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High Demand Jobs

High Demand Jobs

This week brings our second guest post from Don Shilling. He talks about the not-so-glamorous world of high demand jobs. Don was born to this industry. In his own words:

Don Shilling

I grew up in a construction family and worked for my Dad several summers during and after high school. Then while working on my degree at North Dakota State University I was hired by a construction equipment dealership. I started in their service department part time until I finished college. Then full-time service employment for a couple of years then transitioned into sales management. During the recession of the early 1980’s myself and three other managers started General Equipment & Supplies, Inc.

First as Sales Manager and eventually as President we grew our business from one location and 20 employees to 10 locations in four states and two Canadian Provinces and over 250 employees. Along the way we developed relationships with area Technical Colleges and created a College Tuition Reimbursement Program where today we Recruit a handful of new technicians annually into that program. Our company has also developed two Department of Labor Certified Apprenticeship Programs to fill hard to find skilled positions. I am currently semi-retired as Chairman of the Board.

High Demand Jobs

In my initial blog I discussed the fact that we need to be able to find good people and then train them. This seems simple enough, except what the Workforce Development Council defines as “High Demand Jobs” typically are not considered glamorous. High Demand Jobs don’t get a lot of attention when our youth are exploring their future careers.

Why is that? We find it easy to blame our educational system and all the College promotional materials out there that tout the excitement of degrees in computing or high tech. But, as they say, maybe it is time to look in the mirror if you want to lay blame. The “High Demand Jobs” are typically tied to industries who have allowed this to happen. Owners and managers within these industries have not taken the time to engage the educational system and demand equal time with our youth as they select their career options.

How Do Young People Discover Us If We Don’t Tell Them We Are Here?!

However, thanks to the Pandemic . . . maybe, just maybe, we have reached a time where we can turn that corner. What we have found in our local Workforce Development Council is the jobs that were lost during the Pandemic were tied to people who are perhaps under-skilled. In some cases, these were people who made employment choices early in their careers that were not focused on these high demand employment positions. In fact, most of the jobs that were considered “essential” during the Pandemic are also  on the “High Demand Jobs” lists. Perhaps with only a little additional skills training we can help the now under-employed find a stable career that is also considered “essential”.

Industry needs to react to this immediately! As Ron Slee says at the end of each blog, “the time is now,” especially for all of us who employ people in these “high demand jobs.” It is time for us to pull together to support the Career and Technical Education sector as it begins the process of re-tooling our unemployed or under-employed.

By support, I mean something very simple: you need to get involved. Perhaps you can start an apprenticeship program, or connect with your local Career and Technical Education system and see what they might need to start a program that would benefit your labor shortage areas. You can work at recruiting our youth and consider helping the right candidates with educational expenses. Bring them into your businesses and show them opportunities they might have never imagined. Let’s get started! You are going to like what you see in the mirror when you do.

For further information on re-tooling your skills, please visit us at Learning Without Scars.
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The Woes of Unfocused Training

The Woes of Unfocused Training

This week, we continue with a guest post from Steve Day, in which he discusses with us the woes of unfocused training. Steve received a degree in Electrical Engineering and then served in the US Navy. He started with Komatsu America 1978. For the next twelve years Steve worked through various equipment sales positions before becoming the Vice President of Parts, Vice President of Service. During this period Steve sat on the board of a major distributor in the North east US as well as Hensley Industries. After twenty-five years Steve moved from the OEM side of the business to the Distribution side by joining Tractor and Equipment Company in 2003 as Vice President of Product Support.

Throughout his career Steve has learned the Industry from the ground up. This allowed him to have a very clear view of what was needed to support customers, employees and owners in their pursuit of excellence. Working at high levels in both the Manufacturing and the Distribution side of the business gave Steve some great learning opportunities and chances to develop insights.  Steve retired in January of 2020.  After spending 40 plus years in an industry we are very pleased to be able to share some of Steve’s insights with you and honored to consider Steve a friend.

Unfocused training is a waste of time and a huge waste of money!

This may not be immediately obvious but I believe that a lot of the training we give our people is unfocused.

A manufacturer tells us that they want our people to attend certain classes at the manufacturer training center or they want our trainers to be able to teach the classes.  We then usually use a very scientific method of choosing who should attend.  We call up our branch service managers and ask them who they want to send.

The day that our chosen attendee is to leave, something comes up and the manager sends somebody else.  The thing that usually comes up is that things got busy and the service manager didn’t want to send the original technician because he is too important to the branch.  The person we end up sending doesn’t learn much because they didn’t have the basic knowledge to get the most out of the class.

But, something just “came up.”

