The Disconnect Between Skills and Jobs

A Gallup/Lumina Foundation Poll released a few weeks ago is getting attention in the business community. In a survey of 623 business leaders, most said that higher education was important, but where an employee earned a degree, and what the degree was in, were far less important in hiring decisions than basic job skills.

There is a serious disconnect between the suppliers of pre-employment skills (the university systems) and their consumers (business). In another Gallup study, this one of Chief Academic Officers, some 96% were confident or extremely confident that their institutions were doing a good job of preparing their students for success in the workplace. Only 11% of business people in the Lumina  poll strongly agreed with that statement.

college diplomaIn 2013, 37% of college graduates under the age of 25 were working in jobs that didn’t require a college education. Most of these were employed in health care or retail. Low wage (less than $29,000 a year) jobs account for 19% of employment, but since 2009 have accounted for 40% of all new jobs.

Multiple surveys of small business owners show that a majority identify “finding qualified candidates” as their biggest HR issue. Clearly, they have looked at the current crop of college graduates and found them wanting. With those in academia apparently oblivious to the problem, there is no sign that the situation will change in the near future.

Small businesses have always been the incubator for job training. They create about 2/3 of the new jobs in the US. Owners long ago accepted that younger employees were more likely than others to eventually be wooed away by corporate mermaids with their siren song of better benefits and career paths.

Today, small businesses are using technology to reduce head count. The positions available are increasingly divided between those requiring real talent from day one and those that can be filled by a warm body. The impact on large companies who have traditionally depended on the small business training ground for basic skills is yet to be fully felt.

If you have warm-body jobs, you are likely filling them with employees who are academically overqualified. If you require appropriate education, job skills or technical training, you are lucky to be filling them at all.

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3 Responses to The Disconnect Between Skills and Jobs

  1. Rod Giles says:

    I am also aware that a very large nimber of successful companies are started by people that have no particular education but have a belief in themselves and their abilities and go ahead in the wider marketplace in spite of ” no education” . In fact in my experience I have seen may qualified people totally able to think productively for themselves. I have also seen many untrained and uneducated personal really achive if given the right support and oportunity. I therefor do not believe there is a hard and fast rule but a need to really have a very good look at what is wanted and expected and chose the right cloth for the right suit and not just stick to one size fits all.
    Further to this is that I think that the young are sold the idea that a education is going to give them the right to a job of their wish and a good education will gaurentee a salary to suit. However there are not enough positions available any longer as the world become increasingly more crowded with quailfied graduates , less jobs and more automation.
    Given this situation the responsibilty of choosing the right person it is becoming more clouded.

  2. Mike Havel says:

    It sure would be a step in the right direction, if the Public Colleges would direct our tax payers $$ into degrees programs for which there are jobs, and reduce the $$ in degrees programs for which there are few jobs. Just like a business they should try to created an inventory of graduates that can be sold, make a good living, pay taxes, and donate back to their college. If someone wants to study in field in which their are few jobs, let then go to a private college. We do not need to be using our tax $$$ educating citizens into a field which there are no jobs.

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Empowerment Requires Encouragement

We all want employees who are empowered to think. That doesn’t always turn out the way we hoped.

Girl-ScoutLast week the news feeds carried a story about a Girl Scout in San Francisco who set up her cookie table in front of a medical marijuana dispensary. She sold 100 boxes in two hours. I’m guessing that is substantially better than the results from an average Walgreen’s location.

In Colorado, the Girl Scout hierarchy immediately issued an edict forbidding their scouts from doing the same, nipping the problem in the bud, so to speak. (Although in Colorado even a medical justification for purchasing marijuana is no longer necessary.)

The annual cookie selling campaign is a big deal in Girl Scouting. There are incentives, or at least recognition, for selling the most cookies. I can understand the concern of the leadership at the prospect of young women in their uniforms as fixtures in front of pot palaces all over town. It’s probably not the best overall image for scouting as a whole; but you have to admire her entrepreneurial spirit. She was trying to support the stated goal — selling lots of cookies.

In business, we have a choice between controlling every action of our employees and letting them try new things on their own. The first approach is micromanagement, and eventually leads to a business where every new idea, and each variation from the rules, reverts to the owner for adjudication. Such stifling of initiative creates bottlenecks. It slows down the company’s reaction to change, and chains the owner to daily operations.

