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Current Conditions:

Some companies are having trouble finding skilled workers to fill their positions

We have become a turnstile society of employees where it is totally acceptable to be at a company for two to three years before moving on – we no longer consider these people as job-hoppers

The generation entering the workforce today needs and expects to feel connected – just look at the number of gadgets and communication tools they have at their disposal

People are moving into supervisory positions with minimal supervisor training – gone are the days of grooming and mentoring an employee to move up the ranks when the “boss” retires

Companies want to constantly grow and “reinvent” themselves in order to remain competitive

Employees want and expect to be part of the decision-making process

Forecast:

For the forecast, over the next 10 years, of the 164 million workers, 30 million people will retire and there will be only 30 million Gen Zers to replace them.

Finding qualified people to fill positions will become increasingly more difficult

The turnstile will only move faster if employees are dissatisfied with their job or employer

Companies will need to maintain high employee satisfaction, if they want to retain their most valuable assets – their employees

Managers will need to become better leaders so that employees don’t use the manager as the reason for leaving the company  (Which, by the way, is one of the most common reasons cited in exit interviews as to why an employee is leaving the company.)

Predictions:

And if could be so bold as to make some predictions:

Companies will have permanent openings and those on staff will have to carry more weight

People will easily “move on” if they are not satisfied with their situation

“Work smarter, not harder” will challenge us more than ever

Managers will need to become great leaders if they want to keep their followers

The true test will not be how to create change.  The true test will be how to weather and manage change.  For not learning how to effectively manage change in the near future may place an organization in the heart of the “perfect storm.”

Weathering the Storm

Managing change is not magic, a mystery, or a secret, nor does it need to be overwhelming.  It can be boiled down into a simple formula.  It is also logical and realistic, but it requires planning and follow-up.

There are six elements to consider when managing a change initiative, namely:

• Vision / Direction
• Processes / Procedures
• People / Resources
• Skills / Training
• Motivation
• Action Plans

Vision / Direction

When establishing vision and direction, make sure that the vision is broad, it is inspiring, it instills a sense of purpose, it is positive, and it provides energy and attitude control.

Processes / Procedures

When considering what processes and procedures need to be created or modified, consider any and all of the following:

• Team / Department
  • Administrative
  • Communication
  • Process Analysis
  • Process Improvements
  • Legal

People / Resources

When evaluating an upcoming change, make sure you have enough people, you define clear roles and responsibilities, you select the best person for the tasks, and that you communicate details to the people.

Equally important is the need to have adequate resources, which can include equipment, proper tools, financial support, knowledge, historical information, and you know if resources are to be in-house or outsourced.

Skills / Training

Skills that should be honed for effective change management are as follows:

• Overcoming barriers to change
  • Creating and managing effective teams
  • Effective leadership
  • Communication
  • Skills assessment
  • Listening
  • Being proactive

Motivation

Effective motivation is more than a simple e-mail from time-to-time.  Motivation should be an interlocking strategy that uses multiple tools (i.e., reward, recognition, responsibility, delegation, and levels of freedom).  You may need to look up, down, and sideways in the organization when designing a recognition and motivation plan.   The key word is design.  Invest time into developing a plan that fits together with other plans in the organization.

Action Plans

Creating action plans is critical.  They are the road maps to success.  Your plans should be clear, measurable, realistic, anchored with a timetable, open to the team, and written down.

What if there are missing elements?  When pieces of the change formula are missing, the outcomes and emotions are quite predictable.  For example, when everything is in place except for the proper skills and training, people start doing things only to find themselves coming to a stopping point where they can’t continue without the proper skills or training.  I call this the “False Start.”

Change is Inevitable…Growth is Optional

As Michael Dell stated in his book, Direct from Dell, “Change is opportunity.  It is also constant, direct, and temporary, for once things change, you can bet they are going to change again.  Learning to thrive on constant change is the next frontier.”

Charles Darwin gave us the following insight: “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”

So, has the storm already come to your company?  Is the “Perfect Storm” coming for you?  I don’t know.  If it does come your way, you may not be able to control the storm’s direction, strength, or timing.  However, you can control your organization’s readiness and ability to weather the storm’s resulting changes.

A couple ways to create a more inviting work culture are the following: 

1. Build or strengthen a proactive, situation handling culture in your organization.  Watch this video for information on that: https://www.youtube.com/watch?v=h5C5k55gSHA&t=8s
2. Rethink and reconstruct your onboarding process to be as welcoming as possible for new employees.  Watch this video for information on a 9-session course that your organization can go through to reinvent your onboarding process: [link]

How to prepare for the employee shortage storm that has been brewing and will continue for the next decade:

• Build leadership skills in your people so employees will want to follow them
• Develop top-notch proactive, situation management skills across the organization so you can adapt to the employee shortage, should it hit your organization, moving away from reactive, problem solving management
• Focus on the creating efficient processes and continually refine them as the workforce dynamics change
• Find ways to break the employee turnstile movement in your company, especially with recent or upcoming hires by using ONBOARDING as a course to get in front of the storm
• Involve all levels of employees in the decision-making process as much as possible
• Work smarter, not harder at everything you do

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