it's goingto be all that big of a deal for them.
But for those who, you know,have been winging it and just said, well,
we don't really have a structure,we just kind of make it up as we go
or we don't really have a payfor lots of fee or job descriptions.
You know, we're kind of there,but not quite, I think are now
seeing that this is a good timeto get all of that in alignment to.
Then we do.
(01:48):
If you come in to ask me about
where am I and what's going onand what's the schedule for my job,
I should be able to at least,you know, give you that information.
And I think because employeesnow are coming in so much better equipped,
because they're looking at allkinds of data, too, and saying, hey,
I read, yeah, I should be making this,I should be doing this,
I should be getting this,which may be accurate, may not.
(02:11):
But they're trying to build theirbest case for saying, I deserve this.
And as a professional, I thinkyou have to be ready to come back with
we use these salary surveys,we collect this type of data
and this is reallywhere your salary is at.
And that's greatthat you found this one job in downtown
Los Angeles where they're payingseven times what we're paying.
(02:31):
But if you really look at that job, it'snot really your job.
It's in a different typeof economic climate,
in a whole different situation,in a different industry.
So that doesn't apply.
So I think we're really just seeingthe people arm themselves and get
themselves organized to really be ableto handle those employee questions.
Yeah, absolutely.
And we have a podcast actually coming upwith a recruiter for memory,
(02:52):
so that'll be interestingto see what she kind of says.
On pay Transparency withinlike the recruiting recruiting world.
Yeah, and I'm surethat she'll have some stories about,
yeah, you know, I'll see an inside jobwhere they say this job news $500,000
and you're sort of like, that's not whatpeople are really offering, right?
Or well, kind of going off of that
recruiting and retentionand moving into talent thinking.
(03:15):
You highlighted the fact that the roleof the manager continues to evolve
and where those are responsiblefor hiring, supervising
and leading are now being asked to do moreand do their job.
Even better.
So can you kind of expand
on that, that idea and that thoughtand any examples that you're seeing?
Yeah, they are becoming
sort of the shock absorberin this whole organizational structure
(03:38):
and a lot of it is falling back to them,which is probably the place
that it should be because they arethe closest to their to their folks.
But a lot of them didn't sign up for that,you know, 25 or 30 years ago.
And so now we're seeing the emphasison performance reviews
and having conversation with youremployees, staying in touch with them.
The annual review is not a surprisewhen you it's the one time you talk
(04:02):
to them, but you're really communicatingwith them every single day,
knowing not only how their work is going,but how their life is going
and understanding who the people arethat are working for you.
We're seeing a lot of it in communicationswhere there might be some disruption
on the on the floor within your teamor there's disagreement.
(04:23):
It's not our I'm going to run dayand have them fix this.
And is our expectation as you will dealwith it, you know, as it happens.
And so we're seeing a lot more pressureon them to, you know,
just kind of keep things within your teamand you've got the skills to do it.
So you figure out what's the best wayto deal with some of those things.
Facilitating conversations across
(04:45):
with other teams and within the peoplewithin their team, like
making sure they're talking to each other.
And if there's a difficulty,
you're in there trying to help them,you know, figure out what that is.
We're now seeing itin artificial intelligence.
Do you know what your people are up to?
Does your company have a goal?
Is an objective statement out there
making sure your people are using itfor good and not evil and just
(05:07):
understanding whatsome of the ramifications of it might be.
So they're really being called on to be
the thought leaders right on the spotwith their people,
helping their people, helping themwith performance, helping them
really with everything that'saffecting their ability to do their job.
And that includes,you know, work life balance
(05:28):
and all the remote workand the flexibility.
There's a lot on their plate rightnow. Yeah.
They're also a full timetherapist for their team.
And that's very true of the mental healthaspect.
Yes. And really,you know, it's like your family.
You got to get in thereand deal with the goods and the bads.
yeah, absolutely.
There's a lot on their plates. There is.
And more coming.
(05:49):
Well, let's talk about our creativity now.
So you mentioned how employersare continuing to try different ways
to engage employees in the DIYspace specifically.
So do you have any plans or initiatives
that you're seeing here around DIYinitiatives?
You know, I think people are alwaysjust looking for a way
(06:10):
to take what they're doingand make it a little bit better
and what are the opportunitiesfor us to do that.
And we're seeing a lot of it.
Food's a big deal, you know,I mean, it's used for rewards.
It's used for bringing people together,you know, all the breaking
bread at the table sort of, you know,allows people to have conversations.
And so we're seeing, you know, companiesnow that they may use
(06:31):
those as diversity equity and inclusionopportunities.
Maybe they're bringing in foodfrom a certain culture
and maybe they have people who workfor them that are in that culture.
So rather than just, here's foodfrom this, right, This this culture
giving people the opportunity to say,here's the history behind this, here's
what it means, here'swhat food means in my culture
(06:52):
and some of the different thingsthat go with that and using it as almost
an educational opportunity and to say,this is great, we're all getting to eat,
but let's learn a little bit more
about what this means and how importantit is to to different groups.
