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Hiring Right – Office Perks Fade, Attention to Personnel Doesn’t

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With today’s low unemployment rate and skilled employees in high demand, it’s difficult to attract and retain outstanding employees at almost any level and of any age.

It’s especially difficult finding and keeping those who represent the largest segment of the workforce–millennials.

Part of the problem is that potential employees have a pretty clear insight into the organization’s inner workings, even before they apply for a job.

Sites like Glassdoor and Vault publish unvarnished, anonymous views on the nature of the company’s work, its policies, benefits, culture and management style/management team. They deliver the bare facts about the inner workings of the company from people who know … insiders.

True, a few firms seem to dominate the struggle for talent, seemingly snapping up the best and brightest; but even they find it tough to keep those folks with the greatest potential.

In, Out – Today’s Millennials express little loyalty to their current employers and many are planning near-term exits, even as they are hired.  One of the keys to retention is that most young professionals choose organizations that share their personal values.

According to the Bureau of Labor Statistics, in 2014, the median tenure for workers age 25 to 34 years in the U.S. was just over three years.

Senior executives know that 60 – 80 percent of the organization’s inventory leaves through the front door every evening.

Every time part of that inventory doesn’t return; it costs to replace the individual.

Since no one has unlimited staffing budgets, employee retention is the best way to keep your largest cost under control.

To keep this crop of young workers and hopefully blunt the desire for talent to bolt for the door at the first sight of a bigger, better “opportunity,” companies pile perk on top of perk.

It’s their way of showing folks that they really do have a laid-back, super-cool corporate culture and a comfortable environment that makes them feel at home.

They offer things like beanbag chairs, ping pong tables, unlimited vacation, dogs/kids at work, free food/laundry … things that even mom/dad never gave them.

Perks – Depending on who you ask, company perks are either for both talent acquisition and retention strategies, or simply a nice bonus.  While they may get people in the door, the novelty wears off when you consider more vital considerations like training, opportunities for advancement, office culture and salary.  

All of the benefits are like consolation prizes for lower salaries and more importantly dull, unstimulating work.

Even though recruiters may be only slightly older than the potential employees, Nielsen’s global reputation study found that graduating professionals had “slightly” different views on what their future career would hold for them.

Nielsen reported that they expect to glide up the corporate ladder, they place a higher priority on engaging in fulfilling work and have a much shorter attention span than prior generations.

Once the shine of the perks loses their luster and they realize their expectations won’t be met, they begin to look.

According to Deloitte, Millennials have little loyalty to their current employers and many have planned near-term exits; even though they have only been with their present employer a short time.

They want to/expect to be developed as leaders.

In other words, they put their personal values ahead of the firm’s goals and will often avoid those jobs (and employers) that they feel conflict with their beliefs.

Steve Jobs advised Stanford graduates years ago, “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.”

While Millennials are hired to do a business specific job, they feel business ethics and being socially responsible should be a higher priority for their firms than quality, service and competitive positioning.

Business ethics and their personal value in the marketplace were even more important to them than factors such as workforce diversity, work-life balance and work responsibilities.

The Deloitte study reported that only 28 percent of Millennials feel their organization is making full use of their skills.

Nap pods, trendy offices and Red Bull may attract today’s Millennials, but its benefits they can quantify like paid time off, flexible working from home, health insurance, sick/well days, performance bonuses and company-matched 401k plans that they ultimately find of greater value.   

There’s a perception that millennials would rather work/play in a cool office than get a paycheck.

However, compensation is consistently high when it comes to employee satisfaction, especially for millennials who graduate with an average of more than $35,000 in debt.

Face it, a foosball table and eye candy perks are a lot cheaper than equitable pay and tangible benefits.

In their struggle to retain Millennials, a growing number of firms are addressing the post-college debt issue even though it does come with realistic – from management’s perspective – strings such as extended employment contracts.

Factors that are consistently more important for Millennials are who you are working for, what you’re working on and if it is in your field of interest.

Nothing beats being well paid for working on interesting challenges at a successful company.  However, the primary motivation for job hunting is seldom just a bigger paycheck.

As Amazon’s Jeff Bezos noted, “Life’s too short to hang out with people who aren’t resourceful.”

There are low-cost activities management can carry out to retain the talent it wants to keep beyond unproductive perks.

