Executive Times |
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Volume 2,
Issue 2 |
February, 2000 |
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ă 2000 Hopkins and Company, LLC Note re: links---certain
hyperlinks assume that you are registered as a subscriber to the site. If you
are not a subscriber to certain sites, the links will fail. If you register, the
links should work. Also, certain hyperlinks expire and may not be available
when you try to go to the site. Waging talent warsWith unemployment rates at
generational lows, and companies searching for talent and experience, many
executives are challenged today to attract and retain skilled employees. Job
seekers have many offers to evaluate, and talented employees are recruited
away from companies. Competition for people can be tougher than market
competition around an organization’s products and services. Concurrent with
hiring challenges, organizations are also dealing with the consequences of
mergers, cost cutting and other changes that lead to revised roles and
responsibilities. Read about how some organizations are dealing with these
challenges, and think about what else you, as an executive, need to do for
yourself and your organization in this environment. When you can’t beat ‘em, own ‘em Professional partnerships
have faced increased attrition among partners as the upside of stock options
beats the rewards of partnership. Arthur
Andersen announced on 1/23/00
a new strategy that involves the creation of a venture capital fund whereby
the accounting firm will invest $500 million in web start up companies
worldwide. Jim Wadia, senior Andersen partner, said “We want to find a
regulatory structure that will let our employees get a piece of the action,
so we can compete in the war for talent." Even McKinsey & Company will be taking
equity in clients as payment for consulting advice.(The
New York Times, 1/19/00). The Securities and Exchange Commission has
raised concerns about conflicts of interest, and Andersen along with the
other top accounting firms is working to find ways to invest without creating
conflicts. The SEC found
that about half of PricewaterhouseCoopers
partners owned investments in corporate audit clients, a violation of the
SEC’s auditor independence rules. Executive recruiting firm Heidrick and Struggles (now publicly
traded) often accepts equity for all or a portion of their fees, according to
The
New York Times 1/25/00. As a
fee for placing Robert Zollars at Neoforma a few months ago,
Heidrick & Struggles received a warrant convertible into 436,623 shares
of Neoforma stock at 10 cents a share. As of the last week in January, that
warrant was worth about $23 million. That sounds a whole lot better for
Heidrick than the typical fee of a third of first year compensation; in
Zollars’ case, that would have been about $250,000. Time will tell how much
of Heidrick’s earnings come from these equity interests. Do your
talented workers have the opportunity to participate in the success of your
company or client companies? Are there barriers relating to equity that lead
to a brain drain from your company? When talent leaves your company, do you
know where they go, and under what terms? What have you done lately to assess
your competitiveness? Do you think of this area as one for Human Resources to
worry about, or are you fully engaged? Do you have all the tools you need to
attract and retain the best talent for your organization? If not, how can you
acquire those tools? How do you deal with conflicts of interest about equity
interests in your clients and customers?
I’m the best and I work for the best This is the time of year
when Fortune publishes its list of the
best 100 companies to work for. You may disagree with some criteria, but
we’re hard pressed to understand why a company would not want to be on this
list. Those who feel the cost of perks like concierge services detract from
corporate performance should notice that the publicly held companies on Fortune’s
list all beat the S&P 500 average for 1999. Flexible scheduling and day care
are critical decisions for some workers when they select an employer;
companies without these benefits are at a disadvantage. Work/life balance
continues to be a major concern of workers and managers; those companies who
respond well to this issue are most likely to attract and retain those
workers for whom balance is important.
