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Month: July, 2013

How will you attract your Gen Y workforce?

Workforce Locator™ helps you plan your college recruitment strategy and you may need to implement Gen Y preferences if you expect to attract them to your company such those discussed here:

How to Attract Tomorrow’s Talent and Prepare for the Future Workforce

Gen Y Cisco employee Kati Dahm gives perspective on the next generation workforce after attending a panel led by Silicon Valley executives.

July 21 , 2013

Do you think companies cater more to Gen Y employees than other groups?

What makes your company competitive in attracting the new workforce? If it’s free food, flexible work locations or employee recognition programs, you may be on the right track. The Commonwealth Club of San Francisco held a panel last week on attracting top tech talent and preparing for Gen Y, the newest generation entering the workforce.

The speakers included Cisco’s Head of Collaboration Rowan Trollope, Melissa Daimler, Twitter’s Head of Organizational Effectiveness and Learning and Todd Carlisle, Google’s Director of Staffing.

As a member of the Gen Y workforce, I attended to see if what they were saying about my generation lined up with what I’ve seen firsthand.

1. Cisco’s Trollope said, “The main difference between Gen X and Gen Y is that Gen X is tech savvy, but Gen Y is tech dependent.” Here’s my take. I think both generations fall more into the tech savvy category. I realize there is the ongoing observation of Gen Y being attached to their smartphone, tablet or other mobile device, but I think there are also a large percentage of us that are aware of the times that’s appropriate (the other half are not, I’ll give you that.)

When going to a meal, my friends and I elect to stash our phones in a pile. First person who checks their phone during the meal gets to pay the check.

However, Gen Y does not always rely on tech. Why? When we’re tested in school, we aren’t allowed to Google the answer or tap your classmate on the shoulder- it should be memorized. In the workplace, you’re expected to rely on shared documents and to collaborate with your team to come up with the best possible solution. These two expectations tend to contrast when you enter the workforce- and that’s something that companies hiring Gen Yer’s should be aware of. There is no multiple choice at the office- just lots and lots of free response.

2. Daimler said, “Today’s workforce is all about working anywhere at any time.” Aside from the obvious perks such as staying in your pajamas, working remotely does have its share of benefits. I live in San Francisco, and the morning commute rarely falls under two hours. Rather than sitting down at my kitchen table and getting started at 8 am, I tend to sacrifice two hours of productivity commuting and snoozing on a shuttle in traffic. I’ve tried working on the shuttle, but carsickness tends to take over. This also depends on your personal preferences. I am a morning person, that’s my personal issue. The ability to work anywhere at any time though also technically caters to individual productivity. Night owls and early birds can pinpoint the times they are most productive. That being said, there is still huge value in meeting face to face- which is also where video and collaboration capabilities come into the picture. According to Trollope, more than 5.5 million hours of travel are saved by using video collaboration technology in the home. Talk about cutting costs. Obviously, this argument fares better in some circumstances than others, but when we’re looking at the whole picture, the value of working remotely does add up. Flexible work hours were one of the reasons I chose Cisco.

3. Now the most important aspect many Gen Yer’s have been conditioned to look for: perks. We all know that companies that will go unnamed have everything from free frozen yogurt to a ball pit (yes, like they used to have at McDonalds) for stressful days. How do these measure up to what millennials really want? These definitely sweeten the deal, but they aren’t what will advance your career. Workplace development and recognition tend to be held above other factors for competitive Gen Y colleagues with whom I’ve discussed the “ideal” job. Although the idea that aspiring for the corner office is dead among millennials was not a high motivator, I disagree. Why are we competing to work at tech companies in Silicon Valley if we don’t have our sights set on success? I speak for myself as well as my peers when I say that many of the measures of success that Gen X holds are still career goals for Gen Y (partially thanks to Mad Men). At Cisco, approximately 80% of top talent managers were interns at the company. This development track shows the value to companies of providing ongoing coaching and recognition for new talent, and retaining them as top performing employees.

Learning how to work with millennials is important, but I think this panel created an important precedent for companies hoping to recruit millennials- we have learned to work in a wide variety of ways, and we have pretty much identified the way we work most effectively. Working from home may be ideal for some individuals, where others may prefer to be in the office for free lunch. Realizing these differences in work style for Gen Y may be the most important in tailoring recruiting and retention programs for the next generation workforce. Free froyo may be appreciated, but it’s recognizing the differences in Gen Y employees that will attract us to your company.

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The contents or opinions in this feature are independent and may not necessarily represent the views of Cisco. They are offered in an effort to encourage continuing conversations on a broad range of innovative technology subjects. We welcome your comments and engagement.

We welcome the re-use, republication, and distribution of “The Network” content. Please credit us with the following information: Used with the permission of http://thenetwork.cisco.com/.

http://newsroom.cisco.com/feature-content?type=webcontent&articleId=1224886

Talent Development = Jobs Creation = Organizational Success

Workforce Locator™ helps you plan college recruitment strategies that create jobs.

This article reports on businesses that are “experiencing the benefits of working with colleges and universities to develop programs that prepare students with the skill sets to meet their workforce needs”:

Published July 26, 2013, 08:39 AM
HIGHER EDUCATION: Teaming Up to Train Today’s Workforce
Collaboration between private industry and higher education institutions pays off

By: Kylie Blanchard, Prairie Business Magazine

Cooperation between industry and higher education plays an important role in building a strong workforce for the future. Across the region, businesses are experiencing the benefits of working with colleges and universities to develop programs that prepare students with the skill sets to meet their workforce needs.

Developing UAS technologies

The University of North Dakota in Grand Forks; Northland Community & Technical College in Thief River Falls, Minn.; and Northrop Grumman Aerospace Systems, a leading manufacturer of unmanned aerial systems (UAS) technologies based in Redondo Beach, Calif., have recently found success in collaboratively developing UAS training programs and technologies through the schools’ aerospace programs.

