Interstate Bakeries
Headquarters moving from Kansas City to Dallas. 20 Jobs over next several months
Conoco Phillips
Moving operations from Ponca City to Houston and Bartlesville, OK. 750 jobs over the next two years.
Thursday, February 19, 2009
Tuesday, February 17, 2009
Changing Times
This post is a relatively long one but we felt that the items were worth your reading.
Changing Face of Relocation
A little discussed part of the stimulus package is the fact that if you have an position the law requires you to look to the unemployed workforce rather than immediately going to H-1B visa holders.
We are all part of the HR Field, in some way or another
I received an email this morning from one of the groups that I am a member of, and one of thier members (Anand Khare (anand.khare@gmail.com)) posted the following item which I thought might be of interest to all of you:
by Matthew D. Breitfelder and Daisy Wademan Dowling
Two recent Harvard MBAs who chose human resources as a career explain
why it's the next big thing. Read the Executive Summary
We have embarked on a career path that others don't quite understand.
When we chat about our jobs with Harvard Business School classmates,
six years after graduation, they often smile bemusedly and nearly
always ask the same question: "You're doing what?" Both of us are in
the field of human capital management, helping major companies select,
retain, and groom their cadre of rising stars. Translation: We work in
HR.
A career in human resources isn't the typical destination of a Harvard
MBA. We're supposed to be employed as strategy consultants or
investment bankers or, in the true spirit of the degree, general
managers. We once had jobs like those, but we don't now, and we know
what our classmates are thinking: "It's a work/life balance thing."
"They don't have the stomach for 'real' business." "If you can't do,
teach." And, of course, our favorite: "If they're so interested in
helping people, why don't they just go into social work?" Well, the
answer is simple—and we relish providing it. HR today sits smack-dab
in the middle of the most compelling competitive battleground in
business, where companies deploy and fight over that most valuable of
resources—workforce talent.
Don't laugh. We share your healthy skepticism. We, too, have become a
bit cynical hearing companies grandly proclaim, "People are our
greatest asset!" only to watch most of them show little true
commitment to developing and leveraging those people's abilities. We
are also aware of the less-than-flattering stereotypes of HR
professionals—you know, "administriviators"—and of the reality that
many traditional HR activities, such as benefits management, are
increasingly being outsourced.
But the staggering cost of finding and hiring top talent today—not to
mention the millions of dollars' worth of productivity that can be
left unrealized when a company's employees aren't engaged with their
jobs—highlights the need to devote more time and resources to
developing and managing this greatest asset. The stakes are becoming
ever higher as the human-capital-intensive services sector continues
to grow; as workers' mobility increases and moving laterally becomes
more attractive to some people than moving up; as baby boomers vacate
their corner offices, decreasing the supply of experienced managers;
and as the Millennial generation brings new expectations to the
workplace. In short, the long-held notion that HR would become a truly
strategic function is finally being realized.
We have therefore been puzzled that although almost every successful
CEO who visited our business school classes declared the importance of
attracting and developing talent—and many said that the 10% to 20% of
their time spent on this was the most rewarding part of their jobs—we
heard little about how to actually do it in practice.
Things are changing, though. As talent management becomes a
make-or-break corporate competency, the HR function is responding with
a shift from managing the monetary levers of human
resources—compensation, benefits, and other expenses—to increasing the
asset value of human capital, as measured by intangibles such as
employee engagement. A new kind of HR professional is emerging to
manage this transformed function, someone who deeply understands not
only talent-management processes but also an organization's strategy
and business model—someone who is responsible for, say, hiring and
training marketing managers but who also knows how to put together an
effective marketing plan.
Relocation is HR. Relocation is the key to being competitive.
Changing Face of Relocation
A little discussed part of the stimulus package is the fact that if you have an position the law requires you to look to the unemployed workforce rather than immediately going to H-1B visa holders.
We are all part of the HR Field, in some way or another
I received an email this morning from one of the groups that I am a member of, and one of thier members (Anand Khare (anand.khare@gmail.com)) posted the following item which I thought might be of interest to all of you:
by Matthew D. Breitfelder and Daisy Wademan Dowling
Two recent Harvard MBAs who chose human resources as a career explain
why it's the next big thing. Read the Executive Summary
We have embarked on a career path that others don't quite understand.
