LoanBYE的动态

Here's some timely reporting by Vanessa Fuhrmans at The Wall Street Journal. Key takeaway: "Corporate America is on a mission to thin its management ranks in pursuit of?greater efficiency. The purge is pushing workers on all levels to rethink their career paths and the traditional way to better pay and status." Where Have All the Managers Gone? Companies’ quest to purge bosses is seizing up job and promotion opportunities. Workers have had to adjust. https://lnkd.in/erhPRgs2

Companies will (re)start the most unpopular policies when they know the job market is tough (BUT: This is good news for small business CEOs and CTOs!) The job market is tough right now, so launching policies that to corporate executives feel good, but to staff feel bad is the perfect time! It's an inexpensive way to get rid of staff who will struggle with these policies. It's also a risk they are willing to take that their best performers will also leave. But in this tough job market... they're probably thinking... "nah"! And they are probably right!.. for the most part! But in the medium to long term this will cost them - staff loyalty, brand reputation, etc. Time will tell - but this is the perfect time for small companies to be able to "afford" high performers from Amazon because some of these people will definitely prefer flexibility and remote working over a higher salary. Something to think about CEOs of smaller businesses... For anyone looking for an engineering leadership role in this tough market, join the interest list in the comments because I will be sharing some upcoming events that will help you secure a job.

"Corporate America is on a mission to thin its management ranks in pursuit of greater efficiency. The purge is pushing workers on all levels to rethink their career paths and the traditional way to better pay and status.? United Parcel Service and Citigroup say they have cut thousands of supervisor jobs since last year. Amazon Chief Executive Andy Jassy is aiming to increase the ratio of workers to managers. Google CEO Sundar Pichai told staff this month that the company had culled managerial roles by 10% in its cost-cutting drive.? In all, U.S. public companies have cut their middle-manager head counts by about 6% since the peak of their pandemic hiring sprees, according to a new analysis of more than 20 million white-collar workers by employment-data provider Live Data Technologies. Senior executives, whose ranks have shrunk nearly 5% since the end of 2021, haven’t fared much better. With fewer higher-level jobs to move up into, aspiring managers are struggling to get promoted and former bosses have shifted to nonsupervisory positions—sometimes not by choice. Others are moving into new industries to keep a foothold on the management ladder. Companies, meanwhile, are wrestling with how to motivate workers who feel stuck." Read More: https://lnkd.in/g3gYKgD2

Interesting read - With fewer senior positions available, HR departments must focus on finding and developing the right leaders who can adapt to these leaner structures https://lnkd.in/gfA6GiAh #HR #HRTech #TalentDevelopment

Middle manager roles see growing cuts across Corporate America. Here's how this shift is impacting workers and what this means for 2025 and beyond: https://lnkd.in/ea5xGvcf

"Nobody likes red tape. But since the start of the industrial revolution, we have used bureaucracy as a system to increase efficiency and control, and it does, it works." Ivey's Karen MacMillan spoke to Canadian HR Reporter about Amazon's plan to reduce managers and bureaucracy. https://lnkd.in/gEQgUKNf #IveyBusiness #HR #Management #HumanResources

Managers oversee nearly three times as many people today as they did in 2017, according to data from research and advisory firm Gartner. About 30% of employees report having bosses who are too stressed to support them at work, according to LinkedIn’s latest Workforce Confidence survey. Some of the biggest cuts have been in human-resources departments, where head counts are down by more than 6% from 2022, the Live Data Technologies analysis shows. Rachel Kargas, a former talent-acquisition director who lost her job last year after the company she worked for was acquired, has since become a recruiting consultant. She has noticed how the dearth of more senior people in her field has worsened the job-search process for candidates and HR staff alike. “They don’t have the senior leadership to mentor them and train them on how to have difficult conversations when they’re rejecting candidates or negotiating compensation, giving feedback,” Kargas, 50, says.

WSJ reports that cuts at the manager level are widening, and HR has been at the receiving end. “U.S. public companies have cut their middle-manager head counts by about 6% since the peak of their pandemic hiring sprees, according to a new analysis of more than 20 million white-collar workers by employment-data provider Live Data Technologies. Senior executives, whose ranks have shrunk nearly 5% since the end of 2021, haven’t fared much better. … Some of the biggest cuts have been in human resources departments, where head counts are down by more than 6% from 2022, the Live Data Technologies analysis shows.”

#EmployeeEngagement drives #EmployeeWellbeing, more engagement…higher wellbeing. #Managers are responsible for 70% of the variance in their teams employee engagement. Fewer managers = lower engagement which = lower levels of employee well-being. It’s pretty simple math!

When I began my career, most senior officials had 20+ years in the same organisation. Today, average tenure is less than four years. Change brings new ideas and energy critical to meeting 21st Century challenges, but also requires organisations to adapt hiring and delivery processes, and think carefully about how a strong organisational culture and public service ethic is upheld through such high turnover. In so many ways, the public sector is still running on 20th Century software: -Managers used to hire a graduate every few years. Now, they need to appoint senior staff every year, but the processes we use are virtually unchanged. -Graduates joined a stable team who'd induct them into the culture of the organisation and set expectations around delivering public value and service. Now, many teams are 50-100% remote, and the ideas and values we share are interchangeable with the private sector, despite needing different motivators (bonuses and financial incentives vs intrinsic duty/service). -Formal process is required to replace the wealth of direct experience that is now retired, but the incentives are currently for these processes to become increasingly bloated and risk-avoidant over time, resulting in delays and enormous inflation of costs for routine tasks. Modern working provides a great opportunity for innovation, but we're yet to get real about acknowledging this problem, let alone take steps to upgrade to the sorts of 21st Century software that has enabled such phenomenal success for those organisations, in tech and elsewhere, who've developed it. Read more here: https://lnkd.in/gabPPpbA