The Workforce Challenge

What’s standing in the way of our running a successful enterprise?

Executives from all over the world were asked to choose the top two obstacles to building a workforce that meets their future business needs. The two biggest obstacles identified were:

  • Employee longevity or loyalty
  • Adequate leadership

Source: Oxford Economics’ Workforce 2020: The looming Talent Crisis 2014

When you compare that with following Career Builder statistic:

  • Only 34% of U.S. workers aspire to leadership positions, with 7% aiming for senior or C-level management.

We have a challenging recipe.  But when you add-on that several studies that state people will switch jobs over 10 times by the time they reach 30 we are really underwater.

What do you think we can do to address this issue?

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Leadership Transitions

If only 34% of U.S. workers aspire to leadership positions, with 7% aiming for senior or C-level management what will that mean for our leadership bench strength? share your thoughts and ideas.

Share Your Career Story

Best Career Moments

Everyone has had that moment in their career.  The moment when it all clicked, came together.  The moment when we felt unstoppable.  We loved what we were doing. When we put in extra hours and did not notice the time passing.  We probably worked like a dog, but felt like a champion.  Burnout was not even on the horizon.

These moments in our career are special.  We get out of them as much or more than we put into them.  They demonstrate when we are on top of our game.  We all want more of these moments and we want them to last longer.  Let’s learn about these magic moments from each other.

When were you at the top of your game? What were you doing?  Why do you think it all came together?  What helped you create or have that career moment?

Share your story.

Bringing Young Leaders Forward

At Five Star Bank, we are always looking for ways to further our employees’ talents and invest in their strengths. It is part of bringing the best service we can to our customers. A prime example is Five Star Bank employee Stephanie Petrakos, who started at the bank eight years ago fresh out of college as a management trainee and worked her way up. Currently she is the Vice President and Credit Administrator. In her position she is required to have a leadership role in the bank’s credit department. As such, she was sent to a leadership development conference through Independent Community Bankers of America. What she also found was that Five Star Bank could be ahead of other organizations when it comes to ushering in the next generation of its leadership.

Read the full article at:

Five Star Bank

Be Like Mary Barra: How HR Leaders Can Become CEOs

By now, most of you are aware that a former human resources leader has transcended the HR space to become CEO of a Fortune 100 company. And for the uninitiated (click here for some descriptive text on Mary Barra), the former vice president of HR at General Motors Co. will become the automaker’s new CEO. 

With that promotion in mind, many in the HR space trumpeted the ascension of a former HR leader to a Fortune 100 CEO spot as proof positive that HR pros can be anything they want to be. And while the promotion of Barra as the leader of General Motors is great news for HR, caution on what it means is probably warranted. Just because you’re in HR doesn’t mean you can be CEO. In fact, you still probably need to get out of HR to become a CEO.

Need proof?  Let’s look at part of Barra’s background/profile as captured by Bloomberg Businessweek:

Before becoming CEO, Barra served “as executive vice president of global product development and global purchasing and supply chain at General Motors Co. Ms. Barra served as senior vice president of global product development at General Motors Co. since Feb. 1, 2011, and served as its chief of product development. … She began her career with General Motors in 1980 as a General Motors Institute (Kettering University) co-op student at the Pontiac Motor Division. She has been director of general Dynamics Corp. since March 15, 2011. Ms. Barra serves on the Kettering University Board of Trustees and Inforum Center for Leadership Board of Directors. … Ms. Barra received a GM fellowship to the Stanford Graduate School of Business. She holds a Bachelor of Science degree in electrical engineering from General Motors Institute (Kettering University). She holds an MBA in Business Administration from Stanford Graduate School of Business in 1990.”

What’s all that mean? If you’re an HR leader with a dream, here are five things the Barra profile tells us you need to do to become CEO:

1. Get the hell out of HR soon. Let’s be clear: One look at the Barra profile tells you her HR experience was part of a power rotation to learn the business, not a defining tag on her résumé. That should tell you what has always been the reality: You need to rotate elsewhere to be enough of a player to become the CEO of a company of any size and scale.

2. Deep subject matter expertise in an area core to the business is desired. Barra is an engineer at heart, an area that’s obviously core to GM’s business. Your company also has a similar heartbeat. If you have an undergrad that matches that heartbeat, you could do HR, take a rotation elsewhere and become a player in the race to become the boss. If your educational background doesn’t fit, you have no chance. But you could find a company that provides a better match and values your non-HR undergrad.

3.  Depending on the company’s focus, you need to decide which rotational path is best. Most companies these days have cultures that are defined by product or by sales. If your company is product-focused and your educational background is a match, you take a non-HR rotation in that area. If your company is sales-focused, follow that path. A sales focus at your company also allows you to worry less about a lack of match in your educational background with the company’s core product or service as long as you’re willing to risk it all with a career in sales management.

4.  Top tier MBAs still rule. Barra is a Stanford MBA grad. The mail-order MBA isn’t going to cut it if you want to be a CEO of a big company. You need to go get the elite MBA.

5. Get the hell out of HR. I had to say it twice, because it’s that important. I know you love it, but if your goal is to be the CEO, you’re not going to get there from here.

Get to the rotational program and get out of HR if you want to be CEO. As much as we want to believe the Barra story says we can become CEOs, it’s only true if we’re brave enough to leave.

Originally published in Workforce

Do you want a new job? You are not alone.

Twenty-one percent of full-time employees plan to change jobs in 2014, the largest amount in the post-recession era up from 17 percent in 2013.

Only fifty-nine percent of workers are satisfied with their jobs, down from 66 percent in 2013.

Workers more likely to change jobs than others appear to be responding to these factors:

• Workers who are dissatisfied with their job: 58 percent plan to change jobs in the New Year
• Workers who are dissatisfied with advancement opportunities at current company: 45 percent
• Workers who are dissatisfied with their work-life balance: 39 percent
• Workers who feel underemployed: 39 percent
• Workers who are highly stressed: 39 percent
• Workers who have a poor opinion of their boss’s performance: 37 percent
• Workers who feel they were overlooked for a promotion: 36 percent
• Workers who have been with their company two years or less: 35 percent
• Worker who didn’t receive a pay increase in 2013: 28 percent

Sources:Career Builder and Harris Interactive

Pay Checks Can’t Buy Passion

On September 18th, The Professional Development Center hosted a day of showcased training options for driving organizational change and improvement. Here is a presentation by PDC instructor, Brad Federman, entitled, “Paychecks Can’t Buy Passion: The Power of an Engaged Employee”.