Where Did Everybody Go?

In a recent survey, 54% of employed Canadians (of all ages) admitted they are at least somewhat likely to look for a new job once the economy turns around; and of the respondents under thirty, over 70% suggested they may take a walk as soon as the opportunity arises.

Given the events of the past year or so, these findings should come as no big surprise to anyone. Current economic conditions have certainly changed the way employers view and manage their workforce; and this in turn has changed the way employees view their employers.

According to the latest IPSOS Reid Workplace Loyalty Study, a full 36% of the employees in companies that have cut programs and reduced their workforce feel considerably less loyal to their employer; notwithstanding the fact they themselves were spared; and apparently this loss of loyalty is as common among executives and managers as among regular workers.

Unrealistic sales targets, lack of recognition, poor communications, autocratic management, toxic work environments, poor job security, limited development opportunities are among the major reasons cited as per why so many are unhappy to the point of wanting to leave.

Conventional wisdom tells us the best and brightest will be the first to go... followed closely by their customers.

Ironic how less than two years back, most employers were concerned over the demographics and worrying how they would hold their own in the inevitable war for resources. While this economic meltdown may have put those concerns on the back burner for a while, the demographics have changed little. Now companies are just that much closer to having to go to war… and a significantly larger number of their home troops are looking to change sides when they do.

Who knows when the economy will pick up, but it doesn’t take a crystal ball to predict that when it does, employers that haven’t take proactive steps to win back the love are going to have some serious staffing and retention challenges!

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Who are you protecting?

Ade McCormack, a business associate of mine in the UK, recently wrote the following on his blog IT BEACON which, as you may have guessed, is directed primarily at executives in the Information Technology world. My sense however, is the message conveyed in this article applies equally well to executives, managers and supervisors in virtually all functions and every line of business.

With so many working in and/or creating an atmosphere of uncertainty (if not fear) these days, I thought I'd echo it on as a Wavemaker blog and see if it strikes a nerve and provides some guidance, as it did for me.

Ade's words:

"Who are you protecting? By trying to keep the plates spinning despite the swinging budget cuts, you appear to be protecting your CFO and CEO. Why? Perhaps you are protecting your job? But surely your role is to protect your staff. Protect them from the politics and to defend the IT function from being financially wired for failure. Without this your people will lose faith in you. And the boardroom will not be far behind."

My words (at least I think they're mine):

"If you spend all of your time managing up, don't be surprised when the bottom falls out and you discover those you need the most have deserted you."

If ever you need a consultant to help make sense of your corporate IT challenges, I'd strongly recommend Ade. His contact details can be found at Auridian.com.

To comment on this blog click on 'comments' beside the little envelope below . To read previous articles, see the Blog Archive (lower right) and to become a Wavemaker Blogs follower, click on 'Follow' (just above Archive).

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If you would like to know more about how Wavemaker Consulting can help your company improve the customer experience you provide, visit our Website, or email us at wmconsulting@live.com

In Good Times and Bad

To be productive, there are only two things you can do in business:

1-add value

2-save costs

Now then - which are you doing right now?

The above words of wisdom were sent to me by a good friend and X boss. While I love the simplicity and see no need to mess with them, I would like to suggest there is something to be said for the order in which they are presented, especially given the times.

While all for running a tight ship, I am more than a little concerned for those companies focusing first and foremost on cutting costs, but giving little or no thought to adding value.

Particularly disconcerting is the all to common practice of cutting programs aimed at improving the skills and knowledge of long standing employees, or worse yet cutting the people themselves.

I suspect most, if not all of these these companies are going to find themselves behind the eight ball when the markets turns, if not before. And, when it comes to time to staff back up, the cost of regaining, or retraining the skills and knowledge lost may be more than many can bare.

So if your response to the question posed above is simply "I'm cutting costs" and you haven't already developed and implemented a plan for adding value, you might want to rethink your approach.

What is the best, and likely the least expensive way to add value, regardless of the times?

We would suggest the answer lies in retaining and further developing your best people so your company can deliver a superior customer experience that differentiates you from your competitors, both today and in the future - a logical strategy for both good times and bad!

To comment on this blog click on 'comments' below. To read previous articles, see the Blog Archive (lower right) and to become a Wavemaker Blogs follower, click on 'Follow' (just above Archive).

If you would like to know more about how Wavemaker Consulting can help your company improve the customer experience you provide, visit our Website, or email us at wmconsulting@live.com

Change

While some would say it comes in waves and others suggest it rides an expediential curve; I believe that change may well prove to be the last remaining constant.


What with everything going on in the world these days, you have to admit, these are certainly interesting and ever-changing times!

For the most part, change is a good thing as without it, there can be no improvement. But significant and rapid change does have its down sides, one of which is the risk that faced with the uncertainty, confusion and fear typically associated with change, we may occasionally lose sight of what matters most.

In business, there is no doubt that it is the customer that matters most. After all, if not for customers, we wouldn’t have our businesses.

Unfortunately, as evidenced by the general decline in service quality of late, it would appear that at least some, likely distracted by recent events, may have lost sight of this fact. Perhaps it would help to remind ourselves (and others) that even inturbulent times, service quality is one of the things we still have complete control over.

So enough of being distracted by things outside our control; isn’t it time we all returned our attentions to what matters most?

No matter if you believe that change comes in waves, is expediential in nature, or is the last remaining constant; during turbulent times it is wise to remember that you can only manage those things within your control. Among these are operational efficiency, sales effectiveness, cost containment and above all else, service quality!

In the face of a storm, these are your anchors and if you give them your undivided attention and manage them well, they will keep you from being washed off course and onto the rocks.

To comment on this blog click on 'comments' below. To read previous articles, see the Blog Archive (lower right) and to become a Wavemaker Blogs follower, click on 'Follow' (just above Archive).

If you would like to know more about how Wavemaker Consulting can help your company improve the customer experience you provide, visit our Website, or email us at wmconsulting@live.com