The Federal Reserve's fight to bring inflation under control will likely result in a higher unemployment rate, but there is some disagreement among economists as to how high the rate will go. Unemployment is likely to rise from 3.6% in June to 4.3% at the end of 2023, according to a survey by The Wall Street Journal, although some economists say much higher unemployment may be required to accomplish the Fed's mission. Full Story: The Wall Street Journal (7/31)
Recruiting & Retention
House bill would define legal status for gig workers Under a bill introduced in the House, gig workers would be categorized under a new classification that would guarantee certain rights -- including nonharassment and nonretaliation -- but that would not subject them to the minimum wage and certain other rules for employees. "The bipartisan Worker Flexibility and Choice Act is important to ensure that our gig economy has the room and resources to expand," said Rep. Henry Cuellar, D-Texas. Full Story: MarketWatch (tiered subscription model) (7/30)
Work, exercise safely in the summer heat Extremely hot weather can contribute to heatstroke, heart events and infections, so people who engage in physical exertion outdoors should take precautions to acclimate the body to high temperatures. Experts advise workers to gradually increase the number of hours spent outside, and those who exercise outdoors should start with a 30-minute morning walk and work up to more strenuous activity. Full Story: Fort Worth Star-Telegram (Texas) (7/29)
Benefits & Compensation
Private-sector wages, benefits rose 1.6% in Q2 Wages and benefits for private-sector employees rose 1.6% in the second quarter, an increase from the 1.3% growth rate in the first quarter, according to the Labor Department. "Competition for workers remains fierce as employers have to keep bidding up wages for new hires," says Nick Bunker, economic research director at Indeed. Full Story: CNBC (7/29),The Wall Street Journal (7/29)
The HR Leader
3 ways to transform managers into coaches Redefining the manager role from one of overseer to one of a coach and mentor who works to remove barriers for their employees so they can succeed is necessary if companies are to grow and innovate, writes Art Petty. Petty offers three ideas to make this transformation, including developing a pipeline of future leaders and training them to offer the support their reports will need. Full Story: SmartBrief/Leadership (7/29)
“Mom, I do not want to be a manager. No way. What a headache,” Kiaha said to me one day recently when we were talking about his job. His company was recently acquired, and I was talking to him about what would likely happen next and what opportunities could be available in the future. “Son, that’s your choice, of course, but I’m telling you now that leadership is going to try and tap you for a higher position,” I said. “You have exactly the right attitude for management.” “Thanks, Mom,” he said in that dismissive tone he uses when he thinks I’m just flinging compliments at him. “Kiahapua, no. I’m not bloating your ego. This isn’t an AYSO ‘attaboy.’ You have a skill set that makes you an ideal candidate for management.” I told him. Kiaha spent his high school and college years as the de facto IT desk for his grandmother, her sisters and a few uncles, for their phones and computers. The calls were frequent. The problems weren’t complex but walking them through the steps of the solution required enormous patience and excellent communication skills. He had to really understand each person, how he or she thought and then talk with them in the style that he knew would be effective. And do it with respect and courtesy. “Grandma, that’s not a Hershey’s Kiss emoji. Yes, I know it kinda looks like that, but that’s not what it is. It’s a poo emoji. No, Grandma, I’m serious -- I’m not being funny. I just don’t want you sending something thinking it’s one thing when it’s not. You’re welcome. I love you, too.” It would be easy to see only the humor in this situation, but I caught something different. Kiaha wanted to change a behavior. He didn’t just want to solve an IT problem -- he wanted his grandmother and aunties and uncles to be better technology users. I doubt he realized that’s what he was doing, but I knew it, from listening to his conversations. He was courteous and patient and intentional with his communication. And as he got into his career, and I saw him apply this same method to his clients, I knew he would make an excellent manager one day. In today's HR Leader story, Art Petty talks about the need for a new model of management that emphasizes mentoring and support, as opposed to supervising. “The successful individuals I encounter in managerial roles do something different than supervise. They’re not in place to be in charge. Instead, their daily work ranges from coaching to clarifying, guiding, teaching, helping and cheerleading. All these nonsupervisory activities are vital to building groups of engaged, motivated contributors.” He’s 100% right. Effective managers come alongside their team members, taking the time to really know them and providing support that is useful to that person. And when they do that, they help boost engagement and quality of work for that person. How can I serve you better with this brief? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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