If you hate your job, do you toss yourself out of a window? Or plunge a knife into your chest in a meeting?
Um, hopefully not.
But that’s been happening in Europe at companies like France Telecom, Renault, and Peugeot, according a recent Economist magazine article. This is not good. It’s very, very bad. And the problem is not just confined to Europe. That same article goes on to cite two sets of findings that highlight a similar dissatisfaction with work in the U.S.
“A survey by the Centre for Work-Life Policy, an American consultancy, found that between June 2007 and December 2008 the proportion of employees who professed loyalty to their employers slumped from 95% to 39%; the number voicing trust in them fell from 79% to 22%.”
“A more recent survey by DDI, another American consultancy, found that more than half of respondents described their job as “stagnant”, meaning that they had nothing interesting to do and little hope of promotion. Half of these “stagnators” planned to look for another job as soon as the economy improved.”
My own opinion is that it’s not just the current economic climate that’s been creating this intense dissatisfaction with work. The problem of employee frustration has been mushrooming over time. Since at least 1994, when I took a class with Professor Homa Bahrami at the Haas School of Business, which was then entitled “Managing Knowledge Professionals.” Even then, we were talking about the ultra-mobility of the workforce, and the writing was on the proverbial wall, making it all-too-clear that employment was becoming more and more tenuous.
And now, those who survive layoffs have at least two issues to contend with: (1) constant fears of losing their jobs and (2) the added burden of taking on the work of their former colleagues. From what I hear from clients and other career coaches is that the stress level in companies is boiling out of control.
If you’re an employee, your company asks you to be very loyal. And yet employers are creating less and less certainty about employment contracts. Work becomes psychologically taxing if you don’t know how long you’ll be in the game. How do you decide where to live? Or what purchases to make, if your income could be pulled in an instant?
It appears that companies are going even more in the direction of temporarily contracting employees. That’s more and more the case for C-level executives. Business Week reports that to avoid making bad hiring decisions, companies are turning to tryouts of a few weeks to a few months. I’d heard about this trend just a few weeks ago, when I was on a panel at the Haas School of Business with Lauren Doliva, who is one of the world’s leading recruiters, with Heidrick & Struggles.
What is the answer? More and more, it is to rely on yourself, and create and share your own assets, and build your own network, so you’re “ultra portable.” So, how do you do that?
(1) Rely on yourself: This is mental shift. It’s all-too-easy to become reliant on companies, especially when they offer attractive perks, like gourmet meals and on-site mega workout facilities. But really, you need to see yourself as moveable, changeable, adaptable to new environments. Value yourself for your own skills, not just for the brand-name of your current company.
(2) Create your own assets: Right now, it’s more important than ever to create a distinguishable skill-set. In other words, this is a terrible time to be a generalist, and especially a general manager. Be a problem solver. Be crystal clear about what pains you help to ease, what emergencies you clean up, and find the organizations facing those issues. For example, while you might call yourself a finance manager, if you describe what you do as watching the bottom line and knowing how to increase revenues and decrease costs, you’ll have more ears tuning in to you. Those assets ought to include knowledge capital that you’ve accumulated, based on your experiences and research (formal and informal).
(3) Share your assets. Once you’ve built up some expertise in an area (give yourself credit for what you DO know), it’s important to share your perspectives. That’s easy enough to do in a blog, but you’ll want to share your ideas with people who can decide to hire you, so be sure to get out to industry meetings and offer to speak on topics where you have knowledge.
(4) Cultivate your network: No longer can you rely on your company to take care of you for the long run. That contract’s been gone for many years. But you could be let go in an instant. So, in addition to networking within your company, be sure to meet people in your industry and your functional area. Joining and participating in groups on LinkedIn is one way to do this. Another is to attend industry conferences and professional associations. You might even be amazed that Meetup.com can connect you with interesting professionals at interesting events.
It’s also a great idea to talk to your friends who are contractors and consultants, because you’re likely to become one — eventually. Ask them how they built and promoted their expertise. Discover how they get their gigs. Find out how they deal with uneven income streams.
You may also find that people who contract and consult actually like their work better, because they have greater creativity, freedom, and mobility.
What are YOU doing to create work that truly fits for you?
Susan
Dr. Susan Bernstein
Life/Work Transition Expert
www.WorkFromWithin.com
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