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Government telework increasing

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The movement toward telecommuting has momentum in the private sector.
However, the public sector has been relatively resistant to permitting telework.
Respondents to a survey of government workers last year revealed that only 19 percent were able to telework for part or all of their jobs. Now, the numbers are up substantially, with 41 percent of responding federal employees indicating that they currently telework. Continue Reading Government telework increasing

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When young men and women are more confident about their ability to support a family over a long period of time, they are more likely to marry and have children.
When they do not have good jobs or perceive economic and other conditions to be uncertain, potential parents tend to delay having children until they feel more secure. Continue Reading Career security (or lack thereof) influencing birth rate

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The current shift in the employment market is exciting and invigorating for some. Others are experiencing frustration, disillusionment and irritation at the situation.
The people caught in the middle, feeling disconnected, are being described as the NEETs – Not in Education, Employment or Training. Continue Reading Dilemma of those not in education, employment or training

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We have focused quite a bit of attention on the growing shortage of qualified workers in the United States. Based on our interpretation of data from the Bureau of Labor Statistics, we anticipated a shortage of 10 million skilled laborers by 2010.
We presented our case in our book, “Impending Crisis: Too Many Jobs, Too Few People.” While there have been some challenges to our forecast, many others now use our projections. Whether the actual shortfall will be 8 million, 10 million or 14 million, it is clear that employers find it increasingly difficult to hire and retain the people they need. Continue Reading U.S. not only nation facing a skilled labor shortage

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Where are the people?

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The problems employers face today are influenced by the birthrate in the late 1980s. Babies born today will have an impact on the flow of entry level workers in 2024 and beyond. Continue Reading Where are the people?

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Joe Robinson is a man on a mission: to raise the consciousness of U.S. citizens to the fact that they are working too hard.
With his “Work to Live” vacation campaign, Joe seeks to make people aware of the real human costs on health, on health care, on families and on society.
The vacations of U.S. workers are the shortest in the industrialized world – only 8.1 days after one year on the job, according to the Bureau of Labor Statistics. Continue Reading Overworked? Help may be on its way for laborers

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The right job/applicant

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The employment market is heating up.
As we move through the next eight to 10 years, even greater turbulence is expected. With the expanding economy, job opportunities are growing. Qualified workers have both choices and mobility.
Employee turnover is up, with all indications pointing to increasing movement. Surveys suggest repeatedly that about 75 percent of workers may be in different jobs within the next year or so. Continue Reading The right job/applicant

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Focus on the individual

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As employers move through the next 10-15 years, they will discover that concentrating on individuals will be considerably more productive than pushing any one-size-fits-all concept.
Employees seek, expect, even demand the personal attention. Their attitudes will drive employers, and then others, to correct their deficiencies.
We will see this shift from groups, teams and classes of people in practically all aspects of corporate life. Continue Reading Focus on the individual

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Small is big: Workforce focus

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Economic development professionals know that job growth comes from small business, not large employers.
While attracting a new facility from a well-known corporation is good for community morale and certainly has positive economic impact, nurturing small and mid-sized business can generate more jobs with greater stability. Continue Reading Small is big: Workforce focus

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For many years, money was the primary motivator to a substantial majority of employees. Employers did not demonstrate that they really wanted anything more than do-what-you-are-told-labor in return for money paid in wages and salaries.
And workers were satisfied to do the work, then periodically demand more money. Continue Reading Meaning, values topping list of what workers want

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