Career Acceleration Notes (CAN)

Comcast to buy Plaxo: Will Social Networking become "corporate?"

The Philadelphia Business Journal reported today that Comcast Interactive Media intends to buy Plaxo, the operator of an online address book and social network called Pulse.

What does this mean for those who value the social Web as a tool to:

• share ideas freely;
• build and nurture connections; and,
• experiment with innovative ideas, products, and services?

According to Ben Golub, CEO of Plaxo, here's what Comcast has in-mind:  "Comcast has an exciting vision to bring the social media experience to mainstream consumers...To help users connect with all the people they care about, across all of the devices they use, with all the media they love to consume, create, and share..."

Comcast  Comcast Interactive Media is the Internet business unit of Comcast Corporation  (NASDAQ:CMSCA,CMCSK), the nation's leading provider of cable, entertainment and communications products and services.  Comcast is principally involved in the development, management and operation of broadband cable networks and in the delivery of programming content. Some statistics about the company:

• 24.7 million cable customers
• 14.1 million high-speed Internet customers
• 5.2 million voice customers

Have you looked at your Cable-TV bill lately?  The cost of your Internet Service?  The cost of your land line or cell phone contract?  If yours is like mine, the cost has grown exponentially while the value of the service has remained fairly constant.

Now think about what you pay for social networking tools like Pulse, Facebook, LinkedIn.com, MySpace, etc?  To paraphrase George Orwell's famous line in Animal Farm, it is good and necessary for communications tools to change, but not all communications changes are good or necessary.

What do you think this acquisition will mean for users of the social Web? 

Outside the Generational Box - Strategies for Transition

In my head, I've been re-playing our Mind the Gap:Connecting the Generations presentation in Minneapolis; let's continue the conversation about the 4 generations in the workforce. I'd like to propose a new approach to career transition, one that promotes strategies to understand and transcend generation, and accepts challenges toward achievement of career success in this multi-generational workplace. 

The first strategy:  A-b-C:  Accept but Challenge

• Accept differences - We cannot adopt homogeneous personal qualities or value propositions. It is important to identify and fine-tune the presentation of our brand or unique selling point in conversation, via resume, online, etc.  Accepting differences was one of the contributions of Generation X, e.g. those who now fall roughly between the ages of 30-45. Remember the rock musical, Hair, the first Broadway show that celebrated different thinking about politics, sexuality, and race?
  
• but - As interpersonally aware people, we prefer to use the connecting word, "and." I submit that the word "but" allows all those involved in career transition to engage in a process that may include discomfort and chaos, hopefully leading to equilibrium.  (More on this adaptation of Chaos Theory in another post...)
• Challenge - This is our raison d'etre: the challenge to "be all that we can be" is what makes life exciting.  To achieve our work/life goals and succeed in a work environment in which 4+ generations work side-by-side, we must challenge ourselves to transcend the limitations of our own generational box.  Ellen Sautter, whom I met at the Career Management Alliance Conference, suggested that she is the embodiment of the trans-generation: she is a Traditionalist by birth, who recently co-authored a book that is likely to appeal to all generations, Seven Days to Online Networking.
  

We can Accept differences and search for commonalities, but we must poke ourselves, our clients, and our colleagues to accept the Challenge of a trans-generational workforce - one that takes a "so what" approach to the issue of age. 

So with AbC in mind, here's a challenge for you to chew on; your comments are encouraged:

 

How should we distinguish between personal and professional networking? Is online networking similar to meeting associates and friends at the 9th Hole? Are these online networking tools superficial and self-promotional?

• Is LinkedIn an electronic Roladex? Can it promote real relationships?
  
• Is posting to Facebook superficial or does it promote connectedness? Should "friends" be expected to cleanse their page for evaluation by employers?

Please respond to this blog, or directly to my e-mail address:  Karen@CareerAcceleration.net

Look-out Barack, John, and Hillary - your paradigm is shifting...

The daily dose of "political gotcha" reveals the soft underbelly of the paradigm shift that is occurring in the political sphere and in society.  Those born between 1965 - 1990 are known as Gen X and Gen Y, or Generation X and Millennials: most will be eligible to vote in November 2008.  If they continue to show interest in the election, it is indeed possible that young voters will pick the next president (Jean M. Twenge).  Based on an analysis of the generations in the workforce, what can the candidates learn to evaluate their appeal to the "GenMe'ers?"

Together with my colleague, Billie Sucher, I've been preparing a presentation for the Career Management Alliance later this week. If the three candidates for President of the USA were in our audience, I'd ask them to consider the following points:
Values: 

• Millennials are likely to care about green policies, volunteerism, and social entrepreneurship, an interesting juxtaposition to their need for approval and self-centeredness.  Their Gen X older brothers/sisters are more cynical about institutions and leaders; they want to be at the cutting edge, and are willing to break some rules to achieve their goals - they have been at the vanguard of the "free agent" workforce.
• It may surprise you to learn that McCain and Ron Paul - with their individualistic and libertarian messages, have been well received by younger voters, along with Barack Obama.  Hillary Clinton's promise to return to the "peace and prosperity" of the 90's, is suspect and less appealing to this  demographic.

Clashpoints:

• Traditionalists, those born before 1945, believe that things get done right through Chain of Command. Boomers agitate for Change of Command - a chance to become the leaders; Generation X prefer Self-Command - free agency, while Millennials expect NO Command - they want to collaborate. 
• Clearly John McCain represents the best of the chain of command philosophy, but respect doesn't necessarily mean support.  While Boomers may believe their efforts to change the world in the 1960's and 1970's qualifies them for acceptance by their children, the fact is, most Boomers didn't tune-in and drop-out - they tuned-out and gave-up.  Collaboration is a new style that is promoted by the Brand called Obama - whether it can withstand the politics of "gotcha" remains to be seen...

Paradigm Shift:

• The Golden Rule, that most of us accepted while growing up, calls for us to "Do unto others as you would have them do unto you."  It assumes that we are homogeneous; it is a product of the "Melting Pot." 
• The Titanium Rule, which many GenMe'ers subscribe to, calls for us to "Do unto others, keeping their preferences in-mind."  This assumes that we are diverse; it is a product of the uni-cultural or trans-cultural point of view, a perspective that is supported by the demographic changes occurring in the USA.

Mrs. Clinton, Mr. McCain, Mr. Obama - hope to meet you in Minneapolis so we can help you "Mind the Gap."

WSJ view of Second Act served-up like cold mashed potatoes

A well-meaning friend sent me today's Wall Street Journal.com article, Second Acts: Career Paths For Worn-Out Executives.  Not only does this article present an elitist view of the type of career transition available to older workers, the vignettes offered are not even newsworthy.

The article profiles senior executives who can afford to follow their avocation, like Mr. Orner (Bank Vice President to Executive Chef at a Yacht Club).  It is true that many Traditionalists and Boomers want to have another chance to give back to their communities; many are willing to sacrifice compensation to do so: this is yesterday's news.  But the profile of the Traditionalist who sacrifices by making her own copies and travel plans is demeaning.  An older worker who transitions from corporate to nonprofit must surely understand and respect the non-hierarchical and self-sufficient culture of nonprofit organizations. Indeed, the personal assistance "sacrificed" by Ms. Shillings has gone the way of the electric typewriter, even in the corporate world. It is these profiles, not the executives, who are "worn-out."

I'm disappointed that the esteemed WSJ does not look into the more urgent generational issues of the day. I'd like to read about middle-managers, professionals, technicians, and working people who have successfully transitioned from their long-standing careers. Regardless of their status on the rungs of the ladder, Boomers and Traditionalists share membership in the "Sandwich Generation." They are likely to shoulder tremendous financial and emotional responsibilities for their parents and children. Financially, they cannot afford to leave or lose their "First Act," much less take on a lower-paying "Second Act." 

The issues are vital to our economic well-being: the discussion needs to go beyond "worn-out" profiles of well-heeled people. Among other things, we need to discuss effective cross-training, an acceptance of digital natives and digital immigrants, and a campaign to promote family-friendly corporate policies.  It would be fascinating to examine the synergy that exists between the values of Milliennials, Gen X'ers and Boomers, and harness that synergy to achieve a change in social policy.

The dynamic between generations in the workplace will be discussed at the upcoming Kennedy Conference: The Annual Gathering of Career Management Professionals, in Minneapolis, MN on May 2.  Two Boomers and One Millennial will present, "Mind the Gap: Connecting the Generations."  We hope to generate some buzz about this topic among our colleagues in the careers profession.  To weigh-in before the presentation, please comment here...  Look for blog posts from the Conference...

Can Facebook grow-up without going to jail?

All things Considered, NPR's afternoon news show, featured this story today, April 7, 2008:

"Police in East Lansing, Mich., used tear gas to disperse thousands of out-of-hand partygoers near the Michigan State University campus at an event promoted as Cedar Fest on Facebook. Police are trying to determine whether the Facebook party organizers can be held accountable."

How does this news jive with the advice of business bloggers like Bob Gourley, who recently suggested that Executives should use LinkedIn and Facebook?

What will this mean for the cohort of professionals who are streaming over to the interactive Facebook from more static networking forums, like LinkedIn.com? 