Motivating – While free food and nap cocoons may seem great when someone considers a job; what they really want is personal recognition, support and knowing they are having a positive effect on the company’s growth and success.

Flex Time, Telecommuting

Increasingly, executives are realizing that offering flexible hours and telecommuting are the most cost-effective ways to hire new good people and retain present personnel.  The combination of flex time and flex place are inexpensive and convenient.

More than 60 percent of the nation’s firms have increased the number of telecommuters over the past two years.

According to AT&T’s National Survey of Teleworker Attitudes and Work Styles:

–        60+ percent of the respondents felt telecommuting was positive for their careers

–        62 percent found no difference in working at home

–        15 percent felt more connected to their workgroups

–        71 percent were more satisfied with their jobs after they began working at home

Many firms find that Internet-connected staff members are not only more productive when they work off-site but they actually put in longer hours.

Praise

It may sound simplistic with today’s reduced staffs, increased workload and compressed time schedules, but it’s easy to forget compliments.

While some folks are self-reliant and self-assured, it’s amazing what a few well-chosen words can do.  People want to/need to know their efforts for the company are recognized and appreciated.

Members of the team taking on projects/activities for the first time find positive recognition helps them grow personally and professionally.

And the cost is … zero!

Small Gifts, Rewards

Small, impromptu gifts such as sporting event tickets, free meals, theater tickets and on-the-spot cash awards of $25 – $50 are ways for mangers to recognize an individual’s accomplishments or contributions to the organization.

The tickets or dinner aren’t important to professional staff members won’t keep them from taking a better job offer.  However, receiving the recognition in front of their peers will build team and organization loyalty.

Mentoring

Firms spend hundreds of thousands, even millions of dollars each year on formal training programs.  For some skill sets, formal training is a must.

However, many find it is not only cost-efficient but also more effective to have employees teach/assist each other.

The firm’s most valuable resource (people) leverage their experience, capabilities and technical/work expertise.   Mentoring allows seasoned professionals to share not only theory but also “real world” experience, helping both the trainer and trainee.

The trainer gains recognition for his or her technical or business expertise.  The trainee gains insights into practical applications and knowledge.  

Team Protection – There is nothing worse for employees than knowing that the boss will not protect them when projects go awry.  One of the key functions for management is to solve the situation, then sit down internally and discuss what went wrong and how it can be avoided in the future.

Shield people

One of management’s most important jobs is to manage and control the interaction between customers and employees.   They should be the lightning rod that shields others in the team so they can focus on their work.

Today’s business is an inexact science at best. Occasionally things will go South despite the best plans and individual efforts.  When it happens, it’s the manager’s responsibility to not only defend staff personnel but also take the heat.

Once the problem is solved/resolved, they can discuss how the situation could have been handled or corrected so it is avoided in the future.

Supportive Culture

Recognizing birthdays, anniversaries and special occasions as well as impromptu parties for the completion of a major project are cultural activities that say “you’re important” and “you matter.”

Little things build big loyalty

When the big offers come, they will make people consider a move.  But attention to the team – established and new members – can keep people from looking for a new job or cut off overtures at the outset.

Paying attention to your most valuable resource will help you keep from continually hiring and training new people.

In addition, it can ensure the best defense/offense in a tough market.

Then your competition will view your company as Themistocales of Athens and say, “These men are fierce, savage, bloodthirsty, merciless. But that is not the reason why we should fear them. That is not the source of their power. Their power lies in their unity. Unity!”

Andy Marken
Marken Communications
www.markencom.com
1428 Bellingham Way
Sunnyvale, CA 94087
USA
O: (408) 986-0100
C: (408) 390-0002
Andy@MarkenCom.com

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Businessuite News24

Ambassador Marks Champions Investment in Women

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Jamaica’s Ambassador to the United States, Her Excellency Audrey Marks, has called for increased investment in women as a moral and strategic global necessity.

She argued that, as half of the world’s population, women are not just participants but key drivers of economic growth.

She noted that they occupy diverse roles as scientists, military members, entrepreneurs, educators, and political leaders, underscoring their essential contribution across the spectrum of human endeavour.

“Women play a crucial role in confronting some of the most pressing global challenges today, from geopolitical conflicts and rising poverty levels to the escalating impacts of climate change,” she added.

Ambassador Marks, who was addressing an International Women’s Conference in New York recently, noted that despite the role and contributions of women, the current rate of investment in women is woