Employee Retention: From Thirty Years to Two

The United States has never been known for permanent employment. The flexibility of our job market, the ability of employers to hire the employees need and fire those they don’t, has always been considered by economists to be a core attribute of our competitiveness in global markets.

But today, the shoe is on the other foot. The Greatest Generation, those who fought in World War II, were the last group to seek lifetime security with one employer. The last of the Silent Generation (1925-1945) have moved into retirement, and the Boomers are beginning to follow them in droves. Today’s workforce expects regular advancement and career opportunities, but those are no longer guarantees of long-term loyalty to their employers.

Generation X is moving into management and executive roles. Advancement for competent GenXers is almost guaranteed, since there is only one of them for every retiring Boomer. The Millennials (1980-2000), are currently one-third of all active workers, and by 2020 will comprise half of the employees in the country.

Any business owner has learned to look at resumes in a new light. Those who are still seeking long (5 years or more) tenure in employment histories are probably hiring older workers. A typical 30 year-old’s application today may list a half dozen prior positions. If they are talented, their previous terminations were likely voluntary as they moved into jobs that paid more, or had some feature that they found interesting.

But the positions we fill, both white and blue collar, have become more complex, require more training, and thus have a longer payback period for training costs. Technology makes  jobs more demanding. Machine operators don’t just push a button or tighten a nut. They are expected to comprehend tolerances and quality measures. Administrative workers can’t get by on typing skills alone. They use software and telecommunications in a variety of overlapping ways.

multitaskingAn assistant handles my schedule. Ten years ago that meant telephoning and asking a client, or their assistant, to coordinate an open date. Now she communicates with each client according to their preferences. Some still want to be called at the office. Others prefer contact via their mobile phone, email or text message. Calendar requests must consider the type of scheduling software they use. Some are multi-modal, preferring an initial email inquiry, with dates and times confirmed by electronic meeting requests and reminders via text message.

When it takes a year to reach a level of efficiency in a job, how do you invest in an employee whom you only can expect to stick around for two or three years? The jobs can’t be dumbed down; we need smart folks to handle them. The Great Recession, which made a steady position a bit more attractive, is over. Talented workers can be expected to resume their migratory employment styles.

Small employers are stuck in a paradigm that doesn’t match the market. There is no point in dangling a promise of steady employment when our prospects aren’t attracted by that carrot. Just as technology has flipped the information curve in sales (see my friend Jim Blasingame’s The Age of the Customer), the ability to seek, apply for and even interview for a new job online (perhaps even from your office) is changing the dynamics of recruiting and retention.

What do you do to recoup your investment in training? Have you accelerated ramp-up times or changed your training regimen? Are you adjusting your expectations for employee longevity? Do you still come in every day with the fantasy that all your employees will be there forever?

Picture Credit

My new book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available on Amazon in paperback, hardcover and Kindle. It is an ownership book, not a management book, and is illustrated with the stories of real entrepreneurs who faced challenges that apply to us all.

 

 

Posted in Management | Tagged , , , , , , | 2 Comments

2 Responses to Employee Retention: From Thirty Years to Two

  1. cathy locke says:

    John,
    Thanks for the article, I am a “baby boomer” and agree totally! I was laid off after 6.5 years and after a year of being a ” you are too qualified for the position”, I decided to do something I could enjoy, and taught myself how to become a wholesale/retail Chocolatier! I have 4 years in the “business” and am finally growing and have learned a lot the hard way and I am more unique and happy. I do have 2 part time assistants that I feel will work,learn,grow with my company…but nothing is permanent so each day is a new door that I can open and enjoy the challenge. Thanks again!
    Cathy

  2. Zbig Skiba says:

    Good blog, John. Per studies, money is well down the list of reasons for employee retention. If I’m not mistaken the employees relationship with their direct manager is #1, followed by other factors such as company culture, ability to learn, their passion for the company mission, etc. So retention boils down to doing some tough work around making your workplace an appealing place to come every day, rather a place to dread. That’s not as easy as it sounds, for a small business person who focuses on meeting his payroll.