Are the Facebook "natives" happy about the migration of more professional "immigrants" to the site that has been a place to plan parties, "poke" friends, and check-out fun connections? 

Should Facebook friends feel compelled to clean-up their profiles so recruiters and other professionals can use this tool as yet another way to vet candidates?   Should professionals be like rain, and go away....?

Will law enforcement authorities be able to hold Facebook members liable for the collateral damage and consequences of postings initiated through the social networking site?  Will Facebook's digital fingerprint and YouTube's video record of the event put the kibosh on the partying?  Will Facebook be able to "grow-up" without going to jail?   

IBM + Treasury Department partnership builds corporate brand

The FedExperience Transitions to Government mentioned  previously on this blog is still grabbing media attention: recently discussed on NPR's Morning Edition, and referenced in several posts from the recruiter world. While career professionals frequently discuss personal branding in reference to candidates, the topic spirals back to the origin of the branding discussion - to corporations and the "brand management."

IBM generates good will from people who start a fulfilling career in teaching or government, said Stan Litow, a former deputy chancellor for New York City schools. "It will improve people’s view of the brand," he said. "It is good business to operate this way." The way IBM operates on a daily basis—stressing collaboration internally and with suppliers in a $48 billion procurement system—makes its 350,000 employees a good source of talent for government, Litow said.

Challenges in luring people from the private sector to the government include a lack of knowledge about federal openings and a bureaucratic hiring process. Similarly, those who have dedicated many years to military or government service are frequently at a loss for translating their experience into the personal qualities and abilities that convey value to private employers. Transparency in the private and governmental processes will allow both sectors to attract talent in today's "talent war."

In the interest of our shared success, please share stories of your successes and frustrations in transition - others will benefit from your experience and ideas.  Thanks!

Philadelphia Boomers: trying-out for a Second Act

Athena D. Merritt's recent article in the Philadelphia Business Journal alerted me to an interesting partnership between IBM Corp. and the U.S. Department of Treasury: The FedExperience Transitions to Government program. 

Designed to serve as a model for other companies and federal departments and agencies, IBM will match its experienced workers who are leaving voluntarily with some of the 162,000 federal jobs that are expected to become open in 2008. This scenario looks like a variation on the familiar saying, “when a door closes, a window opens.” The retirement of fellow Boomers and new vacancies will create opportunities for those who are leaving private sector jobs, but not yet ready for the golf course…

As of January 25th, there were 642 federal job vacancies in the Philadelphia area. The Federal government offers a broad range of opportunities for experienced workers, and the government is becoming a more flexible employer: check-out the opportunities at USA Jobs®. Those considering government employment might also consider nearby state capitols: Harrisburg, PA, Trenton, NJ and Dover, DE. 

Many BabyBoomers expect to face age discrimination in their quest for their next job, especially in the corporate arena.  Consider that state and federal governments are likely to be among the most non-discriminatory of employers (Federal law prohibits discrimination based on race, gender, national origin, religion, and age; local statutes may extend protection based on other factors not related to job performance.)

Candidates whose experience has been in the private sector may find the federal and state application process to be daunting: candidates must express their value via Knowledge - Skills - Abilities (KSAs). A career professional can guide you through this process; it is similar to other assessments that are part of the “tool bag” of career strategists. Links to information about this process are available through the United States Department of Labor, Employment and Training Administration.

 

Women are soldiers in the Talent War - "On-Ramping" on Wall St.

BusinessWeek Online recently reprinted a post from Winning the Talent War: the topic is one of the most compelling for our society. Ostensibly this issue relates to women, but it is reflective of the major cultural changes that are affecting women and men of all generations. The topic is "On-Ramping," the process of re-entering the workforce after taking a career break, frequently to focus attention on the care of a family member.

The preponderance of educated women who choose to leave or interrupt their careers to care for children or parents has caused corporate America to incorporate some flexibility in what has otherwise been a rigid career path. A substantial minority (37%) of highly qualified women off-ramp - that is, they voluntarily leave their careers for a period of time. According to the Center for Work-Life Policy, most highly qualified women who are currently off-ramped (93%) want to return to their careers, but the path to return is frequently blocked by a "maternal wall." The cost of educating and training these women and men, only to lose them at the height of their productivity, has caused firms like Lehman Bros., Goldman Sachs, and UBS to endorse programs and policies that scale the maternal wall.

Women have made it acceptable for their male counterparts to expect that employers re-evaluate the 24/7 expectations of successful professionals and executives. For highly qualified men, off-ramping seems to be about strategic repositioning in their careers -- a different spin on the predominant concerns of women.  Maggie Jackson asks an excellent cross-gender question in her piece in the Boston Globe (Jan.13, 2008), 'On-ramping'  not just for women anymore: "Is it too much to ask to have a society that values taking time off sometimes to care for others?"