“This relationship started to develop in 2009, with preliminary meetings and discussions about how our institutions could work together,” says Dan Klug, chief development officer at Northland. “Northland is one of the premier schools for aerospace maintenance, and UND is one of the premier schools for training pilots. We seemed to complement each other well.”

“The collaboration really covers the full gamut of technologies in the aviation industry,” adds Jonathan Beck, Northland’s UAS program manager. “The aviation industry is changing so quickly, it takes the feedback of industry leaders and other institutions to ensure our programs are meeting the needs of tomorrow’s workforce.”

Klug says the strategic alliance helps to identify opportunities in unmanned aircraft technologies. Currently, Northland is training UAS maintenance crews and data analysts and UND is working towards training UAS pilots and sensor operators.

“Northrop Grumman is currently helping UND to get approval from the State Department for license to train unmanned aircraft pilots, and our institution is working to develop a training system,” says Alan Palmer, director of the UND Unmanned Aerial Systems Center of Excellence.

Palmer says having a relationship with a large company brings many benefits to the schools. “UND and Northland want to be associated with Northrop Grumman because we want to create opportunities for our students. We want to educate and train our students so they can get great jobs within the industry.”

To date, Northrop Grumman has hired three of Northland’s UAS maintenance graduates. “This relationship allows the college to do what it does best, train people and respond to industry needs in the state, nation and internationally,” Klug says. “We truly believe this alliance demonstrates the opportunity for UAS technology to add a strong industry sector to this region.”

Diesel tech program

At the start of 2013, the North Dakota State College of Science in Wahpeton and North Dakota Case IH dealers unveiled a two-year diesel technology program focused on Case IH agricultural equipment and technologies.

“Case IH dealers throughout North Dakota asked NDSCS to develop a customized curriculum that would focus on Case IH equipment and technology,” says Barbara Bang, dean of the NDSCS Technologies & Services Division. “The need for skilled diesel technicians is at a critical point for their companies.”

Bang says Case IH dealers worked with NDSCS faculty and staff for two years to develop the program. “This is a collaborative effort where the dealers provide the resources, including equipment and technology, to be used in the classroom and NDSCS provides instruction, facilities and equipment.”

Each student entering the program is sponsored by a participating Case IH dealer with periodic on-site internships built into the program’s curriculum. When the student graduates, the intent of the program is they will have full-time employment with the dealer.

“The curriculum is designed to include all basic diesel technology theory and extensive hands-on laboratory experience, but much of it is focused on Case IH specific equipment and technology,” Bang says, adding the type of sponsorship provided to each student is determined by the dealer and could include financial assistance, tuition coverage and tools.

“As we continue to provide best-in-class solutions for our customers and suppliers, we must invest in recruiting and educating future technicians throughout our system,” David Meyer, Titan Machinery chairman and CEO, said in a January press release announcing the partnership. “Partnering with NDSCS allows North Dakota Case IH dealers to ensure the ongoing quality of the technicians pipeline in our state.”

Twenty-two freshmen will be accepted into the program for the upcoming fall semester, according to Bang. “This program is our way of responding to strong industry and business requests.”

Developing engineering talent

The relationship between Rapid City’s South Dakota School of Mines & Technology and Caterpillar Inc., a leading manufacturer of construction and mining equipment, diesel and natural gas engines, industrial gas turbines and diesel-electric locomotives, has been ongoing for nearly four decades. However, it was recently expanded through the establishment of the Black Hills Engineering Design Center in the Black Hills Business Development Center located on the SDSM&T campus.

“Six years ago when the Black Hills Business Development Center first opened, a Caterpillar employee and SDSMT alumni felt it would be logical to open the design center in the development center to be close to students and graduates,” says Terri Haverly, executive director of the Black Hills Business Development Center.

Wayne Baumberger, facility manager of the Black Hills Engineering Design Center, says this arrangement has provided Caterpillar with the opportunity to recruit engineering talent from SDSM&T. “The Black Hills Engineering Design Center provides design detailing and engineering services to the business units within Caterpillar. Caterpillar hires individuals to fill design technician and engineering rolls and we typically hire local talent,” he says. “We offer a variety of technical positions that require either associates degrees or engineering degrees, and we also have internships available for these positions.”

The school provides a talent pipeline of students for internships and full-time positions, says Darrell Sawyer, director of the SDSM&T Career and Professional Development Center. “This partnership provides SDSM&T students and graduates with excellent opportunities in the local area for internships and eventually full-time positions,” he notes. “It also provides opportunities for SDSM&T alumni currently working outside the region to move back to the Black Hills.”

“Caterpillar is a world-class company with a long-standing history,” Haverly says. “When we talk about attracting companies that create the kinds of jobs that will keep our young people here, this is exactly the type of company we mean.”

Students gain experience

The collaboration between South Dakota State University, Brookings, and Brookings Municipalities Utilities has been in place since 1981, providing educational support for the university and filling staffing needs for the BMU wastewater treatment plant.

“It provides a valuable hands-on experience for the students that helps them become better designers and engineers,” says Christopher Schmit, director of the SDSU Water and Environmental Engineering Research Center. “Furthermore, it provides stability for the graduate programs by providing assistantships that allow the program to recruit more students. Lastly, the partnership allows access to the wastewater treatment plant and its staff, and this access is used to help perform research projects.”

The program at the wastewater treatment plant allows SDSU to provide student operators during all night and overnight shifts. SDSU provides operating personnel for 16 hours per weekday and 24 hours on weekends and holidays. The students make rounds at the plant, take readings of the processes and equipment, perform internal testing, respond to alarms and adjust the plant accordingly to make sure it is running properly.

