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S P E C I A L F O C U S Finders-Keepers Strategies
With the jobless rate holding at 4.4 percent, it's a job-seekers market, and BY NANCY ALDRICH, M.A.
Have you hired—and kept—any good workers lately? If you're like most park and recreation agencies, you're scrambling to fill your open aquatics, recreation, maintenance and administrative positions. With the jobless rate holding at 4.4 percent for the last four years and job vacancies in virtually all occupations, applicants are being far more selective in their employment choices. And, once on the job, these employees stand ready to quit if the positions don't meet their expectations in terms of wages, benefits, job duties, flexibility or advancement.
The nationwide labor shortage seriously is affecting both public and private sector employers. Intense competition for workers has driven these employers to offer incentives such as higher wages, flexible schedules and enhanced benefit programs. But these are not necessarily the best long-term strategies to win the staffing game. Strategies to successfully recruit, motivate and retain employees must center on understanding the sociocultural makeup of the labor pool and creating an organizational culture that capitalizes on the strengths of these groups. Also, you must consider mentoring to cultivate employees' long-term development—and job satisfaction—within the organization.
Who are my employees? Today's job applicants span four generations: seniors, baby boomers, generation xers and millennials. These individuals possess unique life experiences, sociocultural traits, beliefs and expectations which they bring into the workplace (see related sidebar on page 16). By understanding these traits, employers can improve their recruiting odds by emphasizing how their organizations will fulfill employees' core values and job expectations. Seniors, for example, bring a wealth of experience and knowledge to the workplace, but may secretly fear they're too old to compete with younger employees. They're loyal, dedicated workers who are always willing to go the extra mile. To recruit seniors, show them their age is an advantage, and their extensive experience would be a valued asset in your organization. Suggest all suitable positions; don't assume seniors want part-time work because they're older. And promote the training you'll provide to assist them in developing new skills. Driven by the need for success, boomers are high achievers who seek positions where they'll make significant contributions. They thrive in workplace relationships and welcome opportunities to work in teams; however, their personal need for recognition and gratification sometimes hampers the outcome of group projects. When recruiting boomers, explain how they'll contribute to the organization's success while achieving their professional development goals. Show them how they can excel, both individually and as a team member. Discuss recognition programs, merit raises and other July/August 2001 | 15 S P E C I A L F O C U S
16 | Illinois Parks and Recreation F I N D E R S - K E E P E R S S T R A T E G I E S incentives you offer that acknowledge employee achievement. Generation xers have been branded "slackers" for their perceived lack of a work ethic, but in reality they believe the outcome of their work is more important than when or how the work is completed. They'll follow established procedures and processes as long as they understand why doing so is necessary. They're extremely self-reliant and self-motivated, and will take the initiative to learn things on their own. When recruiting Generation xers, discuss flexible schedules, diverse job tasks, available technology, on-the-job training and opportunities for advancement.
Also, promote ways your organization may not fit the "traditional" mold such as casual dress days, employee outings and "work/life initiatives." Work/life initiatives are benefits that assist employees in managing their physical, mental and spiritual health while also managing their careers. These benefits include everything from job sharing and telecommuting to on-site day care, dry cleaning, concierge and veterinary services, to enrollment in discounted dining and entertainment programs. The millennials may well end up being the ideal workers: they possess the "can do" commitment of the seniors, the teamwork ethic of the boomers and the techno-savvy of the xers. They welcome structure and supervision and are willing to follow directions and processes. Millennials work very well with others and are determined to succeed. When recruiting millennials, explain the specific job requirements and reporting relationships. Discuss available training and opportunities for advancement. With teenage and twenty-something millennials, promote flexible scheduling, as school is the main priority for this generation. Where do I find potential employees? You must use every tool in your arsenal—and those you haven't thought of—to attract potential employees. Because classified job ads attract only a small portion of your potential applicant pool, consider other venues for your recruiting efforts. These include middle schools, high schools, colleges, continuing education programs and trade schools; state unemployment compensation and welfare-to-work program offices; outplacement services organizations; local businesses and chambers of commerce; trade and special interest publications. And use your agency's Internet Web site to post job openings.
You should also host at least one job fair annually and participate in as many other job fairs and career nights as possible. You should also consider a direct mailing to your patron base. Send a colorful postcard to your patrons notifying them of any job openings you will have available during the next quarter or half-year. Don't forget that word-of-mouth is another great way to promote your job openings. Satisfied employees can promote your company to their friends and patrons. A formal "Refer a Friend" program, where employees receive an incentive after someone they referred is hired and remains working for a specified time period, may also be a good option for your organization.