When we chat about our jobs with Harvard Business School classmates,
six years after graduation, they often smile bemusedly and nearly
always ask the same question: "You're doing what?" Both of us are in
the field of human capital management, helping major companies select,
retain, and groom their cadre of rising stars. Translation: We work in
HR.
A career in human resources isn't the typical destination of a Harvard
MBA. We're supposed to be employed as strategy consultants or
investment bankers or, in the true spirit of the degree, general
managers. We once had jobs like those, but we don't now, and we know
what our classmates are thinking: "It's a work/life balance thing."
"They don't have the stomach for 'real' business." "If you can't do,
teach." And, of course, our favorite: "If they're so interested in
helping people, why don't they just go into social work?" Well, the
answer is simple—and we relish providing it. HR today sits smack-dab
in the middle of the most compelling competitive battleground in
business, where companies deploy and fight over that most valuable of
resources—workforce talent.
Don't laugh. We share your healthy skepticism. We, too, have become a
bit cynical hearing companies grandly proclaim, "People are our
greatest asset!" only to watch most of them show little true
commitment to developing and leveraging those people's abilities. We
are also aware of the less-than-flattering stereotypes of HR
professionals—you know, "administriviators"—and of the reality that
many traditional HR activities, such as benefits management, are
increasingly being outsourced.
But the staggering cost of finding and hiring top talent today—not to
mention the millions of dollars' worth of productivity that can be
left unrealized when a company's employees aren't engaged with their
jobs—highlights the need to devote more time and resources to
developing and managing this greatest asset. The stakes are becoming
ever higher as the human-capital-intensive services sector continues
to grow; as workers' mobility increases and moving laterally becomes
more attractive to some people than moving up; as baby boomers vacate
their corner offices, decreasing the supply of experienced managers;
and as the Millennial generation brings new expectations to the
workplace. In short, the long-held notion that HR would become a truly
strategic function is finally being realized.
We have therefore been puzzled that although almost every successful
CEO who visited our business school classes declared the importance of
attracting and developing talent—and many said that the 10% to 20% of
their time spent on this was the most rewarding part of their jobs—we
heard little about how to actually do it in practice.
Things are changing, though. As talent management becomes a
make-or-break corporate competency, the HR function is responding with
a shift from managing the monetary levers of human
resources—compensation, benefits, and other expenses—to increasing the
asset value of human capital, as measured by intangibles such as
employee engagement. A new kind of HR professional is emerging to
manage this transformed function, someone who deeply understands not
only talent-management processes but also an organization's strategy
and business model—someone who is responsible for, say, hiring and
training marketing managers but who also knows how to put together an
effective marketing plan.
Relocation is HR. Relocation is the key to being competitive.
Friday, February 13, 2009
Challenging Times, Great Hints
For over seven years this newsletter/blog has been centered around strategies that will assist you in developing your relocation business. We are in the middle of a major economic crisis which affects each and every one of us in some fashion. I recently came across an excellent blog from a colleague on LinkedIn and thought it might be of assistance to all of the readership. So Verbatim here are the thoughts of Terry Bean (tbean@networkedinc.com):
Now, more than ever, we need to get in the mindset of helping one another. We are in a situation where more and more people are looking for new opportunities. Many of them have no choice but to do so. It is for them, and the rest of us who may someday be in that spot that I share these guidelines on how to effectively network to find a job. Hopefully this information reaches you in time.
1. Be clear on what sort of position you want.
In an ideal world, people are going to ask you: “What sort of job are you seeking”? DO NOT blow this incredible opportunity by not having a well thought out, concise and specific answer. The answer “I am not sure” or “this is a great time to reinvent myself” will not help you find your dream job. If you have always wanted to work at a specific industry, type of position or even a specific company, let us know. It’s amazing how connected many of us are. Unless you tell us specifically how we can help you, we can’t.
2. Networking is as much about the other person as it is about you.
I’m a big proponent of the idea that “Networking has to start with an expressed need” and you needing a job is definitely a need. But, you need to consider that you are asking others for help. And while there will be many people who are ready, willing and hopefully able to help, you are better served to see how you may be able to help them. The big challenge in networking for a job is you are in “take” mode. Networking really is about giving. While you are giving people the opportunity to help, that is not a gift that you want to give too often.