“The program has provided a consistent labor base for operating the facility,” says Paul Melby, BMU utilities operations manager. “The Brookings Utility Board has been very satisfied with the collaboration between SDSU and BMU, and the program and the program directors have met or exceeded all expectations.”

Schmit says researchers are also available to BMU to help solve technical and operational problems at the plant. “These partnerships highlight the significant advantages of working with and having universities available to the public. The universities provide a highly talented pool of individuals that allows these entities to get highly trained and educated individuals to work on problems and, in the case of the BMU, to help operate the plant. The partnerships also allow access to state-of-the-art equipment and technology at the universities that may not be available to the general public.”

Schmit says the collaboration also provides the necessary tools to train the region’s future workforce. “The university relies on these partnerships to bring resources and problems to us so the university can do what it does best and help to solve problems while training new members of the workforce to add to the economic development of the state and region.” PB

http://www.prairiebizmag.com/event/article/id/15382/

“Not Your Father’s Workforce”, 2008 article, somewhat prescient then, is relevant as ever

Q: What do you get when you consult Workforce Locator™ and Jay Biggins?

A: Subject Matter Expertise! 

Not Your Father’s Workforce: Reimagining Job Creation Incentives (2008)
By Jay Biggins, Leader Magazine

In today’s work force, jobs are being accomplished in different ways. Job-sharing, flex-time, freelance, contract workers, Professional Employer Organizations (PEOs) – all illustrate newly relevant arrangements for firms striving to remain competitive in an ever changing marketplace. Some would call these the most significant work-force trends of the early 21st Century. A growing number of competent, creative, highly skilled and highly specialized workers in search of meaningful and well paying jobs are opting out of their father’s work force, and opting into alternative arrangements that provide flexibility, independence and a different kind of security.

Increasingly, companies in search of new ways to trim costs and realign functions are finding what they are looking for within this alternative worker pool, and from the PEOs, staffing firms and similar organizations that have acquired the expertise to manage this unique labor force, and make this resource available to employers.

As a result, states in search of a competitive edge to retain and grow employment and to attract new companies and investment are discovering that their existing economic development incentives packages do not always align with this new reality. At issue is the nature of job creation incentives, typically pegged to the number of “full-time permanent” workers to be employed by an applicant company. As employment arrangements have changed (along with responsibility for payment of salaries and benefits), the designs of many incentive programs have not kept pace with the evolution of the work force, and risk becoming non-competitive.

Companies are paying the equivalent of full-time salaries to armies of specialized independent contractors with sophisticated skills across a wide range of specialties – such as IT, human resources, communications, security and the like. But because these companies may not cut the paychecks for these workers, or may retain them on alternative, project-based pay scales, some states consider the jobs to be ineligible for incentives.  Those states are now finding that some important new projects are beyond their reach.

And, as significantly, they run the risk that an existing company may be deemed in default of a current incentives agreement because some or all of their full-time workers are now being compensated via PEOs or other alternative arrangements. “Job growth-related incentives are a primary tool to attract new businesses and to retain existing businesses,” notes Dennis Donovan, a principal at Wadley Donovan Gutshaw Consulting in Bridgewater, New Jersey. “When states subtract all of the consultants used by companies from the employment equation, they are putting themselves and their businesses at a disadvantage.”

Understanding The Contract Workforce

Demography, technology and globalization are all significant influences contributing to the changing nature of employment and the locations where work is performed, and capital is invested. The US Department of Labor recently counted 14.8 million workers in alternative employment arrangements – approximately 11 percent of all US employment. This figure is expected to double within the next decade: the US Occupational Handbook Outlook, the authoritative survey of American labor market trends, projects 45 percent growth in the number of workers employed in non-standard work arrangements.

A significant number of these jobs will be full-time and will be provided standard benefits such as health insurance, retirement plans and paid time off.  While many will be staffed by independent contractors, a growing number will be hired by PEOs and “leased” to other companies.  PEOs help companies staff a variety of functions in a more cost-effective and flexible way. “We will employ your employees,” explains Mike Flagg, senior public relations director for the National Association of PEOs. Flagg notes that the number of companies using PEO services has grown dramatically in the previous decade. “The amount of payrolls have increased at double digit rates during the last few years, and we expect that this growth will continue as companies outsource all their dreary and complicated HR stuff.” Flagg says that PEOs today manage $50 billion in payroll and two million employees.

For more information, download complete article.

Additional  BLS & Co. Articles on Workforce and Workforce Programs

The True Value of Workforce Training (2010)
Learning Curves Ahead (2007)

http://www.blsstrategies.com/NewsDetail.asp?id=22

What makes a location good for business climate? Site Consultants understand key factors

McFrank & Williams’ Workforce Locator™ supports Site Selection decisions with workforce data that’s current as well as projected business intelligence data (to 2018).

When site selection consultants were polled they ranked “work force as the single most important location factor…”

This quoted text (above) comes from the article I’m directing your attention to (below).

I gained additional insight from this article which reports on a survey of site selection consultants who subscribe to Site Selection magazine. Here are a couple of snippets that offer perspectives on issues such as right-to-work status and incentives:

> “Right-to-work status may not be absolutely necessary for a state to win a project, the site consultants said, but in about half of all projects the states that do not have right-to-work laws will probably be screened out of the running at the first stage”

> “Incentives are nothing more than a pricing tool that is designed to make a location more cost-competitive for a project.” – Jay Biggins, executive managing director of BLS & Company in Princeton, N.J.

What Makes a Business
Climate Good?
Site consultants agree on two factors: work force and incentives.
by RON STARNER
ron.starner@siteselection.com

Two of the issues critically important to site selectors — work force and incentives — came into sharp relief in December, thanks to a Michigan governor and a New York Times reporter.

Michigan Gov. Rick Snyder drove home the importance of labor to economic development when he signed into law statutes that made Michigan the nation’s 24th right-to-work state on Dec. 11.