We're seeing the
HR people nowget more involved in the hiring process
and even down to what are the questions
(07:14):
we're asking in interviewsand what are we looking for just to see?
Is there any unconscious bias in there?
Do we have people who maybe have beenasking the same question for a long time
and the meaning of that questionmaybe has changed.
And so really taking kind of a topto bottom look at what's happening
as we're bringing people inand as we're beginning to to onboard them.
(07:35):
And we've seen them movewith our companies that, you know,
the holiday schedule or the days offschedule isn't quite as strict as it was
where it's Thanksgiving,Christmas, Easter, traditional things
that maybe did apply to a wide varietyof the workplace at one point,
but now giving the people the flexibilityto say that may not be the holiday
(07:57):
that meets theirtheir ethnic or cultural needs.
And so you have floating holidays to usefor the things that are part of
you and your cultureand your family history.
So just understanding that that might be,you know,
obviously not the same for everybody.
And the last one we're seeing againis people are just taking a look
(08:18):
at their handbooks,which maybe have been around for decades.
But things that were written25, 30, 35 years ago
have a differentmeaning than they did then
than they do in 2023 and 2024.
So scanning it with an eye towardsunconscious bias,
I do these things still apply.
(08:40):
Are they appropriate? And again, no.
You know, male intent can, you know,intended, but nobody's looked at it.
And so before that becomes an issue,getting out in front
of some of those things.
So just being ever vigilantto make sure that everything
we're doing in the DEIspaces is up to par and an up to date.
(09:00):
Yeah, I love all those ideasand I think those are great action
steps too that people can take awaywith right after this podcast. Even
I think a big question
is what C-suite leadersare thinking right now and where
their thoughts and concerns really lieheading into this next year, 2024.
You know, we've talked about thisseveral times, too, with the C-suite.
(09:23):
If there's one thingthat they hate, the uncertainty
and if there's one thing that's out thereright now, it's uncertainty.
So there's a variety of thingsthat they're, you know, kind of
got their eye on as we head into 2024.
Employee engagement is one, you know,all of the surveys will say, well,
you know, employeesatisfaction is one thing
that means, okay, you know,I'm showing up, I'm doing my job.
(09:45):
But engagement means I'm I'm into it.
I am a part of this and I own it.
And, you know, for most companies,that number might be in the 20,
25, 30%, which sounds extremely low.
But if you start
thinking about the people who really,you know, are coming to work
every day, fired up, ready to go,ready to take on the new challenge,
(10:07):
you do, you know, maybe nothave a vast majority.
It might be they're doing a good job.There's no doubt about that.
But are they really looking for thatnext opportunity for the organization?
So I think that that's a big one.
Finding and attracting talent continuesto be one.
And then, you know, hanging on to them,
developing, developingtheir hiring managers to be great leaders.
And this goes back to what we just talkedabout a couple of minutes ago.
(10:30):
Who are those people that are willingto take on all of those tasks,
do it willingly and on their ownand are willing to take the next step
because those are the people that we'regoing to build our organization around.
So what's our obligation as the employerto make sure that those people are getting
all of the the benefitsand the training that they need?
And so benefits are a big deal.
(10:51):
We talked about this I think, last month.
We're at that generational tipping pointwhere the millennials and the Zs
are going to outnumber the boomersand the Xers,
and there are certain benefitsthat mean something to everybody.
But, you know,if I look at the 25 year olds,
if I look at your generationcoming into the workplace, you've got
a lot more student loan debtin your generation than we did in mine.
(11:13):
So that's a bigger deal for you.
The life work balance is a bigger deal.
The flexibility is a bigger dealthan when I started.
So are there benefits along thatthat matter?
We joke about pet insurance,
but there's a lot more of youthat have animals than kids.
So, you know, is that a bigger deal?
And and some of them are kind of silly,but they mean things to people.
(11:34):
And so I think as we try to figure out
how do we make our benefitshave value to people,
companies are taking a hard look at, youknow, what matters to our incoming people
that we make sure that we're keeping themsatisfied,
you know, with the things that they'rewhat they're getting.
And then I think, you know,trying to build that culture of family
within their organization,within their team, within their company,
(11:57):
what are the things that we can do thatour current employees are welcoming
to the new people that are coming inor providing opportunities, whether again,
that's around food or whatever it might befor people to get to know each other,
not only within the workplace, but whatsome of their interests might be outside.
It also, you and I might bein different departments, but if we both
(12:18):
love dogs, lovevolleyball, went to the same college,
it gives usadditional things to talk about
and we get to know each othera little bit better.
And that becomes,you know, part of the workplace
and part of making me want to be there.
And so I'm not.
We build some of that familyand that trust within our organization.
Yeah, I'mjust going off of that culture piece.
(12:38):
It's funnybecause I just had a friend the other day.
She's four, she's fully remoteand now her company
wants to build on their culture.
So now they're requiringall those employees to be in the office
four days a week.
And you know,she's not too happy about it.
But it's to build their culture.
And they weren't happy with howtheir culture was at that current point.
