Via the NY Times: According to Aon Hewitt’s annual survey on salaried employees’ compensation, the share of payroll budgets devoted to straight salary increases sank to a low of 1.8 percent in the depths of the recession. It dropped to 4.3 percent in 2001, from a high of 10 percent in 1981. It has rebounded modestly since the recession, but still only rose 2.9 percent in 2014, the survey of 1,064 organizations found. (These figures are not adjusted for inflation.) Unemployment may be down but companies still have their ways to drive the good employees away.
KEY TAKEAWAY: It’s OK to love your job, but when you find that you are checking email after hours and are wasting a great deal of time stuck in traffic eventually you’re going to find that a lot of life has passed you by. There’s too many beautiful things to see and do to spend so much time at work and if you’re not careful you’re going to learn that lesson the hard way.
At a time when the buzzwords in corporate America are innovation, disruption, and game-changers — all actions that require recruiting the best talent in the marketplace — organizations, instead, are artificially creating bureaucratic inefficiencies that are inexcusably cumbersome and that result in the creation of legions of antagonists. It’s a waste of human capital, it’s a huge waste of everyone’s productive time, and it damages the reputation of an organization and the individual doing the hiring. Jobs are scarce enough, and the general economic vibe is insecure enough that companies and managers believe that they can be cavalier about how they treat people outside the organization — but in this thinking lies madness. Now that 20th-century-style employer loyalty and benefits are a thing of the past, employees return the disfavor, churning through organizations at a rapid clip. If a typical new hire is only going to stay at a company for two to four years, why sweat the decision so much? Be responsive. Act fast. Trust your gut.
Who you hire makes all the difference, but it’s not all about what’s on their resume, especially not at a startup. Once you have a group of candidates who are technically qualified for the position, then you need to make sure you hire people who are excited about the position and even more importantly about the company.
From Harvard Business Review comes this great article: Most American workers aren’t interested in becoming managers. At least, that’s what a new CareerBuilder survey seems to suggest. Of the thousands surveyed, only about one-third of workers (34%) said they aspire to leadership positions – and just 7% strive for C-level management (the rest said they aspire to middle-management or department-head roles). Broken down further, the results show that more men (40%) hope to have a leadership role than women (29%), and that African Americans (39%) and LGBT workers (44%) are more likely to want to climb the corporate ladder than the national average.
Having a bad manager or boss can result in higher levels of work-related stress. For most people, job stress is the most significant form of stress they have. The American Institute of Stress reports that 80% of workers feel stress at work, and four out of 10 workers say their jobs are either very stressful or extremely stressful. This stress in the workplace originates from job security, workload, work-life balance, and, of course, people issues.
The U.S. economy earlier this year recovered all the jobs lost during the recession, but those new jobs pay an average of 23% less than the ones lost in the downturn, according to an analysis released Monday by the U.S. Conference of Mayors. Job losses in the higher-paying manufacturing and construction sectors were largely replaced by jobs in lower-wage industries, including hospitality and healthcare, the report said.