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2014 Outlook: Are We There Yet?

fdr inaugural“The only thing we have to fear is fear itself.” Franklin Roosevelt’s inaugural address on March 4, 1933 was an early recognition of the power of consumer confidence in bolstering our economy. In 1933 The US GDP was falling to about $57 billion, the low point of the Great Depression and about three-tenths of one percent of today’s economy. Unemployment would hit 25% that year. Roosevelt recognized that people had to believe that things would get better before it could actually happen.

Welcome to 2014, where the economy is showing plenty of life signs, but no one seems to believe that things will get better. According to the NFIB, small business optimism continues to decline, and the Gallup consumer confidence index is stuck at the levels of Spring, 2009, when the stock market and housing were collapsing, banks were closing, and the U-6 unemployment (which includes people who give up looking for work, and those employed part-time only because they can’t find a full time job) hit 16%.

Readers regularly refer to my post “Planning for the Strategic Triple Threat” in January of 2009 for it’s accuracy in predicting a deep recession, a slow recovery and weak growth afterwards. It wasn’t particularly difficult to look at the statistics and figure out that we had a big problem that would take some time to fix. The weak growth part of the prognostication is now going into its fourth year, and there are a few more of the same in front of us.

Are small businesses and consumers merely beaten down by the past 5 years, or do they smell a problem that the government and media are trying to deny? There are plenty of arguments for both views.

Housing sales have recovered, but the foreclosure Realtors whom I talk to still suspect Freddie Mac and Fannie Mae of massive inventory hold-backs to shore up the market. Those two entities have gone from quasi-government lenders of last resort to an arm of the US Treasury and the entire mortgage market for the country. From a political viewpoint, they can mightily influence the housing numbers in any direction they choose.

The official rate Unemployment is 7%, still the highest in 20 years, with the U-6 at 13.2%. The 7% number excludes anyone who worked even one hour in the previous month. Over the last 12 months, about 25% of all “new” jobs were in retail and hospitality. So the way the US Bureau of Labor Statistics counts the U-3 (official) rate, two 20 hour-a-week employees equal double the employment of one full-time worker.

The stock market had a banner year, but some analysts are pointing to the effect of Quantitative Easing on corporate profits. Banks are getting almost-free money to lend at very low rates. Unfortunately, that cheap money doesn’t seem to be widely available for consumers or small business. One exception is Sallie Mae funded student loans, which are up 50% ( a half trillion dollars- almost the size of the whole government stimulus bill) since 2008. It appears that a lot of unemployed college students are living on money borrowed  from the government.

As I pointed out a few weeks ago, the retiring Boomers are spending less, and the Millennials aren’t consuming yet (unless they can buy stuff with student loans.) No consumer-led surge in the economy will come this year.

There is undeniably good news. The housing market has clearly stabilized, we are closer to energy independence than ever before, and China’s reduced appetite for commodities is relieving some of the price pressure on raw materials. Europe seems to have reconciled to the fact that at least one country will eventually default, and it probably won’t bring down the whole EU.

On the other hand, the President’s miserable approval rating (40%) shines only in comparison to Congress (19%). A weak budget compromise doesn’t portend a new era of cooperation in Washington. The impact of ending extended unemployment benefits, Obamacare taxes and “The Tapering” of QE3 (4? 5? whatever) remain to be seen, but will clearly not be contributing to economic growth.

Fear itself isn’t holding us back. The overriding issue is that we have become shockingly aware of how little we really know, or what it means. “The banks are sound.” “No one will be forced to give up their insurance.” “More people are employed than ever before.”  “Taxpayers will make a profit on their GM investment.” “The check is in the mail.”

We’ve always known that we don’t know what we don’t know. The problem has become that what we think we know, we now know may not be true. If you had no windows in your house, how would you dress for today’s weather? Yesterday it was 70 degrees in South Texas. Tonight it will be in the 20’s. If my only information about the weather was from someone who wanted to sell me a pair of shorts, I could be in big trouble when I go outside.We’ve come to realize that all of our economic information, whether from elected officials or mass media journalists, comes from someone who wants to sell us something.

