Workforce Learning

By Dr. Alice Waagen
Founder and President
www.workforcelearning.com

The 1990’s love affair with Total Quality Management (TQM) empowered work teams, process improvement, and other business buzzwords killed the professional manager.

Organizations flattened themselves, removing layers of managers, while distributing their responsibilities to key individual contributors.

This new breed of manager retained its full individual contributor duties while picking up the job of overseeing the work of staff.

This concept of “working managers” permeates organizations today and has resulted, in my humble opinion, in a poorly run, overly stressed mess.

Nearly two decades later, we are still reaping the fruits of this flawed logic.

In most organizations, managers have a full plate of their own work to produce, while overseeing the work and assignments of staff.

And how does this really work? It is quite simple: The performance plans which guide a manager’s personal allocation of time and attention are chock full of his or her individual goals with scant mention of the management responsibilities.

Read More

“Ladies, don’t let anyone tell you otherwise — we’ve come a long way and at this point, there is nothing standing in your way,” says recruiter Paige Rhodes of the DC firm Rhodes & Weinstock. “Forget the glass ceiling — the sky is the limit.”

I couldn’t agree more. See my Q&A with Paige below.

Alice Waagen: Does June Cleaver still exist?

Paige Rhodes: Yes, June Cleaver may still exist, and that role model is great for those who choose to follow it. But from my experience placing women in positions from CEO and chief financial officer to president of the board, I’m here to tell you that opportunities abound for smart, driven women.

Read More

In my work and in life I am a huge proponent of strategically planning personal development. By planning, I mean more than just attending a sporadic conference or seminar. I advocate writing a clear and succinct development goal, which should be future oriented and closely linked with your business goals.

Consider Caroline Lucas (pictured right). Caroline is the leader of the Green Party of England and Wales, and a Member of the European Parliament for the South East England region. Along with Jean Lambert she is one of two Green MEPs from the UK, a post she has held since 1999.

Read More

An interview by Dr. Alice Waagen with therapists Anne Lee and Jessica Kramer of Bethesda Counseling Associates

We know that statistics show that workplace productivity numbers are up, but the workforce has been reduced. In my experience, I find that people are working harder and spending more time in fear of losing their jobs. Are you seeing the resulting stress and burnout in your practice?

Anne Lee: Absolutely. We have a client right now who is struggling with stress like you’ve described. She was hired three years ago to be part of a six-person team responsible for some highly technical and skilled work. The team is now down to three who are still handling the same workload they had with six. In order to get the work done, they’ve eliminated team meetings and collaborative efforts.

Jessica Kramer: Another problem we’re seeing is that increasingly more people are working by themselves and feelings of isolation are taking a toll. Plus, they are putting in long hours and often have crushing deadlines. This client, in particular, has developed serious health issues as a result of dealing with the stress.

Read More

My background is in management, not economics or psychology, but when it comes to productivity and burnout in the workforce of 2010, I can tell you what I’m seeing: Everyone is working harder to stay employed and in business. And if this extra work and effort enables us to build a healthier economy, I am all for it.

But what price are we paying? At what point do the long hours, anxiety and stress result in burnout? You can only assess this for yourself, but I think every person at work needs to evaluate his or her levels of stress and burnout and set a course to find a healthier balance.

Read More

If not, you aren’t alone. As we begin 2010, more and more of my clients are reporting that they are overworked, stressed, and they fear that soon their productivity will suffer.

But consider this: Just last November, in a Wall Street Journal article entitled, “Productivity Soared in Third Quarter,” reporters John Hilsenrath and Luca Di Leo wrote:

The Labor Department said the output per hour of nonfarm workers rose at an annual rate of 9.5% in the quarter, more than four times the average productivity growth rate of the past quarter-century. When taken together with the second quarter’s 6.9% rise, it was the strongest productivity growth rate over a six-month period since 1961. Click here to read the entire article.

Amazing, right? Statistically speaking, the US workforce is actually more productive than it has been in years — despite the rash of layoffs and workforce reductions we saw in 2009.

Read More

The ability to manage conflict in the workplace is a critical skill, one that can significantly affect job security, says therapist Anne Lee of Bethesda Counseling Associates.

