EXECUSCOPE December 1991

The Worker of the Future

In the next decade and beyond, workers will need more and different skills, according to the World Future Society. By the year 2000, 75 percent of all employees will need to be retrained or taught fresh skills. The society's recent report also predicts that several skills may be merged into one job. Factors causing the changes include:

* greater use of information technologies

* computer-mediated processes in manufacturing

* more knowledge-based work in almost every field

* new education requirements

* the ability to manage complexity

* computer-based work in many jobs.

Companies will try to get ahead by training and retraining their workforces. They will use innovative training methods to encourage better leadership and greater productivity.--Salesmanship, July 29, 1991.

Cabinets Replace Committees

The cabinet concept of running a business is surfacing in many companies, particularly large corporations. In these firms, the president calls the shots and a team of vice presidents runs the business. Gone are executive solution committees with representatives from various spheres.

Ideally, the cabinet includes one expert each in marketing, finance, and production. In practice, however, cabinet members are often selected for their loyalty and general knowledge. Proponents maintain that the traditional structure gives too much responsibility to the chief executive. They say cabinet management spreads the burden and provides protection in case the president is absent or incapacitated. Critics maintain that the system discourages initiative and leads to slow decisions diluted by compromise. They say executives can hide behind the team.--Human Resources Update, June 25, 1991.

Take the Pressure Off

Is your company experiencing friction, job turnovers, and grievances? These may be signs of underlying stress. Stress-related illnesses cost American industry more than $150 billion a year in absenteeism, reduced efficiency, and medical bills. Thanks to the recession, more and more employees are experiencing stress. They worry about job security while they cope with heavier work loads.

Here are six prime stress-builders:

* Not knowing what is expected and managers that undercut or contradict job descriptions

* Incompatible expectations like having to compete against flashier products that are comparably priced

* Too little or too much work

* Imposed deadlines that are overly rigid

* Feeling inadequate

* Too many bosses giving direct instructions.

To alleviate stress, stay close to employees. Learn their strengths and weaknesses. Provide extra training, support, and backup when needed. Clarify assignments and standards. Give feedback regularly. Warn employees of major changes.--Management Letter, April 10, 1991, p. 3.

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Solving the Turnover Problem

If you have an employee turnover problem, you're not alone. Most companies have turnover rates of more than 20 percent, according to Bureau of National Affairs estimates. In struggling industries, a 20 to 40 percent turnover rate is not uncommon. Here are four ways to stem the turnover tide:

* Thoughtful treatment. Good salaries, benefits, pay differentials, and advancement possibilities help keep people on board.

* Good manager/worker relations. Many people stay in dead-end jobs if they get along with their bosses. If they don't, they may leave good jobs.

* High morale. People are loyal when they feel important and appreciated.

* Communicate employee potential. If people feel they have no future with a company, they'll look elsewhere.--The Effective Executive, Aug. 5, 1991.

Act on Review Results

Performance appraisal and review sessions can put you in touch with your employees. They help you make decisions on who needs additional training, who warrants a promotion, and who needs a revised job. Once you complete and evaluate a review, feed back the conclusions to the employee. Then it's time to take action based on the worker's performance:

Above-average performers. Establish a plan that incorporates your employee's personal goals into the company's goals.

Satisfactory employees. Maintain the status quo.

Substandard workers. Decide whether or not you can coach the employee.

Before you take action, also consider the worker's personality. People with high self-esteem rely on their own perceptions more than those with low self-esteem. People who feel in control see themselves as determining their own fate. People with an external locus of control feel luck or other people determine their fate.--Supervisory Management, August 1991, p. 3.

Sabotage in the Workplace

Worker sabotage is more common than most employers believe, according to two management experts at Clemson University. Almost everyone they interviewed reported at least one recent instance of sabotage to property, reputation, or operations. They found that introducing computer viruses is probably the most common type of sabotage. Here are some other examples:

* Internal Revenue Service workers destroyed 27,000 tax returns and 80,000 taxpayer inquiry letters to avoid using a new computer system.

* Workers at a manufacturing facility poured salt into the gas tank of a forklift so they could take a break while it was being repaired.

* One food processing worker put obscene messages into unsealed packages.

* Employees of a mining company taped packets of marijuana under disliked supervisors' cars, then anonymously tipped off security guards.

* In a manufacturing firm, one employee group poured a strong adhesive on another group's partially assembled components.

Why do employees sabotage their employers or other workers? Reasons include: 1) retaliation against unfair actions, 2) need for attention 3)

desire to get the upper hand, 4) lack of loyalty, and 5) boredom.

Here are some ways to prevent sabotage in the first place:

* Give workers a sense of dignity, importance, and excitement. Try cross-training workers and involving them in decision-making.

* Don't play favorites. Give all workers the same rewards and discipline.

* Listen and respond to workers' complaints and suggestions.

* Encourage employees with personal problems to get help.

* Make reasonable demands. Appreciate extra effort during special times.

* To avoid frustrated workers, make sure they are adequately trained.

* Screen job applicants carefully. Negative attitudes foster sabotage.

* Watch for signs of sabotage, but don't be unduly suspicious.

* Explain that sabotage hurts everyone. Workers may report instances.

* Don't overlook quiet, hard workers. Often the culprit is the person you'd least likely suspect.--Supervisor's Bulletin, July 30, 1991, p. 1.

Clean Up Those Frustrating Forms

Confusing business forms can cost you customers and money. Each year 5 billion forms get thrown away because the people trying to fill them out make mistakes. Perplexing forms waste 28 percent of clerical staff time and can force companies to hire extra employees to handle questions. In one survey of well-educated people, 58 percent said they gave up trying to fill out unclear forms and stopped using the product or service.