(13:00):
So, yeah, and that's a, you know, a 100%legitimate issue for a company that's,
you know, whether it was the pandemic,whether it was going to a mall, whatever
it might be.
But some companies, that's a big part of,you know, who they are.
And then I think the challengefor the employer becomes
how do we make this a placewhere she actually wants to come to work?
Exactly.
And whether we're doing fun things,we're getting to know each other.
(13:23):
We've got a coffee barand milkshakes on Friday.
I don't know what it is, but, you know,how do you create that
as the place that it's like I want to bebecause it's better for me.
Yeah. And that's, you know, that'sjust another challenge for employers.
Well, from the field, it
looks like you've pulled some statsfrom an air survey on workforce retention.
So can you kind of summarizewhat's seen here in the survey?
(13:46):
Yeah, a couple of more.
We just talked about that balancing actfor employers to find
the benefits that have the greatest value,
the satisfaction and understanding
of those benefitsand what does each generation want.
So I think you're going to seea lot of play in that.
It might not be dramatic.
We're still going to have retirementsavings.
We're still going to have days off
(14:07):
in vacation,we're still going to have health care.
But where do we work?
Around the edges on some of thoseand even within those around health care,
especially the digital space,how much of it is on my phone,
how much of as an app,how much of it is telemedicine?
Yeah, those are things that,you know, that matter to people.
So I think you'regoing to see some of that.
(14:28):
The burn burnout, it was interesting.
The headline was All the youngergenerations.
I have this incredible,you know, burnout rate.
And if you actually read through the data,it was high for
for millennials and Gen ZERSbut it was high for everybody.
And I think, you know, oneI think that's human HR?
to say, boy, I got more going on thanI know what to do with.
(14:48):
I'm burnt out.
I do think we're going througha world of adjustment right
now, post-pandemicor changing the role of the manager.
We've got this whole remote thing,we've got this culture thing.
There's just a lot going on right nowand I think people just feel like
I got a ton on my plateand I have to figure it out.
So, you know, that maybeis to be somewhat expected.
(15:11):
And then the digital space, not only,as I just mentioned, for health care,
but how do we make that a good place,whether that's
what's our, you know, our videoconferencing experience,
what's our team's experience,what's the culture of our own group?
How do we not let the distanceand the digital separating us from things?
But to your friends pointhow do we, you know, make her understand
(15:34):
that that collaboration, the face to faceto human matters without alienating her
from the job that she's like,I don't want to be here again today.
Right.
Managing that I think remainsand will be for quite a while.
A big one for supervisors, hiring managersand employers in general.
Yeah, that's a good point.
(15:56):
You also had Alicia Kaiser,vice president of HRA
and three insurance, joinyou for this talent Report webinar,
and she gave some insight into talentstrategy, best practices,
and she specifically gavea lot of great advice on career paths.
So do you have any key points from herpresentation that you want to share?
(16:18):
Yeah, this is a very talented individual.
She's a lot of fun to have onand just very smart, you know?
And she was just talking about
how they in trying to developa learning culture in their organization.
Part of it was career mapping thatfor every employee we're sitting down
and trying to figure outwhere do you want to be,
where do you want to go, and then what'sthe learning and development
(16:40):
You have to do to get thereand not dictated by AM3 and the employer?
But really saying to the employee,You own this, yeah, we will help you,
we will get you there,we will provide the resources,
but you need to own where you're tryingto get to
and know the skillthat it's going to take to help you.
So they've engaged their own employees.
(17:02):
I think she said like 99,some percent of the training
they do is by their own employeesthat they're people are interested
in teaching and training the other peoplethat come work for them.
So if you're in the customer space,they've got the customer skills
and how to deal with their folksand how to get there.
If you're a representativeto some of their clients,
(17:22):
what do you need to knowand how do you need to get there?
And we can,you know, take you through that.
And putting in place nowa learning management system
so they can seethese are all the offerings we have.
It's pretty clear thatif you want to get from Spot A to spot
B, this is the trainingthat you're going to have to go through.
And that doesn't guarantee you a spot,but it puts you in a position
(17:43):
that if that spot is available,you've done
what you can to position yourselfto be the next choice.
And so it's really it's always infront of people.
It's a day to day thing,but that continuous learning, continuous
to get better is a big partof who they are and how they function.
And so that's something that they justkeep in front of their people at all
times.
Yeah, I something I took awaywas sometimes the younger generations.
(18:07):
Jen's ears are looking to the employerto say, Hey, what opportunities
do you have next for me?
Or How are you going to help me grow now?
But she kind of, I don't know,
gave good
insight into, like you said, it'sit is about the employee
owning that career growth and careerpath in career mapping.
(18:28):
So they have to becompletely serious on it too.
It's not all on the employer to say,hey, you're going to do this next year
and get this the following yearand this this year.
But it's on the employeeto kind of take that
first stepor initiative on those projects.
Yeah,And those are the kinds of conversations
I think people have to havebecause I could do a project with you
(18:50):
and maybe you are a withis an Excel spreadsheets.