We waste money. We damage our reputation with the manufacturer and we don’t do much for the self-esteem of the tech we sent off to fail.  We also disappointed the good tech that we didn’t train. This happens more than you can imagine.

If you want to ruin your day I strongly suggest you do the following:  Go to your Training department or your HR department and ask them to give you the training record of each of your Technicians and any of your Parts people that work with customers or the Service department.

Tell them you would also like to see this year an updated copy of each of those employee’s skills assessment and this year’s training plan for each of those employees.  I only know about five distributors that won’t be disappointed.

I will continue with these reflections next week.

For focused and sound employee development training, please visit our website at learningwithoutscars.org
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The Critical Importance of Measuring…

The Critical Importance of Measuring…

Today’s guest post, The Critical Importance of Measuring the Customer and Employee Experience, is from Ryan Condon. Ryan is the Co-Founder and CEO of SATISFYD. He has grown from a first-time entrepreneur at 24 years-old, to a business leader with 20+ years of software and service experience. Ryan was an early innovator in Customer Experience (CX) Management and developed a SaaS platform in 2001 to enable clients to gather feedback, resolve customer issues, and drive customer-focused initiatives. The SATISFYD platform provides Customer and Employee experience at every level of an organization and has been used in over 70 countries and 32 different languages. Ryan, his wife Aimee and their family moved from Chicago to Austin in July of 2016 to escape the northern winters and enjoy the outdoors.

Ryan Condon

The Critical Importance of Measuring the Customer and Employee Experience

We are at an interesting and ever-evolving crossroads as it relates to customer and employee experience. Although most believed we were already experiencing a gradual sea change where the importance of physical location on work options was diminishing over time, COVID has forced a more rapid transition to work-from-home/work anywhere opportunities for workers. This sudden change has been challenging for many as they try to adjust to this ‘New Normal.’ Opinions vary from those who think we will never return to working full time in physical locations to those who expect everyone will rush back into a collective space as soon as it is deemed safe.

Regardless of what side of this fence you sit on, we can all agree that things will never be the same. What this exactly means for the future is uncertain, making it critically important that we constantly keep our pulse on the ever-changing sentiment of our prospects, customers, employees, and candidates for employment. While existing employees will most likely stay at their current jobs short-term, they are being presented with new opportunities that do not require a physical presence and may be perceived as less risky to an in-person job. Candidates that you interview are actively listening and evaluating the different approaches organizations are taking to manage through COVID. How these approaches align with candidates’ beliefs and desires will have an important impact on their employment decisions. How is your organization being perceived?

This is a dynamic time

It requires flexibility, forward-thinking, and a willingness to challenge the norms that have made your business successful up until now. Good leaders will attempt to solve these challenges for stakeholders by drawing on years of experience and having a conversation with direct reports. Great leaders will also be sure to collect information from all stakeholders (prospects, customers, employees, and candidates) and constantly make course corrections to their organization as needed. They will also be testing and evaluating the outcome of those changes by continuously listening to feedback from stakeholders.

In these challenging times, it is more important than ever to listen. Those leaders who are able to gather and utilize stakeholder feedback in order to anticipate and adapt to change will have the edge.

We will discuss this more in future blogs.

Please visit our website at learningwithoutscars.org for information on our course offerings.

 

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The Dramatic Change

The Dramatic Change

There has been a dramatic change in leadership, and in teamwork. Collaboration requires an engaged workforce, but only 13 per cent of the world’s workforce is engaged right now. In this working from home mode the current ways of engaging are clearly inefficient. The old approach – engaging people from outside-in through the ‘what’ and ‘how’ of work and company brand – no longer inspires people, especially the younger generations coming into the workforce. Engaging a workforce to collaborate and innovate requires a new lens and tool kit, starting with ‘who’ and ‘why’. (excerpted from Jeremy Scriven published in the Australian Human Resources Institute 2016)

The old days of “telling” employees how to do their jobs, hopefully has gone away. Of course, there are many businesses that still do things this way. “Let me show you how this is done, now you go and practice and get good at it.” I can’t imagine a workplace like that anywhere, anymore, that would attract and retain talented people.

What Does This Mean For Us?

However, this is the challenge for leaders isn’t it? How do you pass your success (or failure) to your employees and feel good about it? In my view, the hardest transition in life is going from being a performer to a leader – from doing to directing. In fact, many talented people fail in this transition. Too many people have ‘control or ego issues.’