But few of us consider that our own behavior can be adding to the stress of our workplace. Understanding the difference between being assertive and aggressive can be the key to communicating effectively with others — and easing some of the tension with a boss and colleagues.

Alice Waagen: As people feel more and more stressed at work, their attitudes can suffer — and sometimes get downright aggressive. That doesn’t always play so well when it comes to talking to a boss or even a co-worker.

Anne Lee: That’s right. People can get frustrated, which comes across as anger, and because they don’t know what else to do they lash out.

Read More

Read More

The scope and magnitude of the economic downturn of 2008-2009 exceeds anything most of us have experienced, with the exception of a few seniors who lived through the Great Depression.

This reality became abundantly clear last spring when I participated in a network meeting attended by about 40 business professionals. The speaker began the program by asking who in the audience was in transition (out of work and seeking employment). About a third of the group raised a hand. He then asked how many had family members out of work — and another third raised their hands. How about close friends, neighbors, colleagues? Not a hand in the room was down.

I asked myself then what would be the impact on the collective consciousness? If we all were experiencing a heightened level of financial anxiety and fear for future employment, how would that affect decisions in the workplace? Even now, we can’t truly know the impact, nor can we determine the long-term financial, psychological, and emotional fall-out of the recent recession. Given that, here are three scenarios to consider.

Read More

INTERVIEW WITH AN EXPERT

Dr. Alice Waagen interviews compensation package expert John White, an HR consultant and owner of JD White & Associates

John D. White, Ph.D. is the president of JD White & Associates, Inc., www.jdwhite.net and has over 25 years experience in human resource management. Before starting his own consulting firm in 1995, John was vice president of human resources for BDM Federal, a government contractor and information technology company. In his consulting practice, John works with organizations to develop competitive and comprehensive Human Resource programs. His focus is to help his clients attract and retain the talented staff they need for future success.

John’s fields of expertise include: designing and implementing cost effective compensation and benefits programs; creating innovative performance appraisal and career development systems; designing strategic human resources plans; and developing effective employee communication and management training programs

Read More

Just as the London Symphony Orchestra works in harmony to play a beautiful concerto, any successful collaboration can be one of the most satisfying experiences we have as professionals. That’s because when collaborative efforts click, everyone understands and values each other’s role on the project and the unique contribution each person is making. In fact, successful collaborative efforts can often be the height of a person’s professional career.

So, why is it often so hard to collaborate? That’s a great question, especially given the fact that nearly every project in today’s workforce requires an element of collaboration. First, I’ll assess the problem, then I’ll offer some suggestions for how you can be more effective in your collaborative efforts.

Read More

My friend Mary had an experience not long ago that may sound familiar. A hardworking, energetic worker, she got a call to meet her boss in his office because he wanted to promote her to management.

“Starting tomorrow,” the boss said, “you will oversee your department of 10 people. This means a new job title for you and a raise in pay — but you will still need to maintain your current workload.”

How am I going to do that? thought Mary. She managed to tough it out for a few weeks — but when her boss checked in to see how things were going, she admitted to being overwhelmed. She asked if perhaps she could take a management training course, for she believed her inability to deal with the increased workload was due to her lack of skills and knowledge in how to manage others.

Her boss wasn’t too keen on this idea, however. “Mary, none of us ever had management training. You just figure it out as you go. Also, I need to turn in your performance review next week so I need an update on all your projects.”

Read More

The power and importance of networking is growing. Whereas networking events used to be optional, in today’s competitive environment they are critical — and could mean the difference between keeping or landing a new job and the unemployment line.

But networking is as much of an art as it is a science. So before you step up to the table and pin your nametag on your lapel, consider these 10 Networking Tips that will help you maximize your time spent sipping water at these all-important events. (Tip number 5: Avoid Food.)

Here’s a preview:

1. Plan your networking. Start by creating a long-term strategy. Then set goals to serve the strategy. Then actions and activities that feed specific goals. Don’t just do stuff.

2. Inventory your circle of influence: family, community, professional. List the groups, meetings, people you have regular contact with in each of these domains. This is your current network inventory. See where you spend the most time and effort and expand where needed to meet your goals.

3. At networking events, always wear a blazer or jacket with pockets: Your business cards go in the right hand pocket, those you receive go in the left. Pin the name tag on your right lapel so that it is readily seen when shaking hands.