I was really impressedwith your analytical whatever and say,
Hey, we're going to have
a finance position,
open it up and you're looking at me like
that's the last thing in the worldthat I want to do.
And so I think the more that the employeetakes ownership of it
and as an employer and as a manager,that speaks to me this day.
All right.
At least she's taken the timeto invest in herself.
(19:12):
Or Marissa's looking at me to say, Whydon't you tell me what you want me to do?
Yeah. That initiative,I think, is a big first step, too.
And that that resonates with Matt.
Absolutely.
Well, this month in charts,
you've included some data on populationand some projections there.
So what does the data exactly show?
I think the bigthe biggest one in the first one was look,
(19:33):
it was a look at the USpopulation around race
and ethnicity between 2010 and 2050.
And you see you know,the white non-Hispanic
go from 65% in 2010
to 46% in 2050.
That's a pretty dramatic drop.
Takes it below the 50% line.
(19:56):
But the bigger pointthat I was trying to make, and that is
the difference in the generations,is going to become very dramatic.
And if you look at what's the makeupof the people that are in our schools
versus what's the makeup of the people
that are in our nursing homes,those are two very different populations.
And for schools, for employers, it'sgoing to be a different distribution
that's coming through.
(20:17):
And, you know, are they prepared for thatand are they getting prepared
for the large growth that we're goingto see in the Hispanic population?
And that might be language issues,it might be culture issues.
And are you prepared to welcome thosepeople in and to be able to retain them?
So, you know, just kind of keepingan eye on the future that says we're going
have a pretty dramaticturn over the course
(20:37):
of the next couple of decades andhow are we preparing ourselves for that?
So that was the first one.
And the second onewe've been talking about is,
you know, especially the upper Midwest.
We are aging and we're aging,you know, relatively quickly.
And we're not an attraction areafor a lot of young folks.
And looking at the United States,I think it was about 20, 20, 34
(21:00):
where the number of peoplewe have over the age of 65
passes, the number of peoplewe have under the age of 18.
And it might be, yeah, okay,you know, whatever.
Well, not only do they cross,but then they continue to spread
and get further apart.
And so that means we're going to havea larger older population
and a smaller, younger population.
(21:21):
So what does that mean?
What does that mean for Social Security?
What does that mean for health care?
What does that meanfor a holding on to people?
Maybe that they don't retire at 60 or 65,They may be old and home to 70
or 75 and figure out what to dobecause there's going to be a a numbers
gap there again.
Plus, there's going to be a needs gapbecause that just changes
(21:44):
who's going to take careof all of these people.
You really want to,you know, get down to it.
And so I don't know.
We may go back to grandma and grandpamoving in with Sophie.
You know,for the last 15 years of their lives.
So, you know, are we ready for that?
So it's just, you know, so the things thatare on the horizon are not that far out.
The population is going to changeby ethnicity, by age.
(22:05):
And are all of usready to to deal with that?
And are employers preparing for itso that it's not all of a sudden
one day they're like, what just happened?
I hope they're preparing.
Well, as we wrap up here, Jim,
can you tell us what the last report of2023 is going to cover?
We're going to take a look
at what's coming for 2024,and that's what we're going to focus on.
(22:27):
We're going to do itboth from a economic outlook
point of viewas well as an outlook point of view.
So I think we'll have somereally interesting discussions on that.
And then next on the docket,we'll be talking
about artificial intelligence in HRand then
kind of revisiting the whole internship,how to find them, how to attract them,
(22:49):
how to keep them, how to manage them,
and how to make surethat you're setting them up
to keep them on their staffgoing into into the future.
So I think we should have some interestingconversations.
Yeah, we've got a great lineup coming.Yeah.
Well, Jim, thank you so much for all thatgreat content today.
And kind of recappingwhat you've been seeing
in the world of businesswith an emphasis on talent this month
(23:10):
in to our listeners,if you liked our chat and topic today,
I would encourage you to commentsomething you learned today or anything
that you want to add onto our conversation.
We definitely want to hear from you too.
Don't forget to share out this episodeand consider joining MRA
if you aren't a member already.
We have all the resources you needin the show
notes below,including resources on this talent report.
(23:33):
Otherwise, thank you for tuning in todayand we will see you next week.
And that wraps up our contentfor this episode.
Be sure to reference the show noteswhere you can sign them to connect.
For more podcast updates,
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(23:55):
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I'm your host, Sophie Boler,and we are so glad you're here.
(00:21):
Now it's time to thrive.
All right.
Welcome, everybody,to this episode of 30 Minute Thrive.
It is time to go over this month'stalent report with Jim Morgan,
MRA's vicepresident of Workforce Strategies.
So we'll dive into what he's been seeingthis month in the world of business.
So thanks for joining us again, Jim.
Well, this month we focused on tomorrow'stalent strategies.
(00:44):
Today, meaning what workedfive years ago is no longer applicable.
And in fact, what worked five weeks agomight not even work today.
So starting out with the recruitingand retention innovations,
where is the focus here?
What's going on here?
