How economic upheaval could affect unionization efforts | Why you should think outside the box when hiring | Strategies for building stronger negotiation skills
Protestors rally against perceived union busting tactics outside a Great Neck, N.Y., Starbucks. (Newsday LLC/Getty Images)
Union petitions from Oct. 1, 2021, through June 30 were higher than during the prior-year period, the National Labor Relations Board says. However, potential economic trouble ahead -- and the possibility of shifts in the labor market -- could discourage unionization efforts.
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The pandemic has created new constraints with hiring, writes Base Beauty Creative Agency founder Jodi Katz, which means being more receptive with hiring someone outside of an industry. "I encourage my fellow business owners to keep an open mind and take a chance on someone outside of your industry," Katz writes.
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Research shows that although people tend to avoid what's most difficult in life, folks also conversely are drawn to cognitive and physical tasks that push limits, writes Richard Sima. One study reveals that it's not necessarily the reward or end result that is most valued, but the effort it took to get there -- a finding that employers can use to change the way they reward staffers.
A Morgan Stanley At Work survey showed that 84% of workers said their employers should do more to help them weather financial challenges, and 90% of employees as well as 96% of HR managers said the reevaluation of company benefits should be a priority. Some HR professionals noted that they are working on providing related benefits such as access to a financial adviser.
A great leadership career is forged in those moments when you consider the needs of others, identify your style and stand up for your convictions, writes Art Petty. "It's frightening to take a stand, but if you compromise, you will be failing yourself, those who depend upon you and everyone who has inspired you to be a good person and leader," Petty writes.
It was July 2018. I was in Washington, D.C., for some meetings and training. The woman who had been my boss had given her notice a few weeks earlier. She had given birth to her first child and decided not to return from maternity leave. Her position was now open and the company was recruiting for her replacement.
After work, two fellow editors and I grabbed an Uber and headed down toward National’s stadium. The company was hosting a dinner cruise. Traffic was heavy and we were almost late, so we asked the Uber driver to drop us off at the top of the block and we would walk the rest of the way.
As we were sprinting through the final crosswalk, one of the editors, Morgan*, asked me if I had applied for the director’s role. I said I hadn’t.
“I figured they’d offer it to me if they thought I was ready for it,” I said, shrugging.
Morgan came to a dead stop in the middle of the cross. She gripped my arm and spun me around.
“That’s not how they do this!” she said, breathlessly, her eyes wide but sharp. She explained quickly -- as we resumed running toward the boat -- that the company doesn’t just promote folks to open roles.
“You have to apply,” she said, as we skidded the final steps to the boat and checked in. “You can apply for any open role, but you have to apply. You need to apply! You should be the next director for the education group!”
I couldn’t get Morgan’s words out of my head as the boat made its way down the river. I had never seen myself in a senior editor role but the more I considered it, the more I wanted it. I dearly loved the team I was on. They were smart and talented and focused. I loved the market we served. I felt strongly that the content we produced helped educators do their work. And I helped launch two new products; I was getting the hang of the product development and enjoying it. By the time we got back to the dock, I’d made up my mind.
“I’m going to go for it,” I whispered to Morgan as we disembarked. I decided to skip the after party and head back to my hotel to work on my resume.
But I had one last call to make. “Hey Dad,” I said slowly as my father answered his phone.
“What’s up?” he said, brusquely. “I’m boarding a plane to Oahu.”
I quickly explained what I was doing and asked his thoughts about me pursuing this role. His tone was softer when he answered me.
“Kid," he said firmly, "you've been ready for this. Imua. Let me know how it goes.”
Art Petty talks about the moments that define your trajectory as a leader in today’s HR Leader story. That summer evening in Washington, D.C., was my “decision to lead” moment. It was unplanned, but I’m glad I pursued it. It’s kicked my tail and pushed me into new experiences that brought growth.
I'm far from great. But, given the team I have -- some of the sharpest professionals I’ve ever known -- I think I have a shot at getting there. I learn from them constantly. They are, hands down, the best benefit of that “decision to lead” moment.
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*Name changed to preserve privacy.
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