Read More

By Dr. Alice Waagen
Workforce Learning
January 26, 2009

Ladies: You must convey that you are a competent professional at a job interview, so you need to look the part. Whether you are hip or tend to be a tad more conservative, opt for conservative when preparing for that all-important meeting.

Here’s how:

Hair: To make sure you look neat and cared for, start at the top. If your locks are long, pull your hair back or pull it up. If needed, use spray or gel to hold everything together. Remember, no bows, rhinestones or frills.

Clothes: Always wear a business suit or pantsuit. If you don’t own one, look online for a company that specializes in helping women dress for career transitions, or shop at a thrift store near you and ask the owner for help. Odds are good she’s helped others in need of wardrobe guidance.

Read More

by Alice Waagen, Ph.D.
Owner, Workforce Learning

Happy Holidays! Although the economy seems a little tough to navigate right now,
as the owner of a small consulting business that has weathered more than 11 years of good and bad economies, I know one thing to be certain: this recession / depression shall pass.

But history has also shown me that I have to be mindful of expenses since cash flow can get a little rocky. I’m willing to admit that my business has dropped off about 30% since September and, like almost everyone I know, I am feeling the pinch.

Sure it seems logical — instinctive even — to cut back on every non-essential expense, but I know from personal experience this isn’t the case. Following are several things I know that I should not cut out of my business or personal plans.

Read More

Interview by Alice Waagen
Workforce Learning
Photo by Tom Kochel

I recently interviewed futurist Andy Hines, who since 2006 has been the director of custom projects at the DC-based research and consulting firm Social Technologies. He also currently serves as an adjunct professor at the University of Houston MS Program in Futures Studies, a program from which he graduated in 1990. Previously, he established the Global Trends Program for Kellogg Company, and served as futurist and senior ideation leader at Dow Chemical.

Andy has a passion for understanding the future of the workforce. In fact, last year he led a futures project for Social Technologies that helped the leaders at MTV determine what makes 12- to 24-year-olds happy. He called it, The Future of Youth Happiness (click here for more information about the MTV study).

Here’s what Andy told me about the Workforce of the Future.

Read More

By Alice Waagen, PhD
President, Workforce Learning
Photo of MerceRodoreda by art_es_anna, flickr.jpg

Perhaps the most glaring result of the economic downturn that began in 2008 is that predictions about looming labor shortages may not come to fruition. Why? Boomers who once planned to retire in their early 60s are changing their plans because their invested savings have lost up to 30% of their value in the stockmarket. Consequently, I believe we will need to extend the upper range of the age of the workforce by about a decade.

To prepare for this age-diverse workforce, we will need to broaden our definition of “diversity” beyond the traditional categories of age, race, and religion — and add diversity of values and beliefs.

Most of the current literature about generational differences prescribes a homogenous set of values and beliefs to each of the generations currently in the workforce. (For example: “All boomers are technologically challenged.”)

Smart business leaders realize that human beings rarely fit neatly into such tidy bundles. Successful organizations will create cultures that treat everyone as individuals and create a workplace that is flexible and adaptive to a wide range of work and lifestyle needs.

Read More

An interview with leadership development expert Alice Waagen, Workforce Learning, and Bob Corlett, president of Staffing Advisors

Photo courtesy of Bob Corlett, www.staffingadvisors.com

Bob Corlett has been in the staffing business for years, but in 2006 the president of Staffing Advisors (www.staffingadvisors.com) took a good look at his small, successful firm and realized he was struggling with some of the same symptoms his clients were: He knew he could help his clients better if he had a larger staff that could handle more of their needs.

Bob ended up hiring 6 people within 6 months. Adding staff came at an expense — not only in terms of additional salaries but in the very nature of how he did business. Still, he knew it was the right decision.

“Search firms were too expensive for my clients, and job advertising was not working for them either. If I didn’t find a way to help my clients better staff their own companies, someone else would. Quickly, it became clear I had no real choice but to expand.”