Well, I think a lot of time is being spentright now on pay transparency.
And we talked about this a little bit
(01:04):
after our comp trendsevent a month or so ago.
But it's now,you know, really getting the attention,
I think, of a lot of the peoplewe're seeing states and communities
start to put tradepay transparency policies in place.
And so now I think these are folks,though, that are, you know, ready
to go, that have good job
descriptions, a good pay structure,a good pay philosophy.
(01:27):
I don't think it's goingto be all that big of a deal for them.
But for those who, you know,have been winging it and just said, well,
we don't really have a structure,we just kind of make it up as we go
or we don't really have a payfor lots of fee or job descriptions.
You know, we're kind of there,but not quite, I think are now
seeing that this is a good timeto get all of that in alignment to.
Then we do.
(01:48):
If you come in to ask me about
where am I and what's going onand what's the schedule for my job,
I should be able to at least,you know, give you that information.
And I think because employeesnow are coming in so much better equipped,
because they're looking at allkinds of data, too, and saying, hey,
I read, yeah, I should be making this,I should be doing this,
I should be getting this,which may be accurate, may not.
(02:11):
But they're trying to build theirbest case for saying, I deserve this.
And as a professional, I thinkyou have to be ready to come back with
we use these salary surveys,we collect this type of data
and this is reallywhere your salary is at.
And that's greatthat you found this one job in downtown
Los Angeles where they're payingseven times what we're paying.
(02:31):
But if you really look at that job, it'snot really your job.
It's in a different typeof economic climate,
in a whole different situation,in a different industry.
So that doesn't apply.
So I think we're really just seeingthe people arm themselves and get
themselves organized to really be ableto handle those employee questions.
Yeah, absolutely.
And we have a podcast actually coming upwith a recruiter for memory,
(02:52):
so that'll be interestingto see what she kind of says.
On pay Transparency withinlike the recruiting recruiting world.
Yeah, and I'm surethat she'll have some stories about,
yeah, you know, I'll see an inside jobwhere they say this job news $500,000
and you're sort of like, that's not whatpeople are really offering, right?
Or well, kind of going off of that
recruiting and retentionand moving into talent thinking.
(03:15):
You highlighted the fact that the roleof the manager continues to evolve
and where those are responsiblefor hiring, supervising
and leading are now being asked to do moreand do their job.
Even better.
So can you kind of expand
on that, that idea and that thoughtand any examples that you're seeing?
Yeah, they are becoming
sort of the shock absorberin this whole organizational structure
(03:38):
and a lot of it is falling back to them,which is probably the place
that it should be because they arethe closest to their to their folks.
But a lot of them didn't sign up for that,you know, 25 or 30 years ago.
And so now we're seeing the emphasison performance reviews
and having conversation with youremployees, staying in touch with them.
The annual review is not a surprisewhen you it's the one time you talk
(04:02):
to them, but you're really communicatingwith them every single day,
knowing not only how their work is going,but how their life is going
and understanding who the people arethat are working for you.
We're seeing a lot of it in communicationswhere there might be some disruption
on the on the floor within your teamor there's disagreement.
(04:23):
It's not our I'm going to run dayand have them fix this.
And is our expectation as you will dealwith it, you know, as it happens.
And so we're seeing a lot more pressureon them to, you know,
just kind of keep things within your teamand you've got the skills to do it.
So you figure out what's the best wayto deal with some of those things.
Facilitating conversations across
(04:45):
with other teams and within the peoplewithin their team, like
making sure they're talking to each other.
And if there's a difficulty,
you're in there trying to help them,you know, figure out what that is.
We're now seeing itin artificial intelligence.
Do you know what your people are up to?
Does your company have a goal?
Is an objective statement out there
making sure your people are using itfor good and not evil and just
(05:07):
understanding whatsome of the ramifications of it might be.
So they're really being called on to be
the thought leaders right on the spotwith their people,
helping their people, helping themwith performance, helping them
really with everything that'saffecting their ability to do their job.
And that includes,you know, work life balance
(05:28):
and all the remote workand the flexibility.
There's a lot on their plate rightnow. Yeah.
They're also a full timetherapist for their team.
And that's very true of the mental healthaspect.
Yes. And really,you know, it's like your family.
You got to get in thereand deal with the goods and the bads.
yeah, absolutely.
There's a lot on their plates. There is.
And more coming.
(05:49):
Well, let's talk about our creativity now.
So you mentioned how employersare continuing to try different ways
to engage employees in the DIYspace specifically.
So do you have any plans or initiatives
that you're seeing here around DIYinitiatives?
You know, I think people are alwaysjust looking for a way
(06:10):
to take what they're doingand make it a little bit better
and what are the opportunitiesfor us to do that.
And we're seeing a lot of it.
Food's a big deal, you know,I mean, it's used for rewards.
It's used for bringing people together,you know, all the breaking
bread at the table sort of, you know,allows people to have conversations.
And so we're seeing, you know, companiesnow that they may use
(06:31):
those as diversity equity and inclusionopportunities.
