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« June 2007 | Main | August 2007 »

Study Shows More IT Employees Working Remotely Today Than Five Years Ago

The proliferation of wireless technologies and feature-rich Internet applications is making it easier for information technology (IT) professionals to work outside of the office. A new study by Robert Half Technology shows that telecommuting is becoming more commonplace among IT professionals. Nearly half (44 percent) of chief information officers (CIOs) surveyed said their companies’ IT workforce is telecommuting at a rate that is the same or higher than five years ago; only 3 percent said IT staff work remotely less frequently today than five years ago (see table 1). Improved retention and morale, and increased productivity were cited as the greatest benefits among firms that allow telecommuting.

The national poll includes responses from more than 1,400 CIOs from a stratified random sample of U.S. companies with 100 or more employees. It was conducted by an independent research firm and developed by Robert Half Technology, a leading provider of information technology professionals on a project and full-time basis.

“Enhanced connectivity tools provide IT professionals greater flexibility and the option to work even when they are away from the office,” said Katherine Spencer Lee, executive director of Robert Half Technology. “Consequently, working remotely is more commonplace today and more acceptable.”

Telecommuting Attitudes Explored
34 percent of CIOs whose companies allow telecommuting cited improved retention and morale through enhanced work/life balance as the greatest benefit. Increased productivity due to reduced commute time was cited by 28 percent of respondents (see table 2).

“For some, working from home on occasion can result in greater productivity because there are fewer interruptions than in the office,” Lee said. “Many IT professionals also appreciate not having to commute every day given today’s high gasoline prices.”

Companies may need to balance the desire of staff to work remotely against the expectation of accessibility, however. Indeed, survey respondents indicated that telecommuting programs can have drawbacks. Nearly half (44 percent) of all CIOs surveyed felt that quality of work suffers due to diminished in-person contact with colleagues (see table 3A). Furthermore, nearly one in three (30 percent) CIOs surveyed felt that telecommuting employees are not as productive because they have less oversight (see table 3B).

“Telecommuting isn’t a viable option for every type of employee in every scenario,” Lee commented. “Managers who need face-to-face interaction with staff, or individuals who meet frequently with clients, for example, may find that working from home hampers their ability to build strong business relationships.”

Implementing Telecommuting Programs
While telecommuting can benefit employers and employees alike, it’s important that companies have the appropriate infrastructure in place to facilitate staff working remotely. For example, nearly a third of CIOs (31 percent) surveyed felt that telecommuting employees generate too many security risks because they need to access elements such as corporate networks, systems and intellectual property off-site (see table 3C).

Clearly communicating guidelines about telecommuting also is necessary. Lee noted, “It’s important that employers set expectations up front about who can telecommute and how often they can do so, in order to avoid misunderstandings that might arise during a project.”

To help ensure a successful telecommuting program, Lee suggests employers consider the following questions:

  • What IT jobs are best suited for telecommuting? Alternative work arrangements are most suitable for individuals whose jobs can be performed with relative autonomy.
  • How frequently should IT employees be allowed to work remotely? Consider allowing employees to work from home one day a week, and try to schedule weekly meetings on days employees are on-site to provide project updates.
  • How will you ensure effective communication between team members? Keeping a schedule of workers’ on-site availability, and where and how they can be reached when off-site, can keep work flowing smoothly.

With more than 100 locations in North America, Europe and Asia, Robert Half Technology is a leading provider of technology professionals for initiatives ranging from web development and multiplatform systems integration to network security and technical support. Robert Half Technology offers online job search services at www.rht.com.

Posted by Sarah Ennenga on July 26, 2007 at 1:41 PM | Leave a Comment (0)

Manufacturing is another huge sector of the global economy that is being forced to reinvent their traditional employment strategies to accommodate younger workers. Not seen as a glamor industry, employers need to retool their labor practices to attract, manage, and retain top young talent.

Below is an excerpt of a great article offering advice for those facing these particular challenges, provided by a one of the leading consulting firms in the world.

Global manufacturers are forgetting a growing segment of their workforce—Generation Y. That’s the conclusion of “Managing the Talent Crisis in Global Manufacturing: Strategies to Attract and Engage Generation Y,” the latest industry report from Deloitte Touche Tohmatsu. By 2025, Generation Y, defined by Deloitte as those born between 1982 and 1993, and younger generations will comprise 40 to 60 percent of the global workforce. The report offers some points to keep in mind:

  • Gen Yers overall have a negative image of manufacturing. In recruitment efforts you might want to try emphasizing Deloitte’s view of the modern manufacturing sector. “What Gen Y doesn’t know is that, contrary to common perception, the job of a modern manufacturing worker requires strong technology, flexibility, multitasking, and team problem-solving skills,” a press release issued by Deloitte states.
  • Shifting operations to emerging markets doesn’t simplify the Gen Y talent squeeze. To succeed in new markets such as India, China, and Brazil, Deloitte recommends you take a long-term approach to cost and benefits; understand the available skills sets and the changing demographic profile in these countries; and formulate strategies to engage potential talent.
  • Consider how to effectively give Gen Yers what they most value on the job, the report recommends. That includes long-term career development and multiple experiences within a single organization, availability and access to mentors across the company, work-life flexibility, a tech-savvy work environment, and open social networks that facilitate communication.