Read More

An interview with leadership development expert Alice Waagen, Workforce Learning, and executive coach Suzi Pomerantz

Photo courtesy of Suzi Pomerantz, www.innovativeleader.com

I recently interviewed master executive coach Suzi Pomerantz, CEO of Innovative Leadership International LLC and author of 20 publications including her most recent book, Seal the Deal: The Essential Mindsets for Growing Your Professional Services Business (HRD Press, 2006).

I had seen an article by Suzi entitled, “Powerful Conversations Generate Powerful Results,” and wanted to talk to her more about this topic.

View entire article to read our discussion.

Read More

Compiled from Training & Development Magazine, May 1994 and other ASTD Publications

Then:
1906: The National Society for the Promotion of Industrial Education is formed
1911: Frederick W. Taylor published The Principles of Scientific Management
1913: The first cars roll off the Ford Motor Company assembly line
1916: Henri Fayol declares that the work of mangers is to plan, organize,
coordinate, and control

Now:
1993: US president Bill Clinton creates the Office of Work-Based Learning within
the Department of Labor
1994: ASTD celebrates its 50th anniversary and holds its 50th annual and first international conference in Anaheim, CA. It launches ASTD Online, an electronic information access service. Trainers are discussing the formation of t a “cyber-chapet” of ASTD
1996: Training & Development celebrates 50 years of publication
1997: ASTD publishes its first annual research-based trends and state-of-the-industry reports

Read More

ASTD interviews Alice Waagen, PhD

July 2000

Photo by KRC, www.flickr.com

Transcript of Interview with ASTD, July 2000

ASTD: Your Ph.D. was in art education. Was it a long step from there to gas and electric and transportation?

Alice Waagen: In a way, yes and in a way no. Art education has a lot to do with skill-based training. You’re trying to teach people how to create art, and in a sense for me it wasn’t as big a jump conceptually as it might sound.

ASTD: What part of training and training management gets you the most excited?

Alice: I’m old fashioned in that sense. I love development and I love delivery.

ASTD: The latest Info-line you’ve written for ASTD discusses “Budgeting the Training Function.” What approach can help training departments avoid turning budget time into “budget wars”?

Read Entire Article for more …

Read More

By Alice Waagen, PhD

Workforce Learning

Photo by Sebastian Bergmann, www.flickr.com

One minute you are confidently and competently managing projects, tasks, and assignments and the next minute your are rewarded with a promotion into management. Congratulations are in order. Right?

You may think so, but are you prepared to handle your job plus the measurement and management of the work of other people?

In corporate America, the vast majority of first time managers are given little training and guidance to ease their transition into this new role of people management. Indeed, the road to successful business leadership is littered with many, many failures.

Read More

by Alice Waagen, PhD

Workforce Learning

Photo by akeg, www.flickr.com

Some of the most damning words a harried executive can level at a leadership development program are: “It wasn’t relevant. It didn’t teach me what I need to know to make my business succeed.” Those of us who develop and deliver leadership programs have struggled for years to try to make this connection between theoretical concepts and real-world applications.

One way to make executive programs more relevant is to link the learning program to the business via its core values. Jack Welch, legendary CEO of General Electric, pioneered this approach by introducing 360-degree leadership feedback into his leadership programs.

In a nutshell, this means a manager gets feedback from the boss, peers and subordinates — providing an accurate, balanced picture of how the rest of the organization perceives a manager’s values and behaviors. The premise behind multi-rater feedback is to measure and reward HOW we do business as well as WHAT we accomplish.

Read More

by Alice Waagen, PhD

Workforce Learning

Photo by Mark Warner, www.flickr.com

This article was published in the Herndon Dulles Chamber of Commerce Newsletter, August 2000

Interns are those individuals who come to work eager and willing to produce. They are like sponges – picking up new skills and knowledge easily, without the “we’ve always done it this way” baggage that established workers can have. They are bright, capable contributors who, if we are lucky, sign on as full-time employees after their education is completed.

Sometimes, however, it more like this: Interns are a waste of your time and effort. They show up late, dress sloppily and spend their days wandering the office doing no productive work. You spend a huge amount of time and effort telling them what to do and get virtually nothing in return. When their internship ends at last, you are very glad to see them go.

As a former director in a major corporation, I have personally experienced and witnessed both of these views of using interns in the workplace. So, what’s the secret to a good intern program? As is often the case, planning and a soundly structured program will produce excellent results.

Read More