Maybe they're bringing in foodfrom a certain culture
and maybe they have people who workfor them that are in that culture.
So rather than just, here's foodfrom this, right, This this culture
giving people the opportunity to say,here's the history behind this, here's
what it means, here'swhat food means in my culture
(06:52):
and some of the different thingsthat go with that and using it as almost
an educational opportunity and to say,this is great, we're all getting to eat,
but let's learn a little bit more
about what this means and how importantit is to to different groups.
We're seeing the
HR people nowget more involved in the hiring process
and even down to what are the questions
(07:14):
we're asking in interviewsand what are we looking for just to see?
Is there any unconscious bias in there?
Do we have people who maybe have beenasking the same question for a long time
and the meaning of that questionmaybe has changed.
And so really taking kind of a topto bottom look at what's happening
as we're bringing people inand as we're beginning to to onboard them.
(07:35):
And we've seen them movewith our companies that, you know,
the holiday schedule or the days offschedule isn't quite as strict as it was
where it's Thanksgiving,Christmas, Easter, traditional things
that maybe did apply to a wide varietyof the workplace at one point,
but now giving the people the flexibilityto say that may not be the holiday
(07:57):
that meets theirtheir ethnic or cultural needs.
And so you have floating holidays to usefor the things that are part of
you and your cultureand your family history.
So just understanding that that might be,you know,
obviously not the same for everybody.
And the last one we're seeing againis people are just taking a look
(08:18):
at their handbooks,which maybe have been around for decades.
But things that were written25, 30, 35 years ago
have a differentmeaning than they did then
than they do in 2023 and 2024.
So scanning it with an eye towardsunconscious bias,
I do these things still apply.
(08:40):
Are they appropriate? And again, no.
You know, male intent can, you know,intended, but nobody's looked at it.
And so before that becomes an issue,getting out in front
of some of those things.
So just being ever vigilantto make sure that everything
we're doing in the DEIspaces is up to par and an up to date.
(09:00):
Yeah, I love all those ideasand I think those are great action
steps too that people can take awaywith right after this podcast. Even
I think a big question
is what C-suite leadersare thinking right now and where
their thoughts and concerns really lieheading into this next year, 2024.
You know, we've talked about thisseveral times, too, with the C-suite.
(09:23):
If there's one thingthat they hate, the uncertainty
and if there's one thing that's out thereright now, it's uncertainty.
So there's a variety of thingsthat they're, you know, kind of
got their eye on as we head into 2024.
Employee engagement is one, you know,all of the surveys will say, well,
you know, employeesatisfaction is one thing
that means, okay, you know,I'm showing up, I'm doing my job.
(09:45):
But engagement means I'm I'm into it.
I am a part of this and I own it.
And, you know, for most companies,that number might be in the 20,
25, 30%, which sounds extremely low.
But if you start
thinking about the people who really,you know, are coming to work
every day, fired up, ready to go,ready to take on the new challenge,
(10:07):
you do, you know, maybe nothave a vast majority.
It might be they're doing a good job.There's no doubt about that.
But are they really looking for thatnext opportunity for the organization?
So I think that that's a big one.
Finding and attracting talent continuesto be one.
And then, you know, hanging on to them,
developing, developingtheir hiring managers to be great leaders.
And this goes back to what we just talkedabout a couple of minutes ago.
(10:30):
Who are those people that are willingto take on all of those tasks,
do it willingly and on their ownand are willing to take the next step
because those are the people that we'regoing to build our organization around.
So what's our obligation as the employerto make sure that those people are getting
all of the the benefitsand the training that they need?
And so benefits are a big deal.
(10:51):
We talked about this I think, last month.
We're at that generational tipping pointwhere the millennials and the Zs
are going to outnumber the boomersand the Xers,
and there are certain benefitsthat mean something to everybody.
But, you know,if I look at the 25 year olds,
if I look at your generationcoming into the workplace, you've got
a lot more student loan debtin your generation than we did in mine.
(11:13):
So that's a bigger deal for you.
The life work balance is a bigger deal.
The flexibility is a bigger dealthan when I started.
So are there benefits along thatthat matter?
We joke about pet insurance,
but there's a lot more of youthat have animals than kids.
So, you know, is that a bigger deal?
And and some of them are kind of silly,but they mean things to people.
(11:34):
And so I think as we try to figure out
how do we make our benefitshave value to people,
companies are taking a hard look at, youknow, what matters to our incoming people
that we make sure that we're keeping themsatisfied,
you know, with the things that they'rewhat they're getting.
And then I think, you know,trying to build that culture of family
within their organization,within their team, within their company,
(11:57):
what are the things that we can do thatour current employees are welcoming
to the new people that are coming inor providing opportunities, whether again,
that's around food or whatever it might befor people to get to know each other,
not only within the workplace, but whatsome of their interests might be outside.
It also, you and I might bein different departments, but if we both
(12:18):
love dogs, lovevolleyball, went to the same college,
it gives usadditional things to talk about
and we get to know each othera little bit better.