In addition to being poorly worded, many forms suffer from design flaws. These include: small type, the impression of being too long, inadequate answer space and white space, and hard-to-read ink and paper combinations.

Here are some steps to help you come up with an top-notch form:

* Ask yourself two questions: What do you want the reader to do? What does the reader need to know to be able to do it?

* Know your readers and the terms they understand.

* Avoid jargon and fuzzy phrases. Be clear, even if it takes more words.

* Use understandable headings such as "What we agree to do" and "What you agree to do." Use questions as subheads. Group information logically.

* Use but don't overuse boxes and graphics for important information.

* Test the forms.--Communication Briefings, August 1991, p. 8a.

Learning From Criticism

Nobody likes criticism, especially when it is delivered tactlessly. Blaming the criticizer or denying the problem, however, isn't the answer. Here's how to look at criticism as a learning experience rather than a disgrace:

Accept it as part of the job. Knowing about mistakes helps you learn.

Don't take it personally. Most bosses want to help you correct a situation, not degrade your abilities. Keep your emotions out of it.

Focus on the lesson. You can learn even from malicious criticism.

Try to understand the criticizers. They're human, too.

Remember that both you and your boss want success. A supervisor's success is measured by the department's success.--The Human Side, 1991.

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Let Floppies Do the Talking

Are you looking for an innovative way to reach sophisticated customers? Are you tired of the same old sales literature? Try putting your presentation on a floppy disk. With almost half of the white-collar workforce U.S. using desktop computers, the idea makes sense.

Computer-based presentations are ideal for companies with a technical message or a selection process that involves calculations. Floppy disk pitches arouse attention for non-technical products, too. While consumers toss most junk mail, they will usually keep a disk.

Most disk presentations require the user to interact. In the process they grow to understand the product and they retain what they learn. With sound and high-quality graphics, computer-based presentations can be fun and entertaining, even addictive. Even though large amounts of data fit onto a disk, customers can quickly get the facts they need. In addition, customers perceive companies that distribute floppy disks as being innovative and upscale. Here are some applications:

* An electronic catalog asks customers questions, then recommends the best product. It then displays an up-to-date technical data sheet.

* A valve company depicts its valves and components on a disk. The customer can see how a valve opens and hear fluid flowing.

* A program for a car dealer simulates a test drive, demonstrates the air bag option, adds up the price, and calculates monthly payments.--Sales and Marketing Report, June 19, 1991, p. 7.

Pages 2 & 3

Turnover 11

Act On 14

Sabotage 30 (16 plus 14 jump)

Forms 18

Criticism 10

Total 83 (41 & 42)

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FORECASTS

Recycling wastewater for parks, golf courses, farms, industry, and dried out wetlands may soon be common practice. Reclaimed sewage and runoff will cut the demand for fresh water, but will require better treatment. The Kiplinger Washington Letter also predicts that landfills will be spending big bucks to control gas emissions. They will make money from local utilities, however, by burning methane to produce electricity.

Keyboard-free computers will be on the scene in 1992 when several manufacturers introduce portable "notebook" models. Nurses, inspectors, salespeople, and other workers who now use clipboards will be able to enter data with a pen. The computers will read only printing, run on batteries, and cost from $3500 to $5000. Expect growth in voice-activated computers, too. They will understand up to 30,000 words and respond to millions of voices and accents.

Breadth and teamwork rather than specialization will be the norm by the end of the century. By then, the old hierarchical structures will no longer be practical. Unless firms restructure management to flow with this changing tide, productivity will suffer. In today's successful firms, workers are knowledgeable and involved in their jobs. They exhibit trust, dedication, and vision, according to the American Product & Inventory Control Society.

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FINDINGS

Take a Few Days Off

Most Americans now opt for several mini-vacations instead of a two-week break. In a recent poll, 85 percent said they take long weekends or short vacations of less than a week. The reason: too much work and too much trouble getting time off. Most people said that when they take a vacation they have to make up the work themselves. Only 2.9 percent don't work overtime when they return.

Caring for Parents

Eldercare is rivaling child care as a company concern. Some professionals turn down promotions to be able to care for elderly relatives. Others are late, absent, less productive, or on the phone because of their elderly parents. Some firms now provide eldercare information and support for employees. Others give time off or reimburse care expenses.

Contribute or Else

More employers are requiring workers to contribute to medical insurance. A survey found that in 1990, 57 percent required contributions, up from 45 percent in 1989. Eighty percent required contributions for full family coverage, compared to 75 percent the year before.

Flex Plans Gain Popularity

To contain benefit costs and meet diverse employee needs, many firms are switching to flexible benefit plans. In a survey of firms with at least 1,000 workers, 27 percent offered flex plans. Another 11 percent planned to launch a flex plan by 1992. In nine out of 10 firms, medical plan options are the most popular feature. Also popular are life insurance and reimbursement accounts for dependent care and health care. In a survey of firms with at least 100 workers, the number with flex plans rose from five to nine percent in one year.

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BRIEFS

A quiet hour with no phone calls, visiting, or meetings lets workers handle important matters undisturbed. Most companies schedule these quiet oases first thing in the morning.

When traveling, choose the right restaurant for a client by calling his or her assistant for advice about the client's favorite food. Get other tips from the lifestyle or food editor of the local newspaper. For best service, make dinner reservations in person.

Use a table rather than a graph to make your point if you use lots of numbers. One study found that many people feel more comfortable with rows of numbers on a table than with lines on a graph. With graphs, they grasped trends more quickly but less accurately.