Employees need guidelines. If the scout in San Francisco had sold two hundred boxes at half price, it wouldn’t achieve the overall fundraising objective. There should be a clear delineation of the limits to decision-making without prior approval.

Even within those limits, employees with the best of intentions will still do things you don’t like. They create a shortcut in a process, or grant a concession to a customer, thinking that they are serving the overall company goal.

The best response is to congratulate them on their initiative, explain why there are implications beyond their immediate purpose, and let them know that there is no penalty for experimentation within your guidelines.

Drawing up a whole new set of rules in an attempt to prevent them from making a mistake in the future throttles their creativity and hinders your flexibility. Do it too often, and you will be stuck in farming micromanagement.

My latest book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available in paperback, hardcover and Kindle. It is an ownership book, not a management book. Please click on the link above to see what business owners think of it.

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2 Responses to Empowerment Requires Encouragement

  1. Hi John,
    I think few business owners would call micromanagement a good thing, if you put it in those terms. The trouble is finding the balance between delegation that keeps your business strong and creates a product you can continue to be proud of and realizing that all of this does require some amount of letting go. I’ve left this comment over in the BizSugar community as well where Christi Brendlinger was good enough to share this post. Wonder if you or she or both could share some guidelines with our community about exactly how you go about striking this difficult balance.

    • John F. Dini says:

      It’s a great question, Heather. I think there may only be a state of imbalance. Either you are giving employees too much leeway, and suffering the occasional setback because of it, or you are trying to avoid the setbacks, and reining them in. The “balance” lies in determining how much of a mistake a company can afford in the name of learning.

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What Price Sochi?

In business, there is a danger that a big new project, landing a giant customer, or an unexpected personal event will draw your attention away from the job of running your business.

When an owner is the driving force behind day to day operations, he or she often lacks the ability to deal with a huge challenge and still maintain a handle on the company. I’ve seen family illness, building a new home, or adding a new product line consume an owner’s attention until the core business foundered.

XXII WINTER OLYMPICS SOCHIThe Sochi Olympics were Vladimir Putin’s BHAG (Big Hairy Audacious Goal). Despite throwing $51,000,000,000 at the project, he faced a lot of skepticism as the games approached. It really looked like the Russians had taken on more than they could handle.

By any reasonable measure, the games were a resounding success. Iffy conditions are always a factor in winter sports, but the athletes and most of the spectators have been lavish in their praise of Sochi. Security held up. If stray dogs and unfinished hotel rooms are the worst stories thousands of reporters can dig up, things went pretty well.

Mr. Putin put his personal stamp on the spectacle, appearing regularly to cheer for Russian athletes. His presence reinforced a message; “This is what I have done, and I’ve done it well.”

Did the protestors in Kiev understand that Putin had a bet in Sochi he couldn’t afford to lose? Did they anticipate that Russia, in the middle of pulling off this BHAG in front of the whole world, would be unable to prop up Yanukovych as it otherwise might?

The story in the Ukraine hasn’t reached its conclusion yet. It would be ironic if the biggest public relations triumph of Vladimir Putin’s career resulted in the failure of his strategic plan to reestablish the Russian Federation as  a counter balance to the European Union.

Focusing your efforts on a huge goal is exciting. When you achieve it, the satisfaction and gratification is wonderful. Everyone in your company shares in the adrenalin rush.

But sometimes the biggest impact on your business is from the things that happened while you were looking elsewhere.

My latest book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available in paperback, hardcover and Kindle. It is an ownership book, not a management book. Please click on the link above to see what business owners think of it.

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When a Salesman isn’t a Salesman

A business owner decides to beef up his company’s sales talent. He forks out a hefty salary for a “proven performer” from another industry; then…nothing.

empty suitThe salesman (or woman) is glib, professional and hard working. The owner devotes more resources to marketing and lead generation in an attempt to make good on his investment. Still no results.

Frequently, the owner assumes the blame for the shortfall. After all, the employee earned huge commissions in his previous job. He sold to CEOs, or to high net worth individuals, or products that were ten times the price of yours. Why can’t he sell your stuff?

Sales is a relative term, and sales compensation is a relative measure. I knew a former tennis pro who had made a huge salary “selling” medical devices to surgeons. When he transitioned to selling OEM hard drives, he failed miserably. He had qualified leads, and heavy marketing to support brand identity. His skill, however, was in demonstrating to the doctors how they could work faster and more profitably if they insisted the hospital pay for his devices. Faced with cost-conscious purchasing managers who perceived his product as a commodity, he was lost.