We share a major concern
raised by Fortune about comprehensive community building around the
workplace. When someone identifies too closely with an employer, there can be
a loss of individual identity. Here’s a section from the Fortune article: Berkeley sociologist Arlie
Hochschild, author of The Time
Bind: When Work Becomes Home and Home Becomes Work, worries that the
trend could leave public life increasingly barren, widening the gap between
haves and have-nots. "It's basically privatizing the village
green," she says, "and denuding the real community outside the
corporate realm." While many of the benefits clearly do ease life for
employees, Hochschild adds, it's important not to forget their ultimate
purpose: undistracted, profitable workers. (As one HR exec puts it,
"When they're at work, they're at work.") Free coffee and Advil are
a benefit, sure--but so are the free drinks in Vegas. Others worry that over-swaddling
employers could foster a new sort of dependence. "It used to be that
people lived in their homes. Now they sleep in their houses," says Dave
Arnott, a professor at Dallas Baptist University and author of Corporate
Cults: The Insidious Lure of the All-Consuming Organization. What’s keeping your
organization from being considered the best? Are you the best manager that
someone could have? What’s keeping you from becoming the best? What three
improvements can you make this year to attract and retain highly skilled
talent for your organization? How do you draw boundaries between your own work
life and personal life? Does your organization support your local community
or replace it? Letting the talent go Joining lots of
cost-cutting companies, AT&T
announced that all segments of the company will feel the impact of their
planned $2 billion cost reduction. One out of four officer and director jobs
will be eliminated, according to The
Wall Street Journal (1/24/00). The remaining executives will take on
broader responsibilities. That means
that around 150 talented executives who have helped AT&T succeed will be
available to bring their skills to other companies, and the remaining 450
executives may become less than satisfied with the demands of their newly
expanded roles. How wide and
deep are your contacts within other companies? In a situation like the one at
AT&T, are you prepared to offer talented executives you’ve gotten to know
roles within your company? Can you offer selected executives a value
proposition that beats their current situation? If you’re heading into a job,
especially a start up with stock options, you should know both what you’re
worth and what the dot.com can afford. See The
Wall Street Journal 1/11/00 for more information. Bribing the talent to stay Metro Philadelphia is one
community that attracts bright, well-trained technology students, too many of
whom move away after graduation. The
Wall Street Journal 12/22/99
reported that the Philadelphia E-Commerce Commission is offering
$2,500 fellowships to college students who take certain coursers and who stay
in the area working for local companies for three years. The commission is
also trying to raise money to fund signing bonuses. Are there
hidden assets in your community, like students, that you’re not able to utilize
effectively? How do you assess which incentives are necessary to attract and
retain workers? hiladelphia sees the
need to create a buzz around the e-commerce in that area. How well does your
community get the word out about itself? What do you and your organization do
to help? No Irish Need Apply Did you know that Germany
largely bars highly skilled foreign workers from working in their country? When
we read about the shortage of technical workers in Germany in the 1/17/00
issue of The Wall Street Journal, and how the country is dealing
with the shortage, we were reminded of a holiday gift we received in the form
of a commercial sign saying “Help Wanted. No Irish Need Apply.” What
surprised us was the date on the sign: 1916. We knew about such
discriminatory labor practices in the mid and late 19th century,
but didn’t know they continued for the Irish in America into the First World
War and long thereafter. To compete in today’s global economy, we can’t see
how any nation can afford to close its doors to highly skilled labor. Germany is open for workers from other EU
countries, so the talented Irish may apply, but most Russian or Indian
programmers are out of luck. How easily can
you import or export talent to where it’s needed in your organization? Are
there barriers or borders that constrict the flow of highly skilled workers
to where they are needed and to where they want to be? Thanks to the help desk Workplace shortages are
emerging, especially in jobs at the lowest end of the wage scale. Companies
have cut back on support, especially as computers have become more familiar
and easier to use. Networks continue to be challenging to manage, and
requests for help from limited support staff gives those individuals great
power in the organization: deciding who waits for hours to get back on the
network, and who gets back up quickly. We read in The
New York Times 1/5/00 that
thankful managers at a branch office of Phoenix
Mutual Life sent a jazz quartet to entertain corporate VIP’s at the
Connecticut headquarters, and in addition to serenading corporate executives,
the quartet made a special stop at the company’s internal help desk. How do you
express appreciation to those less-visible workers whose actions can have a
significant impact on others? What do you do to attract and retain those
individuals? What would they like from you? Is that what you give them? Finding loyal customersDo you have a coupon for that Catera? Direct mail marketers,
periodicals and supermarkets regularly present customers with coupons for products.