In our management learning on demand class we identify Understanding, Accepting and Committing as three critical steps in leadership. Everyone has to Understand what we are trying to do. Everyone has to Accept that what we are trying to do is the ‘Right Thing To Do.’ Then, and only then will everyone be committed to getting it done. In America surveys tell us that only 10% of business achieve their strategic goals. Further, those surveys tell us that only 5% of the employees can tell us their company goals. It would appear that we have to work harder on communications.

Engaging motivated people is the way to satisfy everyone. I believe that everyone wants to do a good job. In many cases leadership doesn’t clearly explain to the employee what doing a good job looks like. How can anyone succeed in that environment?

Food for thought? I hope so.

The Time is Now.

For more information on how we can help your business adapt to these changes, please visit us at learningwithoutscars.org.
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Continuous Improvement and Employee Retention

Continuous Improvement and Employee Retention

Today’s Guest Blogger has a great deal of wisdom to offer us. Here’s a bit more about Don Shilling, in his own words.

Don Shilling

Bio

My background is what has helped make me so passionate about continuous improvement and employee retention. I grew up in a construction family and worked for my Dad several summers during and after high school. Then while working on my degree at North Dakota State University I was hired by a construction equipment dealership. I started in their service department part time until I finished college. Then full-time service employment for a couple of years then transitioned into sales management. During the recession of the early 1980’s myself and three other managers started General Equipment & Supplies, Inc.

First as Sales Manager and eventually as President we grew our business from one location and 20 employees to 10 locations in four states and two Canadian Provinces and over 250 employees. Along the way we developed relationships with area Technical Colleges and created a College Tuition Reimbursement Program where today we Recruit a handful of new technicians annually into that program. Our company has also developed two Department of Labor Certified Apprenticeship Programs to fill hard to find skilled positions. I am currently semi-retired as Chairman of the Board.

Training is an important element of continuous improvement and employee retention. But before we can train our employees, we must find them!

I am currently on the Workforce Development Council in our area. Congress mandates that every state have a Workforce Development Council. The Governor appoints Members and the Council should consist of at least 50% business and industry leaders.

As a Council, we first develop the list of “High Demand Jobs” in our region. After that, we advise the Governor on what programs we need to attract people to these jobs. The High Demand Jobs we all know; some vary from state to state but certainly 75% of them are skilled jobs. These careers require two years of college or trade school or less. Many are apprentice learned skill sets. Certainly all of these skilled positions require additional training annually.

What Comes Next?

We, as business leaders, must explore the information and recommendations from our local Workforce Development Council. All of us need to do our homework by engaging in a deep dive into all the programs available in our area to attract people to these High Demand Jobs. We have to support the recruitment, education and continued training of the employees we attract.

Every State has programs that support us as we fill these High Demand Jobs. These programs can include tuition reimbursement, as well as grants for On the Job Training and Job Shadows. There might be incentives for continuous improvement.

It costs money to educate and train our current employees or these future employees but finding monetary relief through available State Sponsored programs can help you to get engaged and ease that burden. The successful businesses of the future will be the ones who utilize these programs. These businesses will aggressively explore options for finding and training people.

More detail in future blogs.

For more information on how we can help you with continuous improvement and employee retention, please visit our website at learningwithoutscars.org
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How Do We Measure Success?

How Do We Measure Success?

Today we are pleased to introduce to you a valued colleague. Ed Wallace. Ed will share his insights with us from time to time. You will see in his bio that he is an author. I would strongly advise those of you who read and gain new perspectives from books that Ed provides clear and easy to read advice which you can translate into your work and your personal life.

Ed Wallace, President, AchieveNEXT Human Capital.

Ed consults with and speaks for corporations and associations across the globe with a client list that is a Who’s Who of Fortune 500 companies. He is the author of Fares to Friends, Creating Relational Capital, Business Relationships That Last, and his most recent the #1 best seller, The Relationship Engine.  In addition, Ed is currently on the Executive Education faculty of Drexel’s LeBow College of Business and Villanova University’s Human Resources Master’s program. https://www.linkedin.com/in/relcapgroup/

How Do We Measure Success?

Hint: It comes through the experiences we create for others

While many leaders prioritize new products and services and hard assets that can be plugged into spreadsheets, research reveals that core business relationships are the true catalyst for driving high performance. At the same time business relationships are unpredictable and hard to measure. They’re rarely captured on organization charts or strategic plans. Most leaders, in fact, leave business relationships to chance, and simply hope that cross-generational conflicts, organizational complexity, diversity, and other organizational barriers will just go away because, ‘we’re hiring great people.’

We see today’s leaders winning by investing in ‘Relational Capital’ with their colleagues, teams, and across their enterprises. Relational Capital is defined as the ‘distinctive value created by people in a business relationship.’ It forms where the qualities of credibility, integrity and authenticity converge when working with each other. So how do ‘relational leaders’ hit the relational mark?