The owner of a technology company shared this with me last week. He is looking for reps to sell managed services to large corporations. There are plenty of highly compensated salespeople in the technology world. What he has found, however, is that selling networking equipment, software or telecommunications gear has little in common with “invisible” services located in the cloud.

Both examples are similar. In the first, the salesperson moved from selling to an end user who was focused on technical issues to a financial buyer. In the second the shift is from selling a known solution for a known problem to selling change that is disruptive to an entrenched infrastructure. Other than calling both jobs “selling,” they have very little in common.

The technical aspects of presenting a solution to customers are basic to all sales, but that doesn’t mean that all sales skills are transferrable. Someone who was provided with qualified leads likely lacks the training for effective cold calling. One who represented a well-known brand may not be prepared to educate buyers on a need they haven’t yet identified. Selling to large corporations is nothing like selling to small businesses.

Choosing an effective salesperson has little to do with how much he made in a previous position. Translating his or her success to your business depends on who he sold, how he sold, and what he sold. If those three factors match your sales profile, then prior successes are worth considering.

My latest book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available in paperback, hardcover and Kindle. It is an ownership book, not a management book. Please click on the link above to see what business owners think of it.

Posted in Management, Marketing and Sales | Tagged , , , , | 2 Comments

2 Responses to When a Salesman isn’t a Salesman

  1. Ray says:

    Excellent article and very true.

  2. David Basri says:

    The days of the order-taking IBM salesperson of the 1980’s are long gone. While sales people can and should be well compensated, the majority of it should never be because of a hefty salary. Sales compensation may need to take into account a spin-up period, but most of the compensation should be commission or profit sharing, not salary. Order taking can be done by computers or employees in Accounting.

    David Basri
    http://www.pointent.com

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Four Generations’ Embrace of Technology

Technology is pervasive in the workplace. That isn’t a news flash; it’s just reality. When we have an IT or Internet malfunction, my employees are probably less than 20% as effective without their computers. They will catch up on some filing, make a few copies, and then talk about whether they should just go home.

With four generations in the workplace today, how you deploy technology to employees, and how it is utilized, becomes a substantial part of planning for productivity. Each generation has a different approach, and understanding it is critical if you want them to work together as a team.

office geneerationsBefore I go further, any generational discussion is by nature broad. I know advanced-aged seniors who live on Facebook, and GenXers who can barely find an on-off switch. They are just not typical.

The Silent Generation (1925-1942) were generally too young to fight in WWII. They are also called the Traditionalists. Although in their 70’s now, many are still active in the workplace. They are technology avoiders. It isn’t intuitive to them, and they are often afraid of breaking something. In the workplace, they may argue that the old ways are the best ways. Pens and paper are their friends. Many got through that entire VCR “fad” without learning how to record, and they hope other technologies are just as transient.

The Baby Boomers (1945-1964) are technology acceptors. Many are frustrated that they barely learn how to deal with the latest release of a gadget before they have to start learning another. They can handle computers and smart phones, but typically absorb just enough to make them functional. They will cautiously take on a new technology. but only after they are sure it’s going to stay around for a while.

Generation X (1965-1980) are technology adopters. They are likely to take pride in owning new gadgets; having the latest gizmo is a status symbol. Technology has always played a central role in their offices and communications. It is a tool, and one they can’t function very well without.

Millennials (1981-2000) are technology anticipators. It  is so entwined in their daily life that they are surprised when it can’t do something. If their device lacks a capability, they hit the Internet to search for the program, app or widget that will make it possible.

Four people, one from each generation, agree to meet at a festival. The Silent Generationer insists on a setting time and place for the rendezvous. The Boomer, running a bit late, calls one of the others on her cellphone, and asks that everyone be informed about her delay. The GenXer texts the entire group every few minutes with updates on his estimated time of arrival.

The Millennial doesn’t show up at the meeting place. When he catches up with the group an hour later, he is puzzled at their irritation. After all, he tweeted his change of plans, posted a picture of what he was doing instead on Instagram, and was easily locatable via GPS. What was the problem?

Implementing a tech upgrade used to be a matter of handing out the directions. Today, managing the users has become more of a challenge than the installation. Accept that their learning curves will differ, and that for some, nothing will ever be new enough.

My latest book, Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur, is now available in paperback, hardcover and Kindle. It is an ownership book, not a management book. Please click on the link above to see what business owners think of it.

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