S.D. city considers workforce housing development | How P&G, Nestle strive to maintain a stable workforce | Learn out-of-this-world leadership skills from astronauts
Officials in North Sioux City, S.D., are considering a proposal to construct a Union County neighborhood featuring 136 residential units where home prices would be tied to the local median income. Ninety-three percent of North Sioux City workers commute across state lines because of a need for more affordable housing in the area.
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Procter & Gamble and Nestle prioritize career development to boost employee retention with P&G encouraging staff to "have several careers within a career," said Bala Purushothaman, P&G's chief HR officer, while Nestle has also rolled out personalized benefits that support "physical health and mental and emotional well-being," said David Tredo, Nestle North America's vice president of strategic initiatives & integrated talent.
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Some hotels are having difficulty hiring enough staff, even at higher compensation levels, although room rates were near all-time highs during the winter. The American Hotel & Lodging Association estimates that hotels will pay workers $123 billion this year, a 20% increase compared with 2019. Analysts at the investment bank Truist say that key issues for hotels this year will include rising wages and labor shortages.
February, designated as National Career and Technical Education Month, emphasizes the need to reevaluate the traditional college-for-all model, writes Bruno Manno, senior adviser for the Walton Family Foundation's K-12 program. In this commentary, Manno writes that with changing perceptions on the value of a college degree and a growing preference for practical skills, CTE is a crucial pathway, integrating technical training and academic coursework to prepare young people for high-wage, in-demand careers.
Get started on a diversity hiring strategy by collecting and analyzing workforce demographics, identifying areas of improvement and setting goals, but don't let fears about making mistakes hold up the program, says Tomorrow Health's former chief people officer Anna Lenhardt, who recommends tracking progress and seeking employee feedback after launching a hiring strategy. "I think that's the work you have to continue to lean into ... by listening, taking feedback, and figuring out how to create the right space for not just a diverse population, but one where everyone feels they truly are included and belong in that environment," Lenhardt says.
It’s getting harder to retain employees today. Pool tables and after work happy hour events aren’t enough anymore. Keeping good talent calls for creativity and a true desire to please your people.
Some companies are doing it well, as we see in our Recruitment & Retention story today. I like how Nestle’s internal talent marketplace platform lets employees network and explore opportunities. Offerings like this demonstrate that the company is invested in keeping their people. It lets workers know they aren’t stuck where they are -- it says they have options.
Another example -- not from the story -- comes from Proctor & Gamble. My friend Marc has worked there more than 25 years. He spent the first half of his career working at the company’s manufacturing facility in southern California. He was part of the factory workforce and made good money, but wanted a change.
A position opened up in P&G’s marketing department, doing merchandising for the beauty line. The job was based in New York. Marc did not have a degree or relevant experience, but he knew he could do the job. His manager also believed in him; he vouched for Marc’s work ethic and his ability to learn the role and succeed.
He got the job. Marc moved his family to New York and they began an exciting adventure. Marc blossomed in his new role. He had fresh energy and enjoyed the learning process. And since he had history with the company, he understood the culture and internal operational systems. This helped ease integration into the team and new responsibilities.
Today’s workforce wants options. Even if people love what they’re doing, they like knowing that their company is giving them room and resources to grow. I get it.
Are you experimenting with your retention strategies? Or sticking with the tried-and-true? What’s working? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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