This historic action followed by one week the much-talked-about New York Times series on incentives, authored by reporter Louise Story. “As Companies Seek Tax Deals, Governments Pay High Price” served as the lead headline and pretty much summed up the conclusion of the writer.

Both events were noteworthy because they touched on business climate issues that shape the perception of site selectors as they evaluate various jurisdictions for corporate facility projects.

In a November survey of site selection consultants who subscribe to Site Selection magazine, respondents ranked work force as the single most important location factor, while incentives ranked fourth.

In that same survey, 79 percent of site selectors said that, when working on a project with a potential location, it is “very important” for the host location to have the flexibility to craft a customized incentives package for the deal. Another 17 percent said that such flexibility is “somewhat important,” while only 4 percent said it is “not important.”

These survey findings matched the consensus of the Site Selectors Forum at the Mid-America Economic Development Council’s annual Competitiveness Conference in Chicago last month.

Right-to-work status may not be absolutely necessary for a state to win a project, the site consultants said, but in about half of all projects the states that do not have right-to-work laws will probably be screened out of the running at the first stage.

Jerry Szatan, principal of Szatan & Associates in Chicago, told Site Selection following Michigan’s conversion to right-to-work status: “I expect that it will get Michigan a few more looks on site searches, mostly industrial ones. It’s hard to know what percentage.”

Tim Feemster, senior managing director for Newmark Grubb Knight Frank in Dallas, said, “I think it will open up a lot of opportunity to locate in Michigan since now right-to-work is not a fatal flaw. Many companies have that as one of their primary search criteria and in the past, Michigan never made it to the list of states to search. We tend not to challenge our clients on this even though we have found that this is more of a perception issue than factual.”

On the topic of incentives, Jay Biggins, executive managing director of BLS & Company in Princeton, N.J., said, “Incentives are nothing more than a pricing tool that is designed to make a location more cost-competitive for a project.”

Moreover, he noted, clawback provisions and other restrictions are adding levels of accountability that did not even exist in many incentive programs a decade ago.

“Return-on-investment analysis is now becoming the norm,” said Biggins. “It wasn’t even being done in most cases 10 years ago. We are also seeing, increasingly, a requirement for certifications in applications. That is, the CEO of the corporation must personally sign a certified application that states that everything in the application — including the job-creation numbers the company pledges to make — is true. That is adding a whole new level of legal review and enforcement to these incentive programs.”

Overall, the site selectors who spoke at the Chicago forum agreed that Indiana, Nebraska and Iowa provide the best business climates in the Midwest, with Indiana being favored by six of the nine speakers.

Indiana received lots of credit for adopting right-to-work status last year, while Tracey Hyatt Bosman of BLS & Company noted that “Indiana did pass the local ability to exempt personal property taxes for data centers.”

Courtney Dunbar, leader of the industrial site consulting team for Olsson Associates in Omaha, said that “Nebraska made some very important changes in the past year when they passed their site and building legislation. They pushed funds toward preparedness for new opportunity for site-prep work.”

The site consultants who participated in the MAEDC forum in Chicago participated in a survey on a variety of economic development issues. Among the findings:

Seventy-five percent said they work primarily with a state agency contact when conducting a site selection project.

Eighty-seven percent said that a state’s business climate is either “very important” or “somewhat important” when they are first evaluating potential locations for a project.

The best way for economic developers to communicate with site selectors about their region is through in-person office meetings.

The most important characteristics of an economic development website are contact information, ease of finding the site, and amount and currency of data on work force.

Overall, site selectors are most satisfied (7.5 out of 8) with the ease of finding economic development websites; they are least satisfied with the amount and currency of data on incentives on economic development websites (2.8 out of 8).

In the national survey of site consultants, the respondents said that:

The three states in the U.S. currently offering the best incentives for business and industry are, in order, Texas, Louisiana, and a tie between Ohio and South Carolina.

The three countries currently offering the best incentives for business and industry are, in order, the U.S., Canada and Ireland.

The three countries offering the best overall business climate are, in order, the U.S., Canada and Ireland.

The top three international regions, in terms of overall business climate, are, in order, North America, Asia-Pacific and Europe.

The best business climates in the Midwest, in order, are Indiana, Kansas and Iowa.

http://www.siteselection.com/issues/2013/jan/selectors-survey.cfm

Too complex yet it cost 48 million!

Ask anyone – reporters, students, individuals with advanced degrees, anyone who has ever tried to navigate a dot gov website for actionable information – most dot gov sites are so bloated a simple research mission can become an exercise in futility.

Bureau of Labor Statistics is no exception. If you’re an employer in Talent Acquisition mode in search of dot gov BLS data without the bloat, see Workforce Locator™ http://www.workforcelocator.com

Those individuals who are unemployed don’t have the luxury of choice to obtain information through a website that functions as intuitively as Workforce Locator does. Instead, they must be dependent upon dot gov or state run dot US sites…

Consider how, in a not especially surprising eyebrow raising news flash, it turns out, the New Mexico Department of Workforce Solutions has a website that’s ineffective as it’s been deemed “too complex” for the state’s job seeker population (the mostly unemployed audience for whom the site is intended). However,  news about legislative auditors weighing in on the $48 million dollar site that apparently needs to be revamped does raise questions.