And that becomes,you know, part of the workplace
and part of making me want to be there.
And so I'm not.
We build some of that familyand that trust within our organization.
Yeah, I'mjust going off of that culture piece.
(12:38):
It's funnybecause I just had a friend the other day.
She's four, she's fully remoteand now her company
wants to build on their culture.
So now they're requiringall those employees to be in the office
four days a week.
And you know,she's not too happy about it.
But it's to build their culture.
And they weren't happy with howtheir culture was at that current point.
(13:00):
So, yeah, and that's a, you know, a 100%legitimate issue for a company that's,
you know, whether it was the pandemic,whether it was going to a mall, whatever
it might be.
But some companies, that's a big part of,you know, who they are.
And then I think the challengefor the employer becomes
how do we make this a placewhere she actually wants to come to work?
Exactly.
And whether we're doing fun things,we're getting to know each other.
(13:23):
We've got a coffee barand milkshakes on Friday.
I don't know what it is, but, you know,how do you create that
as the place that it's like I want to bebecause it's better for me.
Yeah. And that's, you know, that'sjust another challenge for employers.
Well, from the field, it
looks like you've pulled some statsfrom an air survey on workforce retention.
So can you kind of summarizewhat's seen here in the survey?
(13:46):
Yeah, a couple of more.
We just talked about that balancing actfor employers to find
the benefits that have the greatest value,
the satisfaction and understanding
of those benefitsand what does each generation want.
So I think you're going to seea lot of play in that.
It might not be dramatic.
We're still going to have retirementsavings.
We're still going to have days off
(14:07):
in vacation,we're still going to have health care.
But where do we work?
Around the edges on some of thoseand even within those around health care,
especially the digital space,how much of it is on my phone,
how much of as an app,how much of it is telemedicine?
Yeah, those are things that,you know, that matter to people.
So I think you'regoing to see some of that.
(14:28):
The burn burnout, it was interesting.
The headline was All the youngergenerations.
I have this incredible,you know, burnout rate.
And if you actually read through the data,it was high for
for millennials and Gen ZERSbut it was high for everybody.
And I think, you know, oneI think that's human HR?
to say, boy, I got more going on thanI know what to do with.
(14:48):
I'm burnt out.
I do think we're going througha world of adjustment right
now, post-pandemicor changing the role of the manager.
We've got this whole remote thing,we've got this culture thing.
There's just a lot going on right nowand I think people just feel like
I got a ton on my plateand I have to figure it out.
So, you know, that maybeis to be somewhat expected.
(15:11):
And then the digital space, not only,as I just mentioned, for health care,
but how do we make that a good place,whether that's
what's our, you know, our videoconferencing experience,
what's our team's experience,what's the culture of our own group?
How do we not let the distanceand the digital separating us from things?
But to your friends pointhow do we, you know, make her understand
(15:34):
that that collaboration, the face to faceto human matters without alienating her
from the job that she's like,I don't want to be here again today.
Right.
Managing that I think remainsand will be for quite a while.
A big one for supervisors, hiring managersand employers in general.
Yeah, that's a good point.
(15:56):
You also had Alicia Kaiser,vice president of HRA
and three insurance, joinyou for this talent Report webinar,
and she gave some insight into talentstrategy, best practices,
and she specifically gavea lot of great advice on career paths.
So do you have any key points from herpresentation that you want to share?
(16:18):
Yeah, this is a very talented individual.
She's a lot of fun to have onand just very smart, you know?
And she was just talking about
how they in trying to developa learning culture in their organization.
Part of it was career mapping thatfor every employee we're sitting down
and trying to figure outwhere do you want to be,
where do you want to go, and then what'sthe learning and development
(16:40):
You have to do to get thereand not dictated by AM3 and the employer?
But really saying to the employee,You own this, yeah, we will help you,
we will get you there,we will provide the resources,
but you need to own where you're tryingto get to
and know the skillthat it's going to take to help you.
So they've engaged their own employees.
(17:02):
I think she said like 99,some percent of the training
they do is by their own employeesthat they're people are interested
in teaching and training the other peoplethat come work for them.
So if you're in the customer space,they've got the customer skills
and how to deal with their folksand how to get there.
If you're a representativeto some of their clients,
(17:22):
what do you need to knowand how do you need to get there?
And we can,you know, take you through that.
And putting in place nowa learning management system
so they can seethese are all the offerings we have.
It's pretty clear thatif you want to get from Spot A to spot
B, this is the trainingthat you're going to have to go through.
And that doesn't guarantee you a spot,but it puts you in a position
(17:43):
that if that spot is available,you've done
what you can to position yourselfto be the next choice.
And so it's really it's always infront of people.
It's a day to day thing,but that continuous learning, continuous
to get better is a big partof who they are and how they function.
And so that's something that they justkeep in front of their people at all
times.
Yeah, I something I took awaywas sometimes the younger generations.
(18:07):
Jen's ears are looking to the employerto say, Hey, what opportunities
do you have next for me?
Or How are you going to help me grow now?
