The Specialists Group’s 55th Anniversary!

September 3^rd 2012 marked The Specialists Group’s 55th anniversary. As we look back over the past 55 years and see how dramatically the staffing industry has changed, we’re grateful that we, too, have been able to change while maintaining the highest level of client service.

Reaching a milestone like this was possible only because the company has had a great deal of support throughout its history. We would like to thank our employees for their past and ongoing contributions to our longevity and success.  We pay special tribute to our clients who have played a key role in the firm’s growth for more than a half-century.  We are also fortunate to have a network of applicants with whom we’ve enjoyed long-term relationships, and recognize them for their partnership.

As a privately-owned company we fully understand the importance of constantly striving to be better at what we do. Toward that end, we are committed to exploring new market opportunities and developing new services that will meet the needs of clients in the future. With the continued support of our employees, clients, and applicants, we have great confidence that we will remain the “Industry Standard of Excellence” for decades to come.

 

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Generation Why?

Ever wonder why that 24-year-old new hire comes off as being a little too competitive, confidently eyeing your office as if it’s up for grabs?  Who is this kid acting like the boss on their first day?  Don’t worry, there’s an explanation for this and it’s called Generation Why. Also known as: Generation Y, Millennials, Gen I (Generation Internet), Generation Next, Adultolescents and Echo Boomers.  The work force is changing and this group will soon account for the majority of workers, especially as Baby Boomers start to retire.

The generation of workers born roughly between 1977 and 1995 rivals the boomers in numbers, and is proving to have a significant influence as well.  It’s not just their multitude that makes Generation Next important to the labor market.  They’re unlike previous generations, and that’s forcing a shift on firms and managers. From wanting to make an impact on day one, to independently tackling huge challenges, Echo Boomers are requiring employers to adjust, not only to their behavior, but also to what seems to be a whole new set of career expectations.

Adultolescents are more concerned with an organization’s culture, than the job.  They prefer open communication and to interact freely.  An uptight formal traditional business style of culture is not going to attract and retain Generation Next.  This is forcing human resource managers to adjust, for example, methods of recruiting and retention, especially in order to hire and keep the best young talent.  Don’t endorse the old factory mentality, “when you’re at work you work, no down time.” Encourage free communication and promoting teamwork.  Just a little fun will go a long way!

Along with seeking work to be more meaningful and challenging, Generation Internet also aims to make significant impact in a short amount of time.  They want to work faster and better than others.  Their work ethic, which can be viewed as competitive, may well be an outcome of being independent and tech savvy.  The Twentysomethings are like living, breathing search engines.  Not only do they ask question after question, they’re quick learners and quick to put together information.  In that way, they are incredible assets.

With the ever-changing workforce, understanding and adapting to the new values and demands of Generation Y will no doubt be an important factor. In the coming years, Millennials will be called upon to help fill the big shoes left by exiting boomers.  These workers could force you to rethink and improve methods of recruiting, training, and management – the lifeblood elements of any organization.

Workplace Humor

With the significant increase of “stress-related-issues” organizations are increasingly looking for ways to keep employees happy and productive. Some firms are apt to discourage laughter in the workplace, seeing it as a distraction from getting the job done.

This mind-set is reinforced by the attitude that many were raised with: “Work isn’t supposed to be fun.” However, managers are learning that stress is not only harmfully impacting morale but also productivity. Employees in a humorless environment can negatively affect the profit and loss of a company.

In situations where we have little control over economic circumstances, much depends on how we react to them. Being able to laugh about our situation and ourselves helps us release tension, regain our perspective, and accept that which we cannot change.

In order to cope people can either choose to laugh or be depressed. Most organizations are full of very funny and quick-witted people who just need to be given permission and encouragement to use their sense of humor on the job. As more and more firms choose to “lighten up” and realize the benefits of workplace wellness it not only results in more productivity, but also increases bonding with the rest of the team.

Leadership After Layoffs and Downsizing

The decision to downsize and layoff people is never made lightly. Once made, however, management can increase the probability of positive results by taking some simple measures.

The period of downsizing and layoffs is not the time for organization leaders to retreat to boardrooms or private offices. Following a major change, leaders should be visible and accessible. Management needs to be sensitive to the concerns of layoff survivors. Calming their fears, if possible, can be an integral part of reducing stress and inspiring a staff of positive thinkers.

Management needs to create a work environment that will build self-esteem and improve employee satisfaction, which will result in a higher level of achievement. It is important to share the organization’s goals with employees and how those goals can be reached. This will help them to feel that they are a part of something greater than just their area of responsibility. To succeed it will take renewed dedication on everyone’s part and emphasis should be placed on more productive work habits.

Feedback is one of the most valuable elements in the motivation cycle. It is important to keep a staff informed about the company’s progress and the role that each one is playing in a recovery plan. Offering positive reinforcement is vital for any organization’s resurgence.

Decision makers and the key players set the tone; not only during recession, but anytime inspirational leadership is needed.