My experience through many years of research into business relationships and training over 30,000 business professionals has revealed five identifiable principles that lead to effective relationship development and, not surprisingly, superior performance. These principles don’t exist only in the business world but are at the heart of most successful people’s lives. Through my experiences and research, I know they can be learned, practiced and improved, bringing a surprising level of precision to relationships in organization.

The Five Principles of the Relational Leader

  1. Display Worthy Intent
  2. Care About People’s Goals, Passions, and Struggles (GPS)
  3. Make Every Interaction Matter
  4. Value People Before Processes
  5. Connect Performance to a Purpose

(Wallace, The Relationship Engine, Harper 2016)

These principles form a system of beliefs for high performers that Relational Leaders follow and apply intentionally. The result is what I call ‘relational agility’ that can bridge the generational and cultural gaps that exist in today’s organizations and harness the collective talents, thoughts, and efforts of people. As Ron Slee, who heads up Learning Without Scars, suggests, ‘the biggest differences that I see are that millennials are impatient. Today a lot of older management view that as a negative quality. I view that as a positive. If these younger employees are not learning and growing their potential, as employees, they do not want to stay around. I really admire that quality. They have a need, if not a thirst to learn. They want to continuously improve. They want up-skilling.’

Understanding this element of the Relational GPS of younger employees will allow for management to understand ways to support and foster the development of younger team members.

We will visit again soon.

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Balancing Skills in the Workplace

Balancing Skills in the Workplace

Imagine if you will, it is the middle 1980’s and I am working with a John Deere dealer and we are looking at their Service Department. We were reviewing processes and systems and methods and work flows. We also determined that there was a need to review the skills of the technicians and all support functions in the department.

In those days we didn’t have much in the way of personnel management practices in the Industry. We didn’t have a way of balancing skills in the workplace. We had to build the complete structure and reporting criteria. We created three data files; current employee personnel and payroll information, the skills required to each of the job functions, and the determination of the actual skills of each of the employees. To determine the skills of each employee we created what I called a “Skill Set Inventory.” This inventory consisted of questions with multiple choice answers that the employees they completed and submitted the forms to me.

Then we catalogued the answers and grade ranked all of the employees – we matched these results with the payroll records. The final step was to sit with the management of the department to discuss the skills of each of the employees, without the benefit of the employee’s personal thinking, and grade rank them – again we matched these results with the payroll records.

How do you think the management compared with the employee scores and the payroll records? It was very revealing. The management was embarrassed. There was some matching of the results but very little. It turns out that the management had favorites and seniority had an outsized influence on the results. They had not learned the art of balancing skills in the workplace.

This was an extremely important exercise for me. I conducted these types of reviews with several dozen dealers across many different manufacturer dealers. The results were the same. That took us to the place where we needed to develop an objective assessment tool for dealers.

There are many companies within our Industry who have created assessments, we are not alone in this arena. There are manufacturers, personnel companies, associations and others involved, which cover many aspects of the individual jobs; however, you need to be the judge of the value of the results from any job assessment. You need to do your own due diligence.

Our assessments relate to the specific jobs, for instance, the counter and telephone sales employees, or the service office employees, or the product support sales person. There are six job functions within the parts department, eight in the service department and four in the product support selling and parts and service marketing groups. Let’s review how our assessments were created for a moment. For each class we have conducted for the past thirty years, and the more than ten thousand employees we have had in our classes or webinars, we have had questions and work groups, and evaluations throughout. From our classrooms and webinars, we created our subject specific classes, and in each of these subject specific classes which we called “Learning On Demand (LOD)” products we had assessments and tests. This is the foundation of our Skills Assessments programs. We selected for each job function assessment, from the pool of over one thousand questions, the job function assessment questions. Then we have had more than thirty-five hundred people take these assessments so that we could put the job function assessments into the marketplace with confidence.

I am excited by the assessment programs. We have received more than thirty registrations today and I am expecting more than two hundred this week. The same again next week. The market seems to be rewarding us with their orders. We thank them and will continue to provide leading edge tools for dealers to improve their processes, procedures, systems and methods. We aim to assist each employee working in this Industry with products that will help them realize their potential.

We believe that is our mission and our life’s work.

The time is now.

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Up-Skilling Is Not Just a Buzzword

Up-Skilling Is Not Just a Buzzword

I remember when most people used to think that when they left school, their learning was complete. Whether that was High School, Technical School, Junior College or University. As a teacher, I taught education, in other words I taught people how to teach. I used to tell my students at University that when they graduated and went out into the world – that is when their learning really started. I always told aspiring teachers that one of our primary goals as teachers, is to teach people how to teach themselves.