The URL for the state’s site was not included in the item I read (below) so I did a Boolean search with these terms: workforce AND solutions AND new AND mexico. Well, noting only the first two links that Google returned referred me there directly, I was curious about the results the following intuitive search terms such as these would return: new mexico unemployment benefits. So I tried those terms and the URL’s that Google pointed me to which include the website’s domain name were only the first few – indicating NM is not even doing a decent job of promoting the $48,000,000 site online where promotion counts most…

How did NM spend this much money? How did they sign off on Q&A issues while the site was being developed? Did they employ focus groups? They might have thought to create focus groups comprised of unemployed state residents and they could have paid these people to be beta testers before the launch, because that would have made sense, but it’s doubtful they spent any portion of the money that way… Here’s the report:

Workforce Solutions site ‘too complex’

Updated: Sunday, 21 Jul 2013, 1:38 PM MDT
Published : Sunday, 21 Jul 2013, 1:38 PM MDT

Crystal Gutierrez Crystal Gutierrez

ALBUQUERQUE (KRQE) – Unemployed New Mexicans are having trouble finding benefits – not because they don’t qualify, but because the New Mexico Workforce Solutions computer system is too complicated.

Legislative auditors say the new system is “too complex,” yet costs $48 million.

The audit released Friday criticized state oversight of the Workforce Solution’s computer system which was financed by federal money.

Workforce Solutions secretary said they’re trying to make it more user-friendly.

http://www.krqe.com/dpp/news/local/central/workforce-solutions-site-too-complex

Manufacturing company with $12 Million to invest in expansion plan sticks with home state

Workforce Planners for companies contemplating relocation and/or expansion to different US states, strive to identify geographical areas with low taxes and key economic incentives; Talent Acquisition Professionals will strive to develop talent pipelines of skilled workers. Workforce Locator™ enables Workforce Planners and Talent Acquisition Professionals by supplying data for a comparative process that serves their objectives.

Workforce Locator can pinpoint cities with the greatest number of employees by job title from specific industries, location of unemployed professionals in specific career categories, and indicate the aggregate size of the entire group (who are employed and unemployed). Armed with such specific information, Workforce Planners can recognize the advantages associated with staying in their own back yard – as this manufacturing company (for example) elected to do: 

Delta Faucet Invests $12 Million To Expand Its Greenburg, Indiana Manufacturing Center Area Development

Online News Desk (07/17/2013)

Delta Faucet Company, a division of Masco Corporation, will invest $12 million to expand its Greenburg, Indiana, manufacturing center, creating up to 160 new jobs by 2014.

The Indianapolis-headquartered company, an international manufacturer of kitchen faucets, bath faucets, shower heads, bathing and shower systems, toilets and related accessories, will renovate and equip its facility located at 1425 West Main Street in Greensburg. Portions of the 380,000 square-foot facility will be reconfigured to include the manufacturing of acrylic bathtubs and shower products by the end of the year.

Delta Faucet, which currently has 140 employees at its Greensburg facility, 500 in Indiana and more than 1,700 internationally, will begin hiring production members, assemblers, material handlers, maintenance and quality technicians, engineers, team leaders, and support associates later this year.

“Delta Faucet Company has had operations in Greensburg since our founder, Alex Manoogian, opened a plant there in 1959, so we are pleased to be able to bring this growth to a community where we have such a long, rich history,” said Rick Marshall, vice president of operations and supply chain management at Delta Faucet Company. “This investment is another demonstration of our continued focus on delivering products for the home that offer innovation, quality design and reliability.”

“There are many reasons why Indiana stands out for our manufacturing productivity,” said Gov. Mike Pence. “Companies like Delta Faucet recognize our state for its skilled workforce, low taxes and centralized location. With the long-lasting value Indiana offers, we’re working hard to maintain our reputation as a state that works for business.”

As an incentive, the Indiana Economic Development Corporation offered Masco Corporation of Indiana d/b/a Delta Faucet Company up to $1,000,000 in conditional tax credits and up to $200,000 in training grants based on the company’s job creation plans. These tax credits are performance-based, meaning until Hoosiers are hired, the company is not eligible to claim incentives. In addition Decatur County approved additional tax abatement at the request of the Greensburg-Decatur County Economic Development Corporation.

“The county council is very pleased to work with Delta Faucet to help this company grow and prosper in our community,” said Ernie Gauck, president of the Decatur County Council.

http://www.areadevelopment.com/newsItems/7-17-2013/delta-faucet-manufacturing-center-expansion-greenburg-indiana892432.shtml

On the remote workforce trend…

If you want to build a remote workforce, your employees can be anywhere – find them with Workforce Locator™ and see these tips on managing remote workers:

5 Tips To Managing A Remote Workforce

The number of remote workers worldwide is expected to reach more than 1 billion this year as more and more professionals are either exploring the idea of flexible work or have already adopted this lifestyle.  Companies like Aetna are touting their gains in this area, while Bank of America is reconsidering keeping their robust program going. And last year, several academics (including MIT’s Sloan School and Stanford) conducted studies focusing the potential downside to being ‘out-of-sight, out –of-mind.’ Among managers’ chief concerns were maintaining employee productivity and ensuring trust between managers and their direct reports.

But who should be responsible for improving trust in flexible work relationships? According to a recent survey from Regus, 81% of respondents believe businesses should be more trusting of employees  Additionally, 88% of U.S. respondents believe managers need to be more accepting of flexible work arrangements.  Additional insights from the survey include:

Over 50% of managers who create flexible work environments are rewarded/recognized for their innovation.

Younger workers have made flexible working “more mainstream” (77% nationally)

Managers are more apt (79 percent nationally) to see an employee arriving early and staying late as “hardworking” while the individual employee does not (54%nationally)

Here are 5 tips to manage a remote workforce:

1. Establish Goals:  Write down plans and create a vision for your new workplace initiative that incorporates objectives and benefits to the individual, the team and the organization.  Implement a results-based management program that will allow managers to easily set and measure goals and objectives for their virtual workforce.

2. Maintain Regular Communication: Keep on top of projects by checking in regularly and understanding the nature of the work employees are engaged in.  Lead by example; schedule meetings in person and using video-conferencing to create as much face-to-face interaction as possible.