3. Regardless of your employment situation you have value to offer.
Just because you no longer have a job doesn’t mean you no longer have access to a lot of resources. Don’t make the mistake of forgetting to stay in touch with the people in your lives. You never know when these folks may be able to serve as a reference or a connector for you. Think of all of the people in your life: Family, friends, Work colleagues, Schoolmates, the people you know from your religious group, the folks at the stores you frequent, the pta, team mates and the list goes on. All of these people can be a resource to others in your network.
4. Start with what you can do for them and let others ask what they can do for you.
When you ask how you may be able to help someone make their day great, they will likely ask how they can help you. Let them know that you are seeking a new opportunity and could use their help meeting X. If you are genuine, helpful and competent, they should be happy to make the introduction for you.
5. Use the online tools that are there to help you.
The web has made the job search way easier, but also more accessible to the masses. We used to live in a world that was based on “Who you know”. Now we have to be on the lookout for “Who we can find”. Sure there are tons of job boards out there, but those aren’t the tools of which I speak (a special shout out to www.jibberjobber.com, you should use this to manage your search). The tools I suggest you use are of the social networking variety. Are you using Linkedin, Facebook and Twitter for your search? You should be. These tools can help you find the people with whom you need to connect and which of your connections are connected to them.
6. You need to leverage the relationships you have to create the relationships you need.
You know what you want and who you need to connect with to make it happen, right? Great. Now use those relationships you have to do so. Whether you use an online site, an e-mail or the telephone, ask these people to make an introduction for you. The most powerful type is when the three of you can get together for food, drink or chit chat. A second place strategy would be if they can set a meeting for you. Last, and certainly better than nothing, is if they will get permission from their contact for you to communicate with them. Any of these three are more powerful than “yeah, go ahead and use my name”.
7. Now is the time when you really need to be ok asking for help.
This isn’t the time to be shy. You can’t afford it. Don’t worry about seeming “weak” or less of a person because you need help. The reality is it’s a really big world and you are but one person. You need all the help you can get and the best way to get it is to ask for it.
8. Have an electronic copy of your resume at the ready.
This is an entry from my friend Dean La Douceur. It’s important to not only have your resume done, but done in a fashion that is easy to share. Sure it’s great to be able to hand someone a copy, but it’s even better to have it in a format that they can easily forward it along.
9. Build your network before you need your network.
“I need a job” isn’t the first thing your network should be hearing from you. Ideally you will have been nurturing (read: giving to) your network long before you start asking for things from it. You already have a network in place whether you think it’s formal or not (see point # 3). It is never too late to organize your network into a usable fashion.
10. Have a support group with whom you can share.
Find others who are in a similar boat and be there for each other. There are lots of great people who are also looking for work. Find those who are seeking similar types of opportunities and share the ones you come across. It may seem like you are creating competition, but you are also multiplying your efforts. These are the folks who know exactly what you’re going through and can be there to support you as you support them.
11. Remember to say thanks.
This last piece should go without saying, but my friend Mike Ingberg said this is very important, and I agree. If someone takes the time to speak with you, you should take the time to thank them. Write (notice I didn’t say type) a thank you note. Send it to them. This small act will go a long way as to showing what type of person you are.
A mutual friend of Terry and mine added #12 - Write it All Down
Monday, February 09, 2009
Signs of the Times
New Twist on Human Capital Planning
IBM has offered it's employees a choice - be laid off or move to Developing Countries like India, China, Brazil, Mexico, Czech Republic, Russia etc. and is limited to satisfactory employees who are willing to work under local terms and conditions.
Corporate Relocation Announced
Limco-Airepair moving it's operations from Tulsa, OK to Kernersville, NC. Relocation will take place by the end of June 2009 and result in a 12% reduction in workforce levels.
Corporate Relocation Announced
Limco-Airepair moving it's operations from Tulsa, OK to Kernersville, NC. Relocation will take place by the end of June 2009 and result in a 12% reduction in workforce levels.
Thursday, February 05, 2009
It's Final, Maybe
It appears as though Hilton Corporation has decided to move their headquarters to Alexandria, Virginia creating 300 positions over the next three years
Stranger than Fiction
An Austrian company has reviewed their employee ranks and found that the most productive employees were born in the periods running from December 22-February 18, March 21-May 20 and July 23- August 22. Dates sound familiar? They represent those who were born under the astrological signs of Capricorn, Taurus, Aquarius, Aries and Leo. According to the Insurance company they are looking for 20 part time positions in sales and management. Only requirement is that they must be born within these signs. Supposedly because it covers all types of applicants it is not discriminatory in nature.
