Glassdoor.com released today their listing of the 50 best companies to work for (2009). Having worked with some of these companies I think their inclusion is a little suspect, but can you really expect perfection with these kind of things? Although if your job hunting, this list may not be a bad place to start.
Tag Archives: Workforce Trends
Employees working at large companies tend to be happier than counterparts at smaller firms, according to a survey by a human resources consulting firm. The Beacon Group of Toronto measured satisfaction in four areas: management support, career development opportunities, compensation and work environment/co-workers. “Large companies scored equal or higher in every category,” but received particularly high marks for their compensation and commitment to career advancement, Beacon Group says. However, researchers point out that employees at smaller companies sense greater control over their role in the organization and its work environment, whereas workers at larger companies may have grown complacent about their ability to influence the workplace environment.
I was reading the Modern Girl’s Career Guide blog and was impressed with the idea that Nicole the writer had put out there. While most of you know I spend a great deal of time studying and trending the generations, Nicole had an insight and idea for Gen Yers that is almost revolutionary in how they are typically stereo-typed. As I read through her post I was struck by the common sense of it – her insight was for the twenty-somethings to take their time in discovering their careers or ultimate desires in their work life. While that may not sound as ground breaking as I am making it out to be, it is. The typical Gen Yer does not want to discover anything about themselves or the company – they just want your job and they want it now.
The whole Generation Y concept of work- where flexibility, work life balance and a socially responsible employer is demanded by jobseekers – is set to change. That’s according to Steve Carter, Managing Director of accountancy and finance recruitment specialist Nigel Lynn.
“I’m not suggesting that we shouldn’t have flexibility in the workplace”, says Carter, far from it, but according to recent research from the London Business School, while Generation X often requires flexibility for childcare, Generation Y demands it for lifestyle reasons. And according to a report in The Observer back in May, Generation Y jobseekers are “ready to resign if their jobs are not fulfilling and fun, with decent holidays and the opportunity to take long stretches off for charity work or travel.”
“In this market, that attitude isn’t going to go down terribly well with potential employers – many of whom may well be boomers and Generation X themselves and who had to really buckle down during the last major recession. And it’s going to be those people who can demonstrate that they can add real value to a business that will succeed. That means getting back to the Generation X ethos of hard work, long hours and potentially less time off. There will also need to be an acceptance that Generation X managers and leaders who have worked through a major downturn in the past will have valuable lessons to pass on. And above all, job seekers will need to demonstrate an attitude which reflects what they can do for their employer – not what their employer can do for them!”
Generation Y is a group that has never witnessed recession or economic hardship. They have grown up in a booming economy with rising house prices and a raging war for talent and so it is not surprising that they tend to talk about what they want from work. They may have some hard lessons to learn in the months to come.
What are your thoughts? Is Gen Y now going to become Gen X v2.0?
Some 900 Harvard Business School students were asked to recreate a study assessing the potential “offshorability” of more than 800 occupations in the United States. Their findings: It might be a larger number than we thought.
Key concepts include:
- Management students are likely tomorrow to face an unprecedented array of options concerning what they can do where.
- Increasingly, jobs are being viewed as groups of tasks that can be bundled, unbundled, and sent to different places.
- Offshoring could come to an end just as quickly as it began.
Tying employee rewards closely to performance benchmarks sounds simple enough, but the practice becomes even more critical when times get tough, a new report suggests. Companies that take an integrated approach are 20 percent less likely than competitors to face difficulties in attracting people with critical job skills. That’s according to consulting firm Watson Wyatt Worldwide, which notes those same companies are 25 percent less likely to struggle when pursuing high performers.
It logically follows that integrated reward-talent management techniques also bolster retention. Companies following the practice are 33 percent less likely to have trouble retaining critical skills and 18 percent less likely to hang on to top performers, according to Watson Wyatt’s survey of 1,389 organizations in 24 countries.
In the wake of recent economic turmoil, employee engagement figures to be more critical to business health than ever, yet new scientific research shows employee engagement on the decline. A recent national study by Modern Survey has shown employee engagement levels dropping in every category measured, including a 7% decline in the number of employees that say they “take pride in their company.”
A scientific study of national worker opinions by Modern Survey confirms that employee engagement as a whole has clearly declined over the last year. An astonishing 21% of U.S. workers were actively disengaged as of this past August when the study was conducted, a difference of four percentage points from August 2007.
Included in this national study were five questions that measure the extent to which employees take pride in their company, believe they have a promising future at their company, recommend their company as a great place to work, go “above and beyond” their normal job duties to help their company succeed, and intend to stay with their company.
These questions were first posed to a nationally representative sample of the U.S. workforce in August of 2007, then again in August of 2008. The survey was conducted via the internet, and was completed by 1000 U.S. adults (18+ years old) who matched census data in terms of age, gender and region.
All five components of the Engagement Index show erosion in favorability, and organizational pride shows the largest (and most statistically significant) decline over the last year, dropping from 78% favorable in 2007 to 71% in 2008.
Now only about half of respondents said they are willing to put in extra effort to help their company succeed and only about half say they intend to stay with their company for a long time, both figures reflect a five percentage point drop from 2007.