We read in The
Wall Street Journal 1/5/00
that General Motors has joined the
soap companies in mailing millions of coupons to existing and potential
customers, good for about $500 off the purchase or lease of a new GM car.
Other car companies are expected to match the GM offer. No stops at this depot When a large company is
the customer of another large company, demands can create significant
pressure, and the failure to meet customer needs can lead to disaster. We
read in The
Wall Street Journal (1/24/00) that Whirlpool
is one of two appliance suppliers to The
Home Depot, and after supply chain glitches led to product shortages,
Home Depot dropped Whirlpool as a supplier “indefinitely.” Whirlpool Chairman and
CEO David R. Whitwam stated that neither Home Depot nor Whirlpool has
concluded discussions and no final decisions have been made. Good-bye eCompanyStore.com, decided to give up on 98% of their customers, and
focus solely on doing business with a handful of large companies. According
to The
Wall Street Journal (1/3/00), they sent a “good-bye letter” to
existing customers referring them to competitors while eCompanyStore.com
developed online stores for big players.
What gives you
confidence that you’re serving the right customers? As your customers and
their needs change, how do you stay current? When you face obstacles in
serving customers, are they likely to stay with you or go elsewhere? Will
sending your customers coupons tell them you value their loyalty? Turning over a new leaf How long will it be before
we all forget that there once were mutual life insurance companies? The New York Times reminded us on 1/23/00
that John Hancock, Met Life and Prudential are all in the process of
“de-mutualization”. One reason given for these conversions to stock ownership
is the need to provide stock incentives to attract and retain talented
executives. Another reason for the changes is to allow for these companies to
use stock for acquisitions. Analysts
expect increased consolidation in insurance and financial services as a
result of the removal of ownership restrictions. A common strategy seems to
involve the ability to provide consumers with one-stop shopping for financial
services. We remain skeptical that consumers want, need or will prefer a
single financial service provider. How do you know when
something very basic and fundamental, like the form of your corporate
organizational structure, needs to change? How do you decide which of your
customer’s needs you will fill? When you’ve been doing a single thing well
for years, what will lead you to doing more things? Are you able to recognize
when it’s time to turn over a new leaf? Follow UpHere are selected updates
on stories covered in prior issues of Executive Times: Ř Leo Wolinsky, a Los Angeles Times editor who was critical of the Staples
deal and other practices was promoted in January to head newsroom operations.
(The New York Times 1/10/00). See the January 2000
Executive Times for more
information. Ř Prior issues of Executive Times have called attention to the
challenges of co-chief roles in companies. One executive to watch in such a
role is Bob Pittman, President of America
Online who will be co-chief operating officer of AOL Time Warner. Ř The September
1999 issue of Executive Times
recommended Buckingham and Coffman’s book, First,
Break All the Rules. One of their twelve questions that measure the
strength of the workplace to attract, focus and keep the most talented
employees is: “Do I have a best friend at work?” Sue Shellenbarger’s 1/12/00
Work and Family column in The Wall Street Journal called
attention to the ways in which accelerating change in the workplace breaks up
friendships. Companies that notice and pay attention to those friendships can
improve their chances of retaining top talent. Ř The April 1999
issue of Executive Times led with the
challenge for new CEO’s in deciding when to stay the course and when to
change in relation to a predecessor’s policies and style. So, if you were Steve
Ballmer following Bill Gates as CEO of Microsoft, what would you do? Ř We called attention to the Lyndon Johnson
tapes on C-SPAN’s radio and website
in the May
1999 and November 1999
issues of Executive Times. If you want
equal time for Republican presidents, you can now purchase the Nixon
tapes from the National Archives. For information, go to http://www.nara.gov/nixon/tapes/. Enjoy. LegaciesSome executives become
identified by a defining moment that calls the individual to the attention of
many people. Elliot Richardson faced a personal and professional
crisis in October 1973 when he had to choose between two important values:
loyalty to his President and maintaining personal integrity. When Richardson
chose to resign as Attorney General rather than follow President Nixon’s
order to fire Watergate special prosecutor Archibald Cox, the world noticed
and Richardson is remembered for placing the interests of the country above
his own and those of the incumbent President. Richardson’s legacy goes far
beyond the historic choice he made while Attorney General. He held dozens of
positions in Massachusetts as well as for the federal government. While
serving at the old agency, Health, Education and Welfare, he directed
funds toward the study of sickle cell anemia. Because he monitored the
election when Nicaragua voted out the Sandinistas, that election had
worldwide credibility. Read his memoirs, Reflections
of a Radical Moderate, to learn more from one of the finest
executives of his generation. Reading(Note: readers of the web version of Executive Times
can click on the book covers or titles to order copies directly from
amazon.com. When you order through these links, Hopkins & Company
receives a small payment from amazon.com.