Courtesy of WhysBlog

Posted by Sarah Ennenga on July 25, 2007 at 7:24 AM | Leave a Comment (0)

New Report Documents Strategies for Increasing Number of Finance Practitioners, Preparing Workforce for the Future

The future of the accounting, finance and audit professions will be largely determined by their response to escalating talent shortages and other challenges of the post-regulatory-reform era, says a distinguished group of leaders in these fields. The Robert Half International Financial Leadership Council, which includes many of the top financial minds in the United States and Canada, has recommended a number of strategies for addressing these issues. Their suggestions have been collected in a new report, Charting the Future of the Accounting, Finance and Audit Professions.

The council represents a well-respected and diverse membership, including leaders from the corporate world, public accounting firms, industry associations, and top accounting and finance universities in the United States and Canada. The group met in early 2007 to discuss the impact of changing workforce demographics on today’s accounting landscape, and the recruitment and retention challenges associated with these shifts. The council also addressed new skills that will be required of practitioners as the professions evolve to support the global business community.

“During a two-day summit, the council examined the key issues confronting the accounting, finance and audit professions, and produced a visionary set of recommendations,” said Max Messmer, chairman and CEO of Robert Half International. “Notable among these are a call for rethinking traditional recruitment and retention strategies, and improving collaboration between business and academia.”

Messmer continued, “To help businesses respond to these challenges, we are pleased to make available the proposals of this esteemed group of financial leaders in a comprehensive, forward-looking report.”

Following are some of the key findings and recommended solutions presented in Charting the Future of the Accounting, Finance and Audit Professions:

Recruitment and Retention in the Post-Reform Era

  • Competition for the most skilled accounting, finance and audit professionals is growing at a time when the pool of candidates in many areas is shrinking or expected to soon. This requires new approaches for locating and retaining these individuals.
  • New recruiting strategies could range from enhancing the branding of the accounting, finance and audit professions in the media and on college campuses to showcasing professionals who have achieved a good balance between career and family.
  • A particular challenge for employers is adapting to the attitudes, expectations and values of Generation Y. Strategies to counteract career dissatisfaction among entry-level professionals and enhance retention could include offering more career guidance, projects that involve continual learning, and a better balance between routine and challenging assignments.

Preparing the Workforce for the Future
  • To succeed in tomorrow’s accounting, finance and audit environments, professionals need a wider range of skills than ever before. This goes for practitioners at all levels, not just students.
  • The ability to communicate effectively is one of the most essential interpersonal skills for both seasoned professionals and new entrants to accounting, finance and auditing. Technologies such as instant messaging and e-mail have actually increased, rather than decreased, the need for strong communication skills.
  • As financial professionals assume more strategic roles, they will need to become more analytical. They must be able to not only produce financial reports and perform complex calculations, but also identify and explain what is meaningful in their data or findings. They need to be able to answer the “why” behind the numbers.

Adapting to Today’s Global Business Environment
  • Professionals can improve their ability to operate in today’s more global business world by increasing their cultural literacy, professional judgment and familiarity with new financial reporting models.
  • Global talent sourcing is not yet widely used by U.S. businesses, but the urgent need for professionals with the right skills -- wherever they may be located -- may drive more companies to seek talent globally in the years ahead.

Following the summit, council members committed to ongoing collaboration and leadership to address additional emerging issues. Robert Half will continue to play a role in facilitating further discussions.

For a full list of council members, see www.financialleadershipcouncil.com

About Robert Half International: Robert Half International was founded in 1948 and is traded on the New York Stock Exchange (NYSE: RHI). Its financial staffing divisions include Robert Half® Finance & Accounting, Accountemps® and Robert Half® Management Resources, for full-time, temporary and senior-level project professionals, respectively. The company has more than 350 offices throughout North America, Europe and the Asia-Pacific region, and offers online job search services on its divisional websites, all of which can be accessed at www.rhi.com

Posted by Sarah Ennenga on July 16, 2007 at 2:03 PM | Leave a Comment (0)

The university a new accounting graduate attended can catch an employer’s attention, but it may not guarantee a job offer, according to a new survey. Chief financial officers (CFOs) polled recently were split regarding how much weight the prestige of a candidate’s alma mater should be given in hiring decisions. Fifty-one percent of respondents felt the stature of an institution was very important or somewhat important, whereas 49 percent said it was not important at all.