Elite universities and Wall Street firms want to be at the forefront of the war for talent. You can be sure that on-ramping is becoming mainstream when the University of Pennsylvania, Dartmouth, and Harvard create programs to facilitate it. Check-out YourOnRamp, an online resource to help professional women manage their career. The site is sponsored by the Harvard Business School Executive Education program; it provides women with a targeted job board, network and career resources.

The costs associated with litigation surrounding family responsibilities discrimination (frd) and a generational demand for work/life balance is the call to battle; how nice that this war is likely to result in a win-win for families and corporations.

The Future of Work: read a special double issue from Business Week

A must-read for all the generations in the workplace: Millennials, GenY, GenX, Boomers...

Business Week recently published a double issue that is a "must read" for those interested in the 21st C. workplace.  The Future of Work:  how we will master technology, manage companies, and build careers in the era of the global, 24-7 workplace offers facts and conclusions based on a summer 2007 survey of 2000 American middle managers.  Some random points of interest: 

• The modern workplace resembles a design studio, where core values are collaboration and innovation
• More than 1 in 4 workers age 55 and older say they never expect to retire; only 1 in 10 under age 30 say the same thing.
• Job satisfaction in the U.S. has fallen by 12 percentage points in the last decade - a record low.
• Multinational companies are having trouble getting people to work well together:  e-mail and telecommunications are expedient, but complex teams are more productive through face time.
• Dow Chemical is one of the companies trying to stave off a brain drain created by the expected retirement of 30% of its workforce over the next 5 years.  Dow is offering flexible hours, three-day workweeks, and an open door to retirees who want to return to the workplace. 
• India is trying to keep its talent in-country.  Accenture Ltd. assigns a career counselor to each employee and offers continuing education through a range of 10,000 courses.  Message for workers on all continents: Continuing Education is a key to success in the workplace of the future.
• Sustainable careers are those that involve deep relationships with customers and extensive knowledge of market conditions - another boon for Boomers...

This issue includes a piece by Diane Brady called, Creating Brand You.  The author identifies Estee Lauder as an employer offering personal branding training as a means to strengthen employee loyalty and engagement.  The author claims that Generation X types are more skeptical of the value of branding than are the Boomers and younger Gen Y'ers.  She reminds readers of all generations that "your co-workers aren't just your colleagues.  They're your audience."

Those interested in achieving change in the 21st C. workplace should check-out this issue -  we can discuss and debate the issues raised for weeks.  Looking for your comments and reactions on this blog; your participation will make this a place for an exchange of ideas between people with shared interests!

Posted by Karen P. Katz

Business Week recently published a double issue that is a "must read" for those interested in the 21st C. workplace.  The Future of Work:  how we will master technology, manage companies, and build careers in the era of the global, 24-7 workplace offers facts and conclusions based on a summer 2007 survey of 2000 American middle managers.  Some random points of interest: 

• The modern workplace resembles a design studio, where core values are collaboration and innovation
• More than 1 in 4 workers age 55 and older say they never expect to retire; only 1 in 10 under age 30 say the same thing.
• Job satisfaction in the U.S. has fallen by 12 percentage points in the last decade - a record low.
• Multinational companies are having trouble getting people to work well together:  e-mail and telecommunications are expedient, but complex teams are more productive through face time.
• Dow Chemical is one of the companies trying to stave off a brain drain created by the expected retirement of 30% of its workforce over the next 5 years.  Dow is offering flexible hours, three-day workweeks, and an open door to retirees who want to return to the workplace. 
• India is trying to keep its talent in-country.  Accenture Ltd. assigns a career counselor to each employee and offers continuing education through a range of 10,000 courses.  Message for workers on all continents: Continuing Education is a key to success in the workplace of the future.
• Sustainable careers are those that involve deep relationships with customers and extensive knowledge of market conditions - another boon for Boomers...

This issue includes a piece by Diane Brady called, Creating Brand You.  The author identifies Estee Lauder as an employer offering personal branding training as a means to strengthen employee loyalty and engagement.  The author claims that Generation X types are more skeptical of the value of branding than are the Boomers and younger Gen Y'ers.  She reminds readers of all generations that "your co-workers aren't just your colleagues.  They're your audience."

Those interested in achieving change in the 21st C. workplace should check-out this issue -  we can discuss and debate the issues raised for weeks.  Looking for your comments and reactions on this blog; your participation will make this a place for an exchange of ideas between people with shared interests!

Posted by Karen P. Katz