But she kind of, I don't know,
gave good
insight into, like you said, it'sit is about the employee
owning that career growth and careerpath in career mapping.
(18:28):
So they have to becompletely serious on it too.
It's not all on the employer to say,hey, you're going to do this next year
and get this the following yearand this this year.
But it's on the employeeto kind of take that
first stepor initiative on those projects.
Yeah,And those are the kinds of conversations
I think people have to havebecause I could do a project with you
(18:50):
and maybe you are a withis an Excel spreadsheets.
I was really impressedwith your analytical whatever and say,
Hey, we're going to have
a finance position,
open it up and you're looking at me like
that's the last thing in the worldthat I want to do.
And so I think the more that the employeetakes ownership of it
and as an employer and as a manager,that speaks to me this day.
All right.
At least she's taken the timeto invest in herself.
(19:12):
Or Marissa's looking at me to say, Whydon't you tell me what you want me to do?
Yeah. That initiative,I think, is a big first step, too.
And that that resonates with Matt.
Absolutely.
Well, this month in charts,
you've included some data on populationand some projections there.
So what does the data exactly show?
I think the bigthe biggest one in the first one was look,
(19:33):
it was a look at the USpopulation around race
and ethnicity between 2010 and 2050.
And you see you know,the white non-Hispanic
go from 65% in 2010
to 46% in 2050.
That's a pretty dramatic drop.
Takes it below the 50% line.
(19:56):
But the bigger pointthat I was trying to make, and that is
the difference in the generations,is going to become very dramatic.
And if you look at what's the makeupof the people that are in our schools
versus what's the makeup of the people
that are in our nursing homes,those are two very different populations.
And for schools, for employers, it'sgoing to be a different distribution
that's coming through.
(20:17):
And, you know, are they prepared for thatand are they getting prepared
for the large growth that we're goingto see in the Hispanic population?
And that might be language issues,it might be culture issues.
And are you prepared to welcome thosepeople in and to be able to retain them?
So, you know, just kind of keepingan eye on the future that says we're going
have a pretty dramaticturn over the course
(20:37):
of the next couple of decades andhow are we preparing ourselves for that?
So that was the first one.
And the second onewe've been talking about is,
you know, especially the upper Midwest.
We are aging and we're aging,you know, relatively quickly.
And we're not an attraction areafor a lot of young folks.
And looking at the United States,I think it was about 20, 20, 34
(21:00):
where the number of peoplewe have over the age of 65
passes, the number of peoplewe have under the age of 18.
And it might be, yeah, okay,you know, whatever.
Well, not only do they cross,but then they continue to spread
and get further apart.
And so that means we're going to havea larger older population
and a smaller, younger population.
(21:21):
So what does that mean?
What does that mean for Social Security?
What does that mean for health care?
What does that meanfor a holding on to people?
Maybe that they don't retire at 60 or 65,They may be old and home to 70
or 75 and figure out what to dobecause there's going to be a a numbers
gap there again.
Plus, there's going to be a needs gapbecause that just changes
(21:44):
who's going to take careof all of these people.
You really want to,you know, get down to it.
And so I don't know.
We may go back to grandma and grandpamoving in with Sophie.
You know,for the last 15 years of their lives.
So, you know, are we ready for that?
So it's just, you know, so the things thatare on the horizon are not that far out.
The population is going to changeby ethnicity, by age.
(22:05):
And are all of usready to to deal with that?
And are employers preparing for itso that it's not all of a sudden
one day they're like, what just happened?
I hope they're preparing.
Well, as we wrap up here, Jim,
can you tell us what the last report of2023 is going to cover?
We're going to take a look
at what's coming for 2024,and that's what we're going to focus on.
(22:27):
We're going to do itboth from a economic outlook
point of viewas well as an outlook point of view.
So I think we'll have somereally interesting discussions on that.
And then next on the docket,we'll be talking
about artificial intelligence in HRand then
kind of revisiting the whole internship,how to find them, how to attract them,
(22:49):
how to keep them, how to manage them,
and how to make surethat you're setting them up
to keep them on their staffgoing into into the future.
So I think we should have some interestingconversations.
Yeah, we've got a great lineup coming.Yeah.
Well, Jim, thank you so much for all thatgreat content today.
And kind of recappingwhat you've been seeing
in the world of businesswith an emphasis on talent this month
(23:10):
in to our listeners,if you liked our chat and topic today,
I would encourage you to commentsomething you learned today or anything
that you want to add onto our conversation.
We definitely want to hear from you too.
Don't forget to share out this episodeand consider joining MRA
if you aren't a member already.
We have all the resources you needin the show
notes below,including resources on this talent report.
(23:33):
Otherwise, thank you for tuning in todayand we will see you next week.
And that wraps up our contentfor this episode.
Be sure to reference the show noteswhere you can sign them to connect.
For more podcast updates,
check out other MRA episodeson your favorite podcast platform.
And as always, make sure to follow MRA's30 minutes THRIVE
so you don't miss out.Thanks for tuning in
(23:55):
and we'll see you next Wednesdayto carry on the conversation.
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