The survey was developed by Accountemps, the world’s first and largest specialized staffing service for temporary accounting, finance and bookkeeping professionals. It was conducted by an independent research firm and includes responses from more than 1,400 CFOs from a stratified random sample of U.S. companies with 20 or more employees.

CFOs were asked, “When evaluating an entry-level accounting or finance job candidate, how important is the prestige of the university the person attended?” Their responses:

Very important13%
Somewhat important38%
Not at all important49%
100%

“Because many entry-level candidates have little professional experience, hiring managers often consider non-work-related factors, such as the quality of the applicant’s formal education,” said Max Messmer, chairman of Accountemps and author of Human Resources Kit For Dummiesâ, 2nd edition (John Wiley & Sons, Inc.). “But learning extends beyond the classroom -- valuable skills and knowledge also are gained through extracurricular activities, internships and jobs held during college.”

“Employers should avoid letting a single factor, such as where an applicant went to school or which internships he or she completed, carry disproportionate weight in the evaluation process,” said Messmer. “A strong work ethic and the ability to adapt quickly to new environments for example, are equally desirable.”

Article courtesy of Accountemps. Accountemps has more than 350 offices throughout North America, Europe and the Asia-Pacific region, and offers online job search services at www.accountemps.com.

Posted by Sarah Ennenga on July 10, 2007 at 9:58 AM | Leave a Comment (0)

By Clifton Lambreth

Diversity in business today makes good sense. Unfortunately, many companies don’t manage their diversity initiatives effectively, resulting in the one thing they were aiming to avoid: Discrimination.

When businesses use diversity to understand different types of customers, develop products or services that are competitive, and gain insight on future industry trends, they’re using diversity initiatives correctly. However, when their diversity program turns into a quota system and hiring managers overlook key talent just to meet a number in a spreadsheet, that’s when the bottom falls out. So if your diversity program consists of saying “We need X number of women (or Hispanics or Asians or African Americans…you get the idea) in our company” then you’ve lost focus on the real purpose of diversity initiatives and you’re setting yourself up for lawsuits.

One of the main problems with many diversity programs is that managers get “credit” for bringing in outsiders—those future superstars who rarely work out. They then spend time and money training these newcomers and teaching them the industry. Since these diverse candidates are highly sought after in the job marketplace, chances are high that they’ll quickly leave in pursuit of the next great opportunity well before your company has seen any return on the investment you’ve already made in them. All the while these same hiring managers are overlooking diverse candidates who are already in their organization. Realize that an effective diversity program will strengthen the people who are already in the company, not seek to bring in outsiders who fit a certain category.

The fact is that true diversity goes beyond a person’s race, ethnicity, or gender and actually includes a person’s ideas, opinions, and technical expertise. Use the following guidelines to ensure your diversity plan encompasses the total package a person brings to the table and to make your diversity initiative both effective and productive.

1. Instill accountability
Diversity without accountability never works. That is, if you hire someone just so you can check a box on a form and meet some quota, but you don’t hold that new hire truly accountable for results, then you’re setting the company up for failure. Too many companies let poor performers slide just because they need that person on board to meet their diversity numbers. But when that happens, not only does the company suffer because that one employee isn’t working to his or her potential, but as others in the company witness what one person can “get away with,” they’ll either become disgruntled and leave, or they’ll adopt the poor performer’s work habits.

In lieu of diversity, companies need to create programs that honor the uniqueness of every employee as it relates to the business model. For example, rather than hire someone based on gender or race, how about hiring the person because he or she is different and the person’s ideas will help your organization make a better product? Maybe that potential candidate understands your customers more, or has experience in a key area your company wants to expand into. That’s true diversity. Then, when you tie accountability measures to those unique things the person brings to the mix (i.e.: how many customers he or she can really expose us to or what new developments the person can help us create), then you have a diversity initiative that adds value to your company’s bottom line

2. Create clearly defined objectives
Companies that are recruiting to accomplish diversity objectives have to be honest in their definition of what’s expected in terms of workplace contribution. In other words, why are you really hiring this woman, African American, Hispanic, etc.? What do you want his or her unique viewpoint and background to bring to the team? For example, one U.S. automobile manufacturer set out to create a compact car to be sold in India. They assembled their team, made their plans, and then created the first prototype automobile. When they unveiled the prototype to a focus group of Indians and invited them to sit inside and give their opinion on the car, not one of the Indians present could fit in the car because of the head turban. There wasn’t enough headroom. Wouldn’t it have been smart for that car manufacturer to have someone from India on the development team? That person’s key objective could have been to give insight into Indian culture, needs, likes, and dislikes.

