Sometimes the answers to perplexing questions are so obvious, so abundantly apparent that they are completely overlooked. Such is the case of our
euphemistically captioned “jobs-free” sluggish economic recovery.
Both business and mainstream media seem confounded by this reality, as corporate profits and executive compensation skyrocket to unprecedented levels. Inevitably the question is raised – but rarely addressed: “How can companies continue to increase revenues and profits without adding more employees?”
The question itself belies a somewhat obsolete model of employment that ties increased revenues and profitability to increased numbers of workers – a legitimate but ultimately 19th century business model more appropriate for a physical manufacturing base than today’s heavily services oriented economy.
In today’s radically different world, machines, computers and robots have replaced large numbers of both unskilled and semi-skilled workers in many industries.
Corporations have been hard at work automating or outsourcing every process they can and have largely converted what management remains into glorified project managers with minimal internal staff support. We are see a transformation of companies shedding full time employees — even their highly-vaunted knowledge workers — and are instead engaging the services of external functional and subject matter experts, interim executives and transitional managers. They engage these services through professional firms whose primary assets are the resumes of independent professionals available for hire on short-term assignments.
In many ways, this makes sense. Companies can hire the specific expertise required for exactly as long as it’s required. When no longer needed, these personnel can be immediately cashiered without the expense of severance pay or the risk of wrongful discharge lawsuits. No longer do companies in the business of producing widgets also have to be in the business of producing and managing medical and dental insurance programs, retirement plans, workmen’s compensation, paid vacations and holidays – not to mention incurring employee risks, liabilities and legal exposures.
On the other hand, gone – perhaps forever – is the compact that used to bond employees to their employers; the understanding that if you worked hard and gave your best to your employer that you could count on a job for life. What once worked so well in the workplace is now just another fond memory of better days from a bygone era.
So what’s a reasonably well-qualified individual do in this brave new 21st century world of rough-and-tumble employment security?
First, recognize that you and only you are now responsible for your career progression and development. Not your boss, HR director, college guidance counselor or drinking buddies.
Second, take an honest assessment of your current capabilities and identify your “areas for improvement”. You might start with your last performance appraisal, even if you have to sweep the layer of dust off of it before you can read it. If your skills are not up to 21st century par, then you should think seriously about returning to school for advance graduate studies or advanced skills certification.
Third, determine and manage your personal brand. What are you best known for? Intelligence? Dependability? Creativity? Working well with different kinds of people? Technical skills? Closing sales? Making great investment decisions? What would you like to be known for? Your brand is nothing more than the expectations you kindle in others and how well you consistently deliver against those expectations – whether you do this consciously or unconsciously. Do you typically exceed expectations or fall short? What is the “story” that others say about you? Often this is more important than reality. Actively manage your brand or it will be managed for you!
Fourth, forget the notion of employer loyalty. It no longer exists. Reconcile yourself that you are on your own, and that it is not unusual for someone to work for six, ten or a dozen or more employers in their lifetimes. And many people not only work for more than one company, they have more than one career. They reinvent themselves as they learn more about who they are and what they want to do with their lives. This is not a bad thing – it’s a very good thing!
Finally, recognize that truly live in a connected world – at all levels – and that your value is not just what you bring to the party, but the combined skills and opportunities that your personal network brings. Networking is a fantastic way to enhance your value and your personal brand through connections with others. This is true whether you are an office administrator or knowledge worker; a corporate employee or self-employed; an operating manager or a consultant.
We are just at the very beginning of the age of social networking for professional purposes, and you would be well advised to master the art of professional networking through social media. I admit to being a late convert myself – but today, more than 50% of my consulting revenues and perhaps 75% of other opportunities that I received come to me through the power of social networking. If you’re not a consultant or other professional services worker, it doesn’t matter. Future job opportunities, including unadvertised openings in your own company will come to your though your network. Great new ideas, new products and materials, people who you never would have met otherwise becoming critical to your future success – all of these things come to you through the power of social networking.
Yes, the new world is challenging, works according to different rules, and shifts responsibilities in a way never before seen. Mohandas Gandhi famously exhorted, “You must be the change you see in the world.”
Said another way, “Change is inevitable… except from a vending machine.”
Peter Balbus, Networlding Alliance Partner in Innovation
Related articles
- 6 Ways the World of Work is Changing (money.usnews.com)