No, we are not there yet. Growth will continue to be anemic overall in 2014, although the numbers will be skewed by areas of prosperity (read fossil fuels). A bigger issue is that we’ve become a nation of skeptics, and skeptics rarely plunge into risky activities with unbridled enthusiasm. They have to believe that things will get better. Right now, we don’t believe.

 

My new book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available on Amazon in paperback, hardcover and Kindle. It is an ownership book, not a management book, and is illustrated with the stories of real entrepreneurs who faced challenges that apply to us all.

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Bah, Humbug! Remembering Fezziwig.

Last week was the 170th anniversary of the publication of Charles Dickens’ A Christmas Carol (December 17, 1843). The immortal words of Ebenezer Scrooge are ingrained in the memory of the entire English speaking world. I’d venture to guess that “Bah, Humbug!” can be correctly identified as to source and speaker by over 99% of those reading this.

The novella, serialized in five parts, was not a commercial success. Unhappy with the sales of his previous novel (Martin Chuzzlewit– no wonder!), he refused his normal fee from the publisher in favor of royalties on the proceeds, which proved disappointing. Critical reception was favorable, although it didn’t catch on in America until much later. The New York Times first published a review in 1863, 20 years after its publication in England.

Like most of Dickens’ work, A Christmas Carol clearly includes an indictment of the social inequalities of the Industrial Age; child labor, workhouses, and debtors’ prisons. It stands out, however, because of the lessons taught by its memorable ghosts, and the redemption of its main character in only 113 pages.

During the Protestant Reformation in England and Scotland, Christmas had become a period of penance and reflection. A Christmas Carol is credited by many for leading the return to a celebratory holiday, focused on appreciation and thanks for family and friends.

Modern filmmakers have returned to the straight-ahead plot and uplifting story line (not to mention the recurring revenues available year after year) with a frequency that helps ingrain the legend in our psyche. Starting with the 1938 Reginald Owen version (originally released as “Scrooge”) and the 1951 Alistair Sim classic, the character of Ebenezer has been tackled by actors ranging from George C. Scott to Michael Caine (with the Muppets). Patrick Stewart, Kelsey Grammar and Rich Little (in various celebrity impersonations) have taken a shot, as have Mickey Mouse, Mr. Magoo, the Smurfs, Barbie, Dora the Explorer and the Flintstones.

Let’s not forget the variants; Bill Murray in “Scrooged”, or Boris Karloff and Jim Carrey in versions of “How the Grinch Stole Christmas.” In all, IMDB lists almost 200 filmed variants of the story.

Unfortunately, the characterization of Scrooge has become ingrained in the minds of many as a stereotype of all bosses who dare to focus on margins and profit. How many employees identify their bosses with Fezziwig, who took pride in making his employees a happy group, even though Scrooge dismisses it as “only a little thing?”

FezziwigInstead of focusing on  the things that allow Fezziwig to spend lavishly on his employees (a motivated workforce, honesty, doing what’s right, profitability), we prefer to fantasize about a boss who expresses sudden enlightenment by unexpectedly bestowing gifts and extra days off. Fezziwig is relegated to an afterthought, an overweight doting uncle with no visible reason for his success.

Most of us are far more Fezziwigs than Scrooges. Oddly, if we celebrated the season of giving by handing our employees a list of all the extra things we’ve done for them during the year, we’d be considered more akin to Ebenezer. We bow to the popular myth, give even more at the holidays, and hope it has some carryover into the New Year.

Just remember to remind your employees when you are being Fezziwig the rest of the year. A Christmas turkey for Tiny Tim isn’t the same as being a good boss.

My new book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available on Amazon in paperback, hardcover and Kindle. It is an ownership book, not a management book, and is illustrated with the stories of real entrepreneurs who faced challenges that apply to us all.

Posted in Management, Thoughts and Opinions | Tagged , , , , | 2 Comments

2 Responses to Bah, Humbug! Remembering Fezziwig.

  1. Christi Brendlinger says:

    “God bless us everyone!”