As this example illustrates, diversity can keep you from making a lot of mistakes. It can provide you with insight into groups that you may not ordinarily get if you are outside that group. So for diversity to work, each member of your diverse team needs to have a clearly defined objective of what he or she contributes to the project, the team, and the company. Only then are you harnessing the real power behind diversity initiatives.

3. Reward people based on what’s controllable
You can’t control what gender you are. You can’t control what race or ethnicity you’re born into. Rewarding people for what they can’t control does not make good business sense. Rather, reward people for what they can control, such as their contribution, their performance, their skill development, their loyalty, etc. All those things that people can control should always outweigh the things they have no control over.

When you reward the uncontrollables, you end up in a situation of diversity gone wild. Diversity gone wild can cost a company an incredible amount of money in lost productivity, litigation expenses, and poor employee morale. Therefore, look at the real contribution people give your company and reward those efforts. Make it known throughout your organization what’s being rewarded and why. Show how diverse viewpoints and skill sets add value to the team. When people feel valued for their hard work and accomplishments rather than something they have no control over, they’ll develop a greater sense of pride about their work and will want to be an active contributor to the company’s success.

Diversity Works
Diversity is definitely a good thing; you simply have to manage the program appropriately. In fact, if you do not manage your diversity program, then you better put more money in your litigation budget, because the lawsuits will come.

In our haste to be politically correct and make everyone feel welcome, let’s not forget the real reason diversity works for business: It gives companies a greater way to connect to customers and provide valuable offerings that meet the customers’ needs. To that end, let’s honor the uniqueness of every employee, rather than his or her race, ethnicity, or gender. Only then can every employee feel valued and make a unique contribution to the business model—one that positively impacts the customers’ experience with our company, as well as the bottom line.


Clifton Lambreth has worked for the Ford Motor Company for more than twenty years in a variety of positions, including marketing, customer service, finance, operations and college recruitment at Cornell University, University of Pennsylvania, Johnson Business School and Wharton Business School. A graduate of the MBA program at Western Carolina University, he is the CEO of Daniel Bradley Matthews Inc., where he provides strategic automotive and marketing consulting. For more information, please visit www.fordbook.com or email mary@babailov.com.

Posted by Sarah Ennenga on July 9, 2007 at 3:18 PM | Leave a Comment (0)

Transformation is the key to taking you from where you are at the first days on a new job, to where you dream to be. Here are time honored techniques and tips to practice a resiliency that allows us to recognize our best professional selves:

1. Release guilt over past performance, hurts, and pains.. focus on learning from those who have accomplished what you aspire to do-- genuine interest will open many doors.
2. Anger over unfairness can result in indulgent 'repeat performances'. Every try to 'stop' being late? Instead of the 'being' of late, embrace the 'abundance' of time when you are prepared.
3. Beliefs create outcomes.. Pessimism left to simmer, can start to infiltrate your belief system.
4. Fear can cause us downright counterproductive behavior.. Taking a heaping dose of negative feelings to a new job is like trying to hail a cab dressed as the Grim Reaper.
5. You have performed many things in life to this point... Something new does not need to be uncomfortable and that uncomfortable feeling of gloomy uselessness is optional.
6. Challenge yourself. Do a little each day to appreciate growth, and stretch yourself.
7. Recognize counter productive activities, and identify action steps to manage it.
8. What would perfect execution consist of? Take some time to envision your dream work.
9. "Feeling" or"Being" stuck have the same source, and persistence and consistent action removes it.
10. Consciously spend more time planning for and appreciating positive attributes that can cultivate momentum.

Tips to embracing our personal best in the workforce

1. Performance grows to the extent that we are willing to grow and change- understand where you are and embrace your capability to improve..
2. Freedom stems from knowing where we are, and where we aspire to do, recognizing we have everything we need, and we own the steps to get there.
3. Identify your self talk and brainstorm resources to embrace a different approach.
4. Optimism is the art of focus on strengths and opportunity, despite our weaknesses. Be willing and interested in learning from others. Every day, introduce yourself and get to know one new person, how they got here, and how they were successful.
5. Put first things, first--- plan and manage progress on the highest payoff tasks that are most important being done, creates momentum.
6. Break the larger impossible tasks into bite size pieces or visual milestones along the path-- we are never given a dream without the equal capacity to make it come true!

Dawn Mular
http://linkedin.com/in/dmular
Helping Friends Career Network

Posted by Dawn Mular on July 8, 2007 at 12:16 PM | Leave a Comment (0)