Baby Boomers
exit the workforce
I don’t know if most of you realize it, but the Baby
Boomers are getting out of the workforce at record rates. Just who will take
these guys’ places?
Are there members within your personnel with the ability
to step directly into those shoes? Are they qualified to undertake this
transition? Are you? Or is your management team going to have to go look for
your next group of leaders? So many questions!
There’s an open window here and so many things to
consider. As the economy continues to grow, this is a question that must be
addressed—the
sooner the better. Has your organization thought about a succession plan?
Level of
Organization
The problem that most organizations are facing is that
the trouble will be at multiple levels of the organization—from top and middle
management, continuing through skilled workers and all the way down to near the
bottom of the staff. The coming purge will effect professionals, skilled and
semi-skilled workers. The Baby Boomers are at every level of companies out
there.
Unemployment
Problem
Adding to this trouble is the level of unemployment
existing in most of the country. As low as it is, it’s very likely that a great
deal of those on the unemployed list are the un-employable. One also hears of
the great number of those who have just stopped looking for work. This may be
true but a great deal of those people are of the Baby Boomer age who lost their
employment during the recession and now have qualified for retirement and are
no longer looking for work.
I had this same experience several years ago here in my
area. I had been used to gathering some 300+ resumes after advertising a
position. All of a sudden, the unemployment level had dropped to around 2% and
I was getting less than 10 resumes; sometimes as few as two. And, worst of all,
none of the candidates were qualified. We may be approaching that low watermark
once again; especially with talent level and skills. Incidentally, the article
revealed a New Hampshire unemployment rate of 2.8%. Additionally, the state
projects a need to fill 80% of the production jobs available over the next
decade.
Katrina Evans, from the New Hampshire “Economic and Labor
Market Information Bureau” stated “We’re having to rebuild the entire pipeline
of workers. It’s not even so much a skills mismatch as it is a body mismatch.”
Leader’s
Concerns
Here are some of the other concerns expressed by CEOs and
economists:
“78% said it would affect their
ability to implement new technologies and increase productivity”
“the shortage of skilled labor
is so severe that it’s actually affecting the ability of companies to grow”
What’s the
Answer?
Yes, just what is the answer? The Governor of New
Hampshire, Maggie Hassan, is on the right path. She’s created a Manufacturing
Sector Partnership. The initiative connects educators with the
organizations that need help. Other companies have gone out on their own and
sought out their needs, even offering incentives to bring on board the skills
they seek.
What these guys are doing are good answers, but what
about your own back yard?
I would propose that when you are looking for candidates
to step into supervisory roles that you first look internally. Your
organization just might have the resources to fill leadership roles walking
around your own facility and not even know it. Often the case is that skills
have been acquired over years and years of observing those leading them without
the learning individual even knowing they possess the desired knowledge.
Of course, an internal fill does not necessarily solve
the overall problem. Worst of all, you set off a cascade of fills and
back-fills that seems to be never ending until such time as you hire from the
outside the guy//gal that stops the upward or lateral movement of personnel.
Let’s Talk
Leadership
How do you identify candidates for leadership positions
from within? That’s often easier than one might think. It’s nothing more than
simply discussing the situations that take place on a daily basis. Routine
staff meetings are a real good place to start. Reviewing production, practices,
procedures and goals is a good way to learn what’s known throughout the
organization. Members of the management team should be noting these skills and
ideas of those reporting to them as a routine practice (warehousing the data)—how else could they be
collecting information for annual reviews and like requirements.
Discussions held during meetings should involve as many
team members as possible and solicit ideas for all. Sometimes it’s that quiet
guy over in the corner that has a good idea, but isn’t ready yet to share it.
Draw it out of them; and in the meantime you just might be building a bit of
confidence that will pay off later—like
in the situation we are discussing today.
What can I add?
When I first started writing my book “There’s a Moose in
the Guard Shack”, I had two specific goals in mind.
My first intention was to document stories that my family
had never heard that concerned some of the situations that had taken place to
and around me during my days specifically in the military and subsequently in
my manufacturing assignments.
My secondary intention was to document situations and
solutions that I could pass on to others to assist them in becoming better
leaders and managers without having to experience the frustrations I had
experienced in trying to better myself as a leader. I knew the Baby Boomer exodus
was just around the corner.
In this light, my book, even through all the changes it
underwent over the several years I worked on it, these two basic goals remained
intact. The stories are there for the family, especially the generations that
have followed me. And, the lessons I learned are there in somewhat of a logical
text form. Also included is an appendix (D – Review of Lessons Learned) which
provides a detailed breakout of the lessons I took away from my experiences in
a handy format that works well as a lesson plan for the conduct of training on
those take-aways.
I hope you give it a look.