Job announcement flyers that are posted in your facilities are a cost-effective way to advertise your open positions. These flyers should be eye-catching in color and design, and placed strategically to attract the most attention (e.g., near the registration desk or entrances to high traffic areas of the building). These flyers can also be distributed to patrons at the end of classes, when you hand out your program evaluation forms. Recruiting brochures are also being used to attract job applicants. The Arlington Heights Park District developed two brochures: one targeted to teens through young adult applicants, and the other targeted toward mature adult applicants (ages 30 and older). The teen/young adult brochure design is modern and promotes the top 10 reasons to work for us. The copy stresses that no matter what job you hold, you will have fun. This brochure, which is displayed at all of our facilities, is also mailed to local high school and college career services offices each winter and distributed at job fairs and career nights throughout the year. The mature adult recruiting brochure has a traditional design, and the layout and copy encourages applicants to "Put Your Talents to Work" at the Arlington Heights Park District. The brochure promotes how working for us allows individuals to share their unique passions and talents with others. It has been a successful tool in recruiting teachers, seniors and adults seeking a second job or a return to the workplace. Your recreation program catalog is another excellent recruiting outlet. In each edition, highlight your open positions and explain how and where to apply. Include testimonials from current employees that show their July/August 2001 | 17 S P E C I A L F O C U S
satisfaction with their jobs and in working for your park district. Some other outlets for printed job announcements include ads in church bulletins; flyers sent to teachers at school district headquarters or individual schools; notices on retail store bulletin boards; inserts into local newspapers and flyers delivered to homes within your area. How do I keep my employees? Few employers realize that motivation and retention typically go hand-in-hand. It's true you can have one without the other, but the most successful organizations of the 21st century will align their motivational philosophy and retention strategies, and win the staffing game. While different things motivate the four generations of employees, they do share one common trait: the need to feel their contributions are valuable to your organization. Employees who do not feel they have a part in achieving organizational goals will soon leave. Therefore, a key aspect of motivation should be recognition of your employees' individual and collective contributions to your organization's overall success. Aside from this one commonality, your motivation philosophy should be flexible in adapting to the motivational needs of each generation of employees. Seniors are motivated by job stability and constancy, and succeed best in workplaces where they can share their knowledge and work experience. Mentoring should center on specific job skills, because seniors feel they already possess a wealth of knowledge about the business world in general.
Boomers are motivated by opportunities to shine within the organization and among their professional peers, and they thrive when given specific challenges to solve. Mentoring should focus on ongoing learning and professional development. Generation xers are motivated by change and attention, but work best under low-involvement managers, and succeed in workplaces that allow some flexibility in how the work process is completed. Mentoring should center on relationship-building and coaching the development of people skills. Millennials are motivated by knowing how each individual job task contributes to the "big picture," and flourish in workplaces that provide a clear path for professional growth. Mentoring should focus on assisting with goal-setting and prioritizing workloads. Private sector employers are able to retain employees through generous retention programs. Ranked by Chicago Magazine as the best place to work in Chicago, CDW, a computer equipment company based in Vernon Hills, Ill., combines compensation incentives (11 percent raises in 2000), flexible scheduling, stock options, end-of-year bonuses, and other perks to retain its 2,600 employees. It is not uncommon for private employers to offer on-site catered meals, day care and concierge services, and paid sabbaticals to retain their employees. Public sector employers—especially park districts—simply don't have the financial resources to compete with these overly generous perks. Nonetheless, you can develop an excellent no- or low-cost recognition program for your employees. Consider these simple but effective ideas. • Have your executive director or department directors write handwritten thank you cards to employees for jobs done well. • Buy a lottery ticket for high-performing staff members, and attach a card that reads: "We're lucky to have you!" • Regularly recognize employees within your work groups for achievements, completed projects, and other accomplishments during your staff meetings. • Reward a team or department with donuts, pizza, ice cream or cookies. • Surprise high achievers with $5 gift cards or passes to a movie. • Recognize employees' contributions in the employee newsletter. The key to attracting and keeping employees really is simple. Create a work environment that truly values workers for the diverse talents, skills and abilities they bring to your organization. Encourage them to share their ideas and expertise. Be flexible, to the extent possible. Praise often, then praise again. Provide no- or low-cost perks whenever possible. And don't forget the power of saying "Thank you for your hard work. You're valuable to our organization." After all, it's our employees and their contributions that make our park districts so great! •
NANCY ALDRICH, M.A.
References
Bureau of Labor Statistics (2001, March 29). "Labor Force Statistics from the Current
Population Survey." Washington, DC. http://146.142.4.24/cgi-bin/SeriesHist?/fs21000000.
"Keeping Your Part-time Staff Using Benefits and Incentives." IAPD/IPRA 1999
Annual Conference Handout.
McArthur A. "The Best Places to Work." Chicago Magazine. October 2000, pp.
100-111: 140-144.
"The New Workforce: Generation Y." Workplace Visions. ® Society for Human
Resource Management, No 2, 2001: p. 2
Zemke R Raines C, Filipczak R. Generations at Work: Managing the Clash of
Veterans. Boomers. Xers and Nexters in Your Workplace. (New York, NY: AMACOM
Publishing, Inc.); 2000, p. 143. 18 | Illinois Parks and Recreation |
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