3. Have On-demand Space Available:  Offer those employees working remotely or from home access to professional workplaces when they need it.  Workers need to be assured they can tap into professional services and support when required.   The ability to collaborate and network is key personal and corporate growth.

4. Promote Corporate Culture:  Encourage corporate camaraderie by creating opportunities for your employees to formally and informally socialize, as well as form networks with other professionals.  These connections can reinforce your corporate culture and identity.  Include remote workers in corporate events such as holiday parties and corporate outings.

5. Encourage Feedback:  Empathize with employees and listen to their concerns regarding working remotely to help secure their buy-in.  Employee input could help improve the execution of the virtual working program.       

A distributed workforce does not have to be a chaotic workforce. Integrating remote workers, building and sustaining a strong team and corporate identity and keeping all employees connected are not only vital for building trust, but equally as important it will foster loyalty and respect within an organization.

http://blog.regus.com/latest-news/5-tips-to-managing-a-remote-workforce-2/

Despite cuts they say cost $1 billion, IBM reports benefit from “workforce rebalancing” that will manifest over the next four quarters

McFrank & Williams’ Workforce Locator™ enables forecasting for employment costs using wage, cost-of-living and standard-of-living comparisons by occupation, industry, location and other key variables; Workforce Locator is more than a search engine for workforce planners, it can be a CFO’s calculator – after all, as this report explains, there are complexities involved in  “workforce rebalancing”:

Cuts to global workforce cost IBM $1 billion

Written by
Craig Wolf
Poughkeepsie Journal

IBM Corp. said its recent global job cuts cost $1 billion, a factor that made a dent in its earnings report for the second quarter.

While thousands of IBMers worldwide cope with job loss, including 697 of them at the two plants in Dutchess County, the corporation continues to see a benefit from this “workforce rebalancing” that will manifest over the next four quarters, its chief financial officer said.

There was also news Wednesday that IBM is considering selling more units beyond the one already known to be in the works, that being its System x line of small servers based on Intel’s x86 architecture. No details were given.

Chief Financial Officer Mark Loughridge said the pending divestiture won’t necessarily happen in the second half of the year, as had been expected, but remains under discussion.

“We’re not going to underprice or rush a divestiture simply to close in 2013,” he told brokerage analysts during a teleconference.

Delay won’t derail the plan to earn $20 per share by 2015, he said.

“We’re certainly working on other divestiture contents,” he added.

What may that be? He offered no clues, and IBM doesn’t show its cards until it’s ready to lay them down. But about a year ago, British semiconductor analyst Malcolm Penn’s Future Horizons Ltd. said it assumed that IBM’s chip division would be bought eventually by GlobalFoundries, which is a partner with IBM both at its East Fishkill site and at the huge new plant GlobalFoundries built in Saratoga County.

In an unusually complicated second-quarter earnings report Wednesday, IBM said it earned $3.2 billion, down 17 percent from a year earlier, on revenue of $24.9 billion, which was down 3 percent. Its earnings per share of stock came in at $2.91, down 13 percent. Those numbers use generally accepted accounting principles, or GAAP.

IBM also reports non-GAAP numbers, called operating results. This time, because of the $1 billion workforce action, it did that two ways.

If you exclude the $1 billion on the grounds that it’s a one-time effect, IBM showed profit of $4.3 billion, up 3 percent. The earnings per share go to $3.91, a gain of 8 percent.

But if you include the workforce cuts charge, the operating result is a profit of $3.2 billion, down 12 percent, and the earnings per share go to $3.22, down 8 percent.

The reporting complexity prompted one analyst, Toni Sacconaghi of Sanford Bernstein, to say it was a “little nebulous” and ask for clarification about whether IBM was “changing the definition.”

Loughridge said the number to focus on for forecasting was $16.90 per share for full-year 2013 earnings, based on the operating reporting and excluding the workforce charge. That figure is up by 20 cents, he added.

Investors liked that. In after-hours trading, they pushed up shares by nearly $5 to just under $200. It had closed in regular session at $194.55 before the announcement, up 70 cents from Tuesday.

The revenue result extended IBM’s string of quarters to five in which it fell short of year-ago levels. It was also a miss from the consensus estimate, in which analysts thought IBM would pull in $25.4 billion.

Of special interest in Dutchess, the Systems and Technology Group took in $3.8 billion for the quarter, down 12 percent, but the units that employ the most people here did well. The System z mainframes showed a 10 percent growth, “good performance,” Loughridge said, and the chip-making microelectronics unit posted a gain of 6 percent.

When asked what customers are buying, Loughridge said that services have improved prospects but that the hardware area “will be a challenging equation.”

Lee Conrad, national organizer for workers group Alliance@IBM, listened to the teleconference and said, “There didn’t seem to be any indication of more large-scale job cuts, but I would expect smaller and individual cuts to take place under the radar.

“Listening to the call, I was struck how cold it was in how they treated the job cuts and the destruction of terminated employees’ livelihood to be a ‘benefit’ to the company,” Conrad said. “They forget that the employees ARE the company.”

The Alliance has documented at least 3,300 U.S. job cuts in the recent round, Conrad said.

Meanwhile, in Vermont, IBM is in a controversy with state government over its attempt to keep its job-cut numbers confidential on a claim of trade secrets.

According to the Burlington Free Press, Gov. Peter Shumlin has said that if he and his lawyers determine that the Vermont Public Records Act requires it, his administration will release the number regardless of whether IBM wants the figure made public. IBM has given the figure to the state but has told Vermont officials the number is commercially sensitive and claims it is exempt from disclosure under.

Shumlin said Wednesday that IBM should release the number.

“I wish you would just peel the Band-Aid off and give us the number,” the governor said, according to the Free Press.