Stranger than Fiction
An Austrian company has reviewed their employee ranks and found that the most productive employees were born in the periods running from December 22-February 18, March 21-May 20 and July 23- August 22. Dates sound familiar? They represent those who were born under the astrological signs of Capricorn, Taurus, Aquarius, Aries and Leo. According to the Insurance company they are looking for 20 part time positions in sales and management. Only requirement is that they must be born within these signs. Supposedly because it covers all types of applicants it is not discriminatory in nature.
Sunday, February 01, 2009
The Circle Never Ends
Happy Superbowl Sunday to all. To our clients in Pittsburgh and in Arizona we wish both you great success in today's game. At least hopefully the game keeps you out of any bad weather.
They said it would never happen
As a sign of the times, AT&T has announced it has completed its relocation of 5000 jobs to North Carolina, Louisiana, Alabama and Florida. They are for the most part among the jobs the corporation sent overseas and are now bringing them back to the country. This trend was discussed on national news the other night. They pointed out that the customer service level had degraded so much many corporations were beginning to rethinking sending the jobs to India and the Philippines.
Where or Where Are We Going Now
Unigroup and Allied Van Lines have released the results of their latest moving survey which identifies the movement of the population in and out of regions of the country. Here are te results of the latest surveys:
Unigroup
Inbound states were Nevada, North Carolina, Alabama, Wyoming,South Dakota, South Carolina and Oregon
Outbound States were Michigan, North Dakota, New Jersey, Pennsylvania, Rhode Island, Illinois, Indiana, Maine and New York
Allied Van Lines
Inbound States were Texas, North Carolina and Virginia
Outbound States were Michigan, Pennsylvania, New Jersey and Illinois
CNN reports Silver Lining Maybe
On Saturday, CNN Newsroom had a segment regarding the current job market and who was hiring with a career counselor and a psychologist. The CNN website reports the following employers offer a silver lining among all the bad news:
Never Laid Anyone Off
ScottTrade
Stew Leonard's Markets
NuStar Energy
Container Store
QuikTrip
Aflac
Devon Energy
Nugget Market
Whose Hiring
Booz Allen Hamilton
Mayo Clinic
Mens Warehouse
Price Waterhouse
ScottTrade
KPMG
Accenture
T-Mobile
Publix Supermarkets
BrightHouse Networks
Baptist HealthCare
Scripps Health
Ernst and Young
Burns and McDonnell
Microsoft ( Just announced a layoff)
Whole Foods
Methodist Hospital
Genentech
Cisco
Wegman's
Google
Edward Jones
They said it would never happen
As a sign of the times, AT&T has announced it has completed its relocation of 5000 jobs to North Carolina, Louisiana, Alabama and Florida. They are for the most part among the jobs the corporation sent overseas and are now bringing them back to the country. This trend was discussed on national news the other night. They pointed out that the customer service level had degraded so much many corporations were beginning to rethinking sending the jobs to India and the Philippines.
Where or Where Are We Going Now
Unigroup and Allied Van Lines have released the results of their latest moving survey which identifies the movement of the population in and out of regions of the country. Here are te results of the latest surveys:
Unigroup
Inbound states were Nevada, North Carolina, Alabama, Wyoming,South Dakota, South Carolina and Oregon
Outbound States were Michigan, North Dakota, New Jersey, Pennsylvania, Rhode Island, Illinois, Indiana, Maine and New York
Allied Van Lines
Inbound States were Texas, North Carolina and Virginia
Outbound States were Michigan, Pennsylvania, New Jersey and Illinois
CNN reports Silver Lining Maybe
On Saturday, CNN Newsroom had a segment regarding the current job market and who was hiring with a career counselor and a psychologist. The CNN website reports the following employers offer a silver lining among all the bad news:
Never Laid Anyone Off
ScottTrade
Stew Leonard's Markets
NuStar Energy
Container Store
QuikTrip
Aflac
Devon Energy
Nugget Market
Whose Hiring
Booz Allen Hamilton
Mayo Clinic
Mens Warehouse
Price Waterhouse
ScottTrade
KPMG
Accenture
T-Mobile
Publix Supermarkets
BrightHouse Networks
Baptist HealthCare
Scripps Health
Ernst and Young
Burns and McDonnell
Microsoft ( Just announced a layoff)
Whole Foods
Methodist Hospital
Genentech
Cisco
Wegman's
Edward Jones
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