With the world we live in today that is truer than ever. The younger generations are much smarter, at their ages, than we were at comparable ages. They know a lot more about things and subjects than my generation did. (I learned how to wire Unit Record Equipment – almost an analogue computer.) One of the biggest differences that I see is that they are impatient. Today a lot of older management view that as a negative quality. I view that as a positive. If these younger employees are not learning and growing their potential, as employees, they do not want to stay around. I really admire that quality. They have a need, if not a thirst to learn. They want to continuously improve. They want up-skilling.

The moves us directly into our term for today: up-skilling is not just a buzzword. This is the term that explains that the skills of the employees are being constantly improved and enhanced, they are being up-skilled. That fits perfectly into our view of learning. First take an assessment and understand your individual strengths and weaknesses. Take classes, address your weaknesses, and fill in your skills gaps. Get Up-Skilled. And that never ends. There is always something more to learn.

We provide dealers and employees Learning Paths. They are based on Skill Levels reported in the Job Function Skills Assessment. Those Skill Levels: Basic, Intermediate, Advanced and Expert allow us to recommend subject specific classes to allow the employee to improve their skill level. When used in conjunction with an annual performance review, dealerships are unlocking the potential of each individual employee and enhancing their company value to the workplace.

Never forget that talented people serving your customers are your heroes. Neither forget that the talent pool available to us is shrinking. The competition for these talented people is becoming fiercer that at any time I have seen. I don’t believe that this will become any easier, in fact I believe it will become more difficult. If you want to be able to attract, hire, develop and retain your workforce you must have a solid foundation, skill set inventories and career path opportunities, for each individual employee. You also need to be able to discuss with them their specific career path and what is necessary for them to be available for promotions and other opportunities in the company. Do you have these skill set inventories in place? Do you know the individual skills required for each job function? This is that solid foundation that is required. Do you have it in place? Should you?

The choice is yours. I would urge you to consider that the consequences are significant.

The time is now.

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Thoughts from an Industry Leader

Thoughts from an Industry Leader.

Today’s post is a from a guest blogger, Steve Day. Each Friday, you will see a new post here from our guest blogger. He will be offering his thoughts and ideas for four weeks. We are thrilled to have his reflections here.

Experience is invaluable. The Thoughts of a Respected Leader in the Industry.

Four years ago, I decided that I would officially retire on January 1, 2020.  I immediately began my planning for a successful transition to my successor.  That went quite well.  My successor is definitely an upgrade and that is how it should be.  I also started planning for a fun and exciting first year of retirement in 2020 which would include quite a bit of travel.  As the Yiddish saying goes, “Man plans, God laughs”.

My good friend, Ron Slee, has become worried that my brain will turn to mush in the time of Covid-19. Unless, of course, I keep active, and so he has asked me to write an article for his blog.  It’s really for my own good. Hopefully my experience will be invaluable to you.

I thought that I might write about something important that I did not focus on enough until way too late in my career.  Training is at, or near, the top of my list of things I knew were important but did not focus on early enough.  Some of the things I am going to talk about in the coming weeks are probably obvious and some of them require effort and assets that we are often unwilling to allocate.  I think training is a particularly appropriate topic right now because it might be getting ignored a bit now during the time of Covid-19 budgeting.

This brief post serves to introduce you all to Steve Day. Please look for his wisdom every Friday.

For more information about training, please visit our website at learningwithoutscars.org
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Customizing Your Learning

Customizing Your Learning

For the past three days we have discussed our classes with: What Subject Specific Classes Can Do for You, Building the Foundation, and A Pathway to Learning. In combination, these posts have given you a clear picture of what it is we do with employee development classes and how we do it. There is still a remaining option that we have not discussed: customizing your learning.

But we are not locked in stone and think we have the answer to everyone’s training needs and employee development thoughts and ideas. Because of that we have available under the “Contact” tab on the banner line the ability for our customers to “GET IN TOUCH.” If you ever find a need for a program that you don’t already see on our site, you can get in touch to talk to us about customizing your learning.

You can address us on our Assessments, Classes, Custom Training, Writing or Speaking.

We have already received several requests from dealers wanting additional assessments or more classes. We are already working on specialized assessments, customer service, operations, selling, finance, and leadership. This will also lead to “Learning Paths” for each of these areas within both Parts and Service.

So, we ask simply: what would you like to see from us that we don’t already offer?

Never hesitate to get in touch! 

The time is now.

For more information, please visit our website at learningwithoutscars.org