IBM has obtained several tax breaks, grants or other concessions from New York and other states that tried to keep or attract IBM employment. The company stopped reporting U.S. headcounts in 2010 as its expansion of work overseas accelerated.

http://www.poughkeepsiejournal.com/article/20130718/BUSINESS01/307170048/Cuts-global-workforce-cost-IBM-1-billion

Remote workers account for more than 25% of the global workforce and the trend appears to be growing

Your ability to develop your organization’s remote workforce for maximum productivity as well as cost effectiveness requires you to gather and analyze information about your organization and compare your findings to data that is outside the scope of your organizational knowledge. Workforce Locator™ is a “find the data” business intelligence tool for remote workforce development:

Remote workers account for 29% of global workforce

News Article – Thursday, 04 July 2013 11:15

By: Kerry Butters

According to a new worldwide study into employees’ views when it comes to the workplace, 29% of all workers in the Americas, EMEA and the Asia Pacific regions now work from home at least some of the week.

The Kelly Global Workforce Index  (KGWI) found that most of the 122,000 people asked were looking forward to the future. It was also found that people tend to be more proactive in controlling their career path. These days, people are much more likely to look for better paying jobs, as well as those that offer more in terms of opportunity and personal fulfilment.

One aspect to a better work/life balance is thought to be remote working, which is still a growing trend which employees enjoy as it offers them more flexibility and control over their working day.

“Remote work is firmly entrenched in our global economy, and it looks like it’s here to stay,” one report said . “Technology and today’s bustling marketplace are key drivers for the popularity of remote work.”

It’s also thought that the ease in which workers can now collaborate has contributed, as more companies implement BYOD schemes and utilise cloud and VoIP technologies in order to boost employee productivity.

According to a recent study undertaken by Stanford and Beijing Universitie, remote call centre workers in China were more efficient, taking fewer breaks and working harder. IBM has also said recently that the company has saved around $50m by offering the option to telecommute.

The main benefit reported by remote workers themselves has been the cost in terms of time and money of commuting. Working from home and not having to get on trains or take the car can increase productivity as a worker has more time to get on with his job.

However, not every organisation agrees and earlier this year, Yahoo banned employees  from remote working due to concerns that a fragmented workforce may damage the brand. Developing a good employee relationship through social media and cloud based intranets could help overcome this though, it’s thought.

Both Yahoo and Best Buy have been widely criticised by writers and academics over their approach to remote working and there has been much discussion surrounding the issue in recent months. Positions vary, but overall it’s thought that Yahoo were wrong to ban telecommuting, as there is no evidence to suggest that employees will “slack off”.

http://connectivity.onestopclick.com/technology_news/remote-workers-account-for-29-of-global-workforce_517.htm

Workforce Planners might benefit from refocusing their pursuit of grads who choose the most popular majors

Talent Acquisition Professionals and Workforce Planners may appreciate the perspective the author of this article shares with her intended audience. The advice offered can benefit individuals entering college (and all who are responsible for tuition costs) by increasing post graduate employment opportunity.

Since Workforce Locator™ offers projected data to the year 2018 and features a college graduate component pinpointing schools graduating the most students by major, it’s worth noting the shift in thinking regarding degree choices the author recommends as the information below may be predictive of trends to come:

Your college major might have serious implications for your future career, so choose wisely.

By Jennifer Berry

If you’re going to spend the time and money to go to college, you’re probably going to expect to see a good return on your investment. But here’s something you might not expect: Some degrees could actually hurt your chances of getting the career you want.

Unemployment figures can range widely depending on the major, according to a 2013 study by the Georgetown University study titled “Hard Times: College Majors, Unemployment and Earnings.” To understand why, it helps to look at a degree in the same way an employer might.

“Your major provides two key elements of job readiness: subject matter expertise and essential skills and training,” says Carol Barash, founder and CEO of Story To College, which teaches students how to use storytelling tools to advocate for themselves in school, work, and life.

And those skills need to be in demand, too. “If you want to be employable upon graduation, you have to learn tactical skills that are needed by companies that are growing,” explains Michael Staton, partner at Learn Capital, a venture capital firm focused on funding entrepreneurs with a vision for better and smarter learning.

The good news is that for many majors with a statistically high unemployment rate among recent graduates, there are similar alternatives with lower unemployment rates. Read on to learn about a few majors with high unemployment rates – and some potential alternate degrees with better prospects.*
High-Unemployment Degree #1: Economics
Unemployment Rate: 10.4%

You’re fascinated by the life-blood of our economy: money. A degree in economics might seem like a perfect fit, but think twice before you get started: With so many people pursuing this degree, you could be left high and dry after graduation.

“Economics is a very popular major – at many universities it is the most popular major,” says Barash. “But there are very few entry-level jobs as economists.” Why is that? “An economist is someone who analyzes and predicts trends,” says Barash. “Most people right out of college don’t have enough analytical experience to work as economists.”

This degree can also be heavy on the theory and light on the practical know-how, says Staton. According to the College Board (a nonprofit organization committed to excellence in education), some of the classes economics majors take include comparative economic systems, economic theory, and econometrics.
More Promising Alternative: Finance

Unemployment Rate: 5.9%

Looking for an alternative degree where you can still explore the impact of money on our modern life – but also prepare to pursue a career after graduation? Check out finance.

According to the College Board, a degree in finance can prepare you to make financial decisions for companies, raise funds, and invest wisely – all practical know-how skills that potential employers might be looking for.

How It Improves Your Odds: “Economics teaches market forces, but finance teaches you how to manipulate spreadsheets, package and evaluate financial products, and handle operational concerns of companies,” explains Staton.

Next step: Click to Find the Right Finance Program.

Just look to the College Board for evidence of what you could learn: Typical major courses are accounting and statistics for financial analysis, financial management, and investments.

“Finance is replacing economics as a high-impact, high-salary career choice,” adds Barash. And while Barash notes that your first job will probably be mostly working with Excel manipulating numbers, she also notes that these jobs tend to be compensated well.

