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A popular TV series showcased CEOs working as rank and file employees at their companies. Often these CEOs were unable to do the everyday jobs that are critical to their company. More than one CEO was fired from their own company for failing to be able to do such seemingly simple work as packing an order into a box. On other shows, the CEOs were surprised at how hard and unfulfilling the jobs were. This experience often caused the CEO to make relevant sweeping changes to their companies.
What we often call the working people’s jobs is what makes many companies operate (or not.) These are valuable jobs to employers. To employees thoughthese jobs are often neither rewarding, fulfilling nor even well- paying although they are important to employees too in that these jobs while not the jobs of dreams, are the jobs that “pay the rent.” These are the in between jobs, just for now jobs, second jobs, or perhaps the jobs in which people for whatever reasondeem themselves as stuck. Because these jobs are not so much a career as it is just working.
Even many office jobs are often not the job of which people dreamed. Take for example bank teller, a low paying job, especially considering its responsibility, professionalism, physical requirements, its danger of robbery, even the clothing requirements of such a job.
Unglamorous jobs comprise the vast majority of unfilled jobs in the market today. That category of jobs while not undesirable still is not desirable.
Yet today’s societyhas evolved such that we are conditioned to think living our dream career is guaranteed as a condition of our existence.
When such thoughts run smack up against reality and employers attemptto recruit, engage and motivate a workforce who is not “living the dream”with a mindset that they are indeed living the dream, business will only suffer.
For those who do those valuable routine, every day, “working for a living” jobs, such as a sanitation worker, bank teller, or warehouse picker, it is an employee’s market and while there may not be as many career opportunities, there are certainly countless options to try to find better places to work.
Employers need to set into place practices that will address the concerns, needs and wants of their employees working the everyday jobs.
This webinar will cover those practices and efforts employers must make in recruitment, supervision and engagement to address the concerns, needs and wants of their employees working the everyday jobs.
• Becoming a practical pragmatist – changing the company mind-set of viewing the reality of what is vs. what management wants to believe.
• Finding the best workers in unorthodox ways.
• Routine, never changing jobs – the very real challenges and dark side of such jobs that employers must address to keep customers happy, employees safe and business running.
• Twenty five very small changes that can make a huge difference in recruitment, retention, engagement
• How to change routine, never changing jobs into less routine.
• How to adapt programs that are typically reserved for “professionals only” to everyone.
• The four things you can do that will make an instant huge difference in engagement.
• How to make a business case to change the status quo.
• Involving employees in their jobs in ways of which you likely never thought.
Most of us have worked a routine, unglamorous, even boring job and while often not our favorite job, have considered it good experience.Why then, after we move into a job such as management, do we persist in attempting to push the idea that such jobs create career fulfillment, when in reality most employees who work such jobs are simply trying to make rent just as we once did.
Everyone states that they value all their employees but do they really walk that talk? Further exacerbating the issue is management considering people who work in these routine jobs are less “smart” than those who sit on the management team. Such workerscannot possibly make simple, let alone important decisions. Yet, as popular TV series often show, CEOs who are trying to fill their employees shoes find out quickly that this is simply not so.
The effects of such a disconnect of management and employees typically backfires and creates at best apathy, and at worst ill will between management and employees that damages efficiency and productivity. Employees think management is “out of touch”, “doesn’t get it” or “live in the real world.”
A disconnect between those who determine company trajectory vs. those who actually do the majority of thework is bad for business and bad for people.
• HR Generalists
• HR Managers
• HR Directors
• HR Business Partner
• Employee Relations
• Plant Managers
• Branch Managers
• Store Managers
• Business Owners
• Plant Managers
• Department Managers
• Employee Relations Personnel
• Training Personnel
• Director of Training
Years of Experience: 20+ years
Areas of Expertise: Human Resource Development, Performance Management, and Conflict Management
Teri Morning, MBA, MS, SHRM-SCP, is President of Hindsight Human Resources, LLC. and specializes in solving company “people problems.”
Teri also sources software solutions for compensation and performance management.
Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.
Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.
In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management.
Teri was certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.View all trainings by this speaker