Subscribers to the print version of Executive Times can receive
the web version at no additional cost. Send e-mail to hopkinsandcompany@att.net with a
request to be placed on the web version distribution list. Also, not all
books we read make it to the pages of Executive Times. Check out other
book selections on our bookshelf at http://www.hopkinsandcompany.com/bookshelf.html.)
Net Sense For those executives who continue to grapple with
the tremendous changes the Internet represents, reading Andrew L.
Shapiro’s The
Control Revolution can help. Shapiro’s premise is that the Internet
has triggered a radical shift in who is in control of information, experience
and resources. Individuals have taken power from large institutions that are
trying hard to limit this digitally enabled autonomy. He explores what’s
likely to happen (diminishment of values like community, free speech and
privacy) if individual control is pushed too far. He calls for a balance of
power between self-interest and public interest involving personal control
and shared power. Here’s a quote that gave us pause: “Ignorance and narrow-mindedness,
then, are hidden dangers of the control revolution---hidden because they are
self-imposed and, even more, because the Net seems so open and diverse. But
in fact the infinite scope of today’s information sphere may lead indirectly,
if somewhat perversely, to a loss of diverse experience and a flattening of
perspective.” If you or your organization provide any intermediary roles,
this book can help you update how to perform those roles in the digital
world. Going Home Again We enjoyed reading Tracy Kidder’s House
many years ago, and The Soul
of a New Machine a long time ago. His latest book, Home Town
describes life in Kidder’s hometown of Northampton, Massachusetts. Kidder’s
skills create a wide perspective on life in this small and diverse town
through stories about the real people, normal and strange, who live there.
Kidder has the ability to take the ordinary and make it fascinating for a
reader. Tommy O’Conner is a complicated character we’re likely to remember
for a long time. Pug and Kat We were thinking about a
good Valentine’s Day book to feature in this February issue. We had more to
choose from than we expected, and chose to browse the letters exchanged over
a lifetime between Winston Churchill and his wife Clementine. Their
daughter, Mary Soames, edited thousands of letters exchanged in a
loving relationship that spanned almost sixty years, and created a fine book,
Winston
and Clementine: The Personal Letters of the Churchills. You can eavesdrop
on their relationship by reading this book, and
come away with new admiration for these individuals, and renewed confidence
and hope that leaders can have multiple positive dimensions to their
character and personality. We particularly enjoyed their nicknames for
individuals including: “The Canary”, “The Chimp”, “The Fiend”, and, of
course, “Pug” and “Kat” for each
other. Speaking of Churchill, we were intrigued to read Charles
Krauthammer propose that Churchill rather than Einstein would be a better
choice as the person of the century. In Krauthammer’s view, the story of the
20th century can be summed up in the defeat of totalitarianism,
and without Churchill’s stand against Hitler in 1940, the world would be a
different place today. We agree. One more Grisham from the mill We read the first chapter
of John Grisham’s new novel, The
Brethren, and decided there’s no hurry to read the rest. Unless you
really love his novels, we suggest there’s no reason for you to rush out and
read this one. More Executive TimesTo subscribe to Executive Times, sign up at www.hopkinsandcompany.com/subscribe.html
and we’ll bill you later. ă 2000 Hopkins and
Company, LLC. Executive Times is
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