Career Options**:

Financial analyst
Personal financial advisor

High-Unemployment Degree #2: Political Science and Government
Unemployment Rate: 11.1%

Are you a political junky, addicted to blogs and political news outlets? Before you jump into a political science and government degree, you might want to do some serious thinking, as its unemployment rate suggests it might not put you in the best position to get a job.

Why? It’s another degree focused more on academics and less on applicable skills. As Staton says, “Political science covers high-level theory and research methods.” Just look at some of the courses listed by the College Board: political theory, judicial processes, and contemporary political ideologies.

And while the degree may have some important application, its job potential is very narrow. According to Barash, “These are great degrees if you want to run for public office – and we definitely need young people committed to this type of public service – but not for very many other entry-level jobs.”
More Promising Alternative: Criminal Justice

Unemployment Rate: 8.9%

Want to check out a related degree with a lower unemployment rate? Why not consider criminal justice?

Criminal justice is an interdisciplinary major where you might study everything form law to psychology, says the College Board. Some of the typical classes for this major include criminology, juvenile justice, criminal law, and the U.S. criminal-justice system.

How It Improves Your Odds: Why might this be a better choice than a poli-sci degree? “Public service is out – but catching criminals and terrorists is in,” says Barash. In other words, job prospects for people who get out in the world and stop the bad guys might be better than job prospects for people who theorize about political ideologies or judicial processes.

Next step: Click to Find the Right Criminal Justice Program.

“Criminal justice teaches you how to enforce and work within the growing justice system,” says Staton, highlighting another benefit to this degree.

Career Options**:

Probation officer
Police officer

High-Unemployment Degree #3: Information Systems
Unemployment Rate: 14.7%

Given the tech-driven world we live in, you may think any computer-related degree could help pave the way to a great career. Think again. Not all computer-related degrees are created equal – and if you choose to major in information systems, you could be limiting your future career options.

“Information systems is conceptual work around information management and computer systems in the corporate environment (which is moving to the cloud, so very few people will be employed in information systems like they are now),” says Staton. In other words, with more information being stored off-site, there will be less need for people employed on-site.

Barash also points to rapid changes in technology as one reason why this degree is not what it used to be. “People with degrees in information systems used to plan the computer programs and systems that other people built,” she says Barash. “But everything moves more quickly now, and the whole tech world is much more entrepreneurial.” Instead of one set of people planning programs and systems and another set building them, Barash says, the builders are becoming the designers as well, so they might have degrees in electrical engineering and/or computer science.
More Promising Alternative: Computer Science

Unemployment Rate: 8.7%

Compared to information systems, computer science has a much less frightening unemployment rate, and it could be a great alternative degree for anyone interested in computers.

If you want to design computer programs, impact the way humans and computers interact, or help pioneer artificial intelligence (all what the College Board says you could learn in this program), a degree in computer science will get you a lot further than a degree in information systems. Some of the courses typical for this major include digital system design, software engineering, and artificial intelligence.

How It Improves Your Odds: “Computer science teaches you how to write the code that makes the whole Internet work,” says Staton. Demand for this degree is high, he continues, but there aren’t enough qualified graduates to fill the open positions in the growing internet sector.

Next step: Click to Find the Right Computer Science Program.

Barash shares that sentiment: “Computer science is a great degree because you get actual experience writing computer code and building things,” says Barash. “This is so important that we should be teaching more of it in high school.”

And why is coding so important? According to Hadi Partovi, founder of Code.org, a nonprofit foundation dedicated to growing computer programming education, “Learning to code unlocks creative thinking and opens unparalleled career options. Coding is the new American Dream and should be available to everybody, not just the lucky few.”

Career Options**:

Network and computer systems administrator
Software developer

High-Unemployment Degree #4: Architecture
Unemployment Rate: 12.8%

Do you dream of creating landmark buildings or custom homes to delight your clients? Think carefully before you sign up for that architecture degree – in the “Hard Times” study architecture has one of the highest unemployment rates among recent college graduates.

One of the main drawbacks of this degree is what it doesn’t teach you. “Architects are planners, designers,” says Barash. The trouble is that in today’s market, she says, there’s a demand for people who can design and build. “Often people with training in the build side gain the design skills later. It’s much harder to do the reverse.”
More Promising Alternative: Civil Engineering

Unemployment Rate: 7.6%

So what should you consider as an alternate degree that could help prepare you for the “build” aspect of the job? Why not look into civil engineering, which reports a much lower unemployment rate among grads?

Rather than focusing primarily on design, as a civil engineering major you might study crucial practical skills which according to the College Board might include structural analysis and design, strength of materials, and environmental awareness for engineers.

How It Improves Your Odds: Civil engineering majors learn to build projects in addition to designing them – a marketable skill that many architects lack coming out of school, says Barash.

Next step: Click to Find the Right Engineering Program.

And the practical skills you learn can help prepare you to pursue a career creating buildings – or even designing communities.

“Unlike an architect who designs and plans on a small scale (think one building), a civil engineer plans and implements on a much larger scale: town and city planning, roads and bridges, redevelopment, even green urban planning,” Barash says.

Career Options**:

Civil engineer
Construction manager

* All unemployment rates included here are from the 2013 Georgetown “Hard Times” study and are associated with recent college graduates of each major. The report defines recent college graduates as bachelor’s degree holders ages 22-26.

** All potential careers listed from the 2012-2013 U.S. Department of Labor Occupational Outlook Handbook. The Department of Labor cites the associated degrees as common, required, preferred, or one of a number of degrees acceptable as preparation for the potential career. In some instances, candidates might require further schooling, professional certifications, or experience, before being qualified to pursue the career.

http://education.yahoo.net/articles/degrees_with_poor_job_prospects.htm