  2. Geri Mazur says:

    Nice read! A Christmas Carol is indeed one of the best stories of all time. Happy holidays!

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The Only Number that Counts

The retirement of a generation of entrepreneurs (see www.theboomerbust.com) is an event unique in our history, or in anyone’s history for that matter. What we are about to experience is inevitable, and those who are unprepared are in for a rough time.

Let’s face facts. We Boomers complain about the lack of work ethic among our GenX and Millennial employees, but we are wrong. The problem isn’t them, it’s us. We were raised in a competitive environment, where there were too many bodies chasing too few opportunities. As a result, we became the most competitive generation in history, pushing the average work week, two-income families and new business formations to levels never seen before…or since.

We are responsible for the term “work-life balance.” It wasn’t a problem for our parents or grandparents, they didn’t have work impinging on their personal life. Our kids and grandkids are simply returning to an older ethos. Work has a purpose, but it isn’t the purpose of their lives.

Boomers went into small  business in record numbers, partly because it freed them from the confines of a salary. All they needed to do in order to earn more was to work more. The more time you could devote to working, the more money you could make. Enter the drive-through restaurant, cup holders in cars, and ubiquitous telephones.

We could also save time by subcontracting routine chores to others. Ambitious Boomers offloaded mowing the lawn, fixing the front steps, and changing the oil in the car to someone else. That someone was usually another Boomer, who was working 70 hours a week in his oil change franchise so that he could outsource his lawn mowing and kids’ tutoring to yet another Boomer small business owner..

What developed was the most powerful economic engine of all time. Millions of people were freed from the strictures of a structured workday in their quest to be more productive. (How many times have you as a business owner, said that you are doing the work of two people?) The United States, and the rest of the world, enjoyed the greatest sustained expansion of all time. From 1975 (when the first Boomers turned 30) until 2005 (when they began reaching 60) productivity climbed, and the fortunes of everyone climbed with it.

Technology has certainly played a role in improved productivity (if you don’t count Facebook’s negative effect) but the driving force of the longest economic expansion was a bunch of slightly crazed Boomers working their tails off so that they could consume more. Work more, consume more, buy more services from other workaholics so they could consume more. It was a flawless recipe for prosperity.

labor force growthIn 2014 the youngest Boomers will be 49, well into the age range when they begin to scale back spending for retirement savings. The oldest are 69, and leaving the workplace. The generation that is replacing them has half their numbers, and the one behind that is waiting, and waiting, and waiting for the Boomers to get out of the way.

The four European countries with the lowest birthrates over the last 30 years are Spain, Portugal, Italy and Greece. Their generation that is supposed to be assuming the mantle of productive drivers is insufficient to accelerate their economies. You can’t grow an economy when you have a chronic shortage of workers and consumers.

In America, GenX is too small, and the Millennials (Gen Y) while as big a generation as the Boomers, are just beginning to enter their productive and consumption years. They are being stalled by lingering Boomers, educational debt (over a third of those who are working age are still living with parents) and a sluggish GDP.

Politicians, stockbrokers and real estate agents are telling us that the dip of 2008-2012 is over, and we are regaining momentum. No business owner whom I work with really believes it. Growth is slow and uneven, and there is little optimism. There is a good reason, and it’s inescapable. The only number that counts towards general prosperity is the increase or decrease in the number of productive workers as a percentage of total population, and that will continue to shrink for the next decade.

Americans have to understand that the country’s demographic peak was ten yours ago.” Davit T. Beers, Head of Sovereign Debt Rating for S&P, on the downgrading of the US credit rating, August, 2011.

My new book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available on Amazon in paperback, hardcover and Kindle. It is an ownership book, not a management book, and is illustrated with the stories of real entrepreneurs who faced challenges that apply to us all.

Posted in Exit Planning, Thoughts and Opinions | Tagged , , , , , , | 3 Comments

3 Responses to The Only Number that Counts

  1. Brad Elmhorst says:

    John..you continue to be a mirror. Well stated, I’ll look for the book on Amazon.

  2. Mike Gribble says:

    You now know one business owner who thinks the downturn is over. 2013 numbers have blown our 2012 numbers out of the park. I do give you kudos for the first 80% of your article. We have met the enemy and it is us.

  3. Geri Mazur says:

    Well done, John. I appreciate your hardwork. I hope more business will bloom this year 2014. I will grab a copy of “Hunting in a Farmer’s World: Celebrating the Mind of an Entrepreneur” on Amazon. Great job!

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Should a Small Business Have a Budget?

“I know that my company is doing OK,” the old joke goes. “I still have checks in my checkbook.” Many small businesses run on a version of checkbook accounting, where anything that isn’t paid out at the end of the month becomes the owner’s income.

These small entrepreneurs usually know the daily (or even hourly) receipts of their business. They know exactly how much they have to take in to pay all of the bills. They can probably tell you off the top of their heads the margins on each item they sell, how much is in inventory, and the number of orders they received from their best customers.

When your business is small enough to keep the critical financial measures in your head, do you really need to invest the time and energy to prepare a written budget? After all, it probably is just going to be a regurgitation of last year’s numbers, perhaps with a tweak reflecting your plan to generate some additional revenue in the coming year.

budgetBudgets are a major part of the annual process in large corporations. Legions of financial experts project market trends, currency fluctuations and competitive product introductions. All that means little to an owner who is principally concerned about the next sale. Budgeting may seem a waste of time that could better be spent developing a new customer.

But budgets are important, even if they are merely a retelling of the prior year’s results. They provide a benchmark for measuring ongoing results, a snapshot of progress towards you goals, and a diagnostic tool to help determine what needs changing in order to increase profits.

Making your budget useful is less about the numbers than it is about the percentages. Every bookkeeping program, from QuickBooks to the most sophisticated financial accounting system, allows you to print reports in common size, that is, with each line item calculated as a percentage of sales. Common sizing is a tool that is largely neglected in managing a small business, but it is one of the easiest and most effective devices for tracking your results.

Let’s say your business did $756,349 in gross revenue in 2012, and your shipping costs were $61, 822. This year you brought in $822,947, and your shipping costs were $69,539. Is an increase in $7,717 in shipping expense appropriate for an additional $66,598 in business? Perhaps, but if I told you your cost to ship had gone from 8.17% of sales to 8.45% of sales, you would know in a moment that you are less profitable, at least after paying for shipping.

Employee salaries, utilities, benefits, and transportation costs seem to rise inexorably. Managing the budget doesn’t mean holding them to a number, it requires holding them to a percentage of sales.

Try this exercise, called The Power of One. Start a spreadsheet with your prior year’s revenues, cost of goods (gross profit), and overhead (G&A) expenses. Now, using those prior year’s numbers, increase the price of your product by 1%. Then increase the volume of sales by 1%. Reduce the cost of goods by 1%. Finally, reduce your overhead by 1%. If you have a 30% gross margin and a 10% pretax profit, the net impact of these small changes will add up to about a 20% increase in your profits!

If you’d like a copy of a spreadsheet to make this exercise easy, just email me at jdini@mpninc.com.

Percentages are easily understood, and a quick way to know whether you are on track. If you aren’t, it’s simple to determine what needs to change. In order to get those percentages however, you need to start with a budget.

 

My new book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available on Amazon in paperback, hardcover and Kindle. It is an ownership book, not a management book, and is illustrated with the stories of real entrepreneurs who faced challenges that apply to us all.

Posted in Uncategorized | Tagged , , , , | 4 Comments

4 Responses to Should a Small Business Have a Budget?

  1. Carol Mansen says:

    I found in my consulting practice that the small businesses that have the discipline to create a budget also have the discipline to manage their business well. It is a way to the business perspective to pro-active instead of reactive.

  2. Brad Elmhorst says:

    Extremely important if a business offers healthcare to employees. “Life changing events” include a spouse who loses coverage and now enrolls in your family plan.

  3. I agree, every small business must have a specific budget for their marketing campaigns. A successful business always start from planning to budgeting, to planning and implementation.

  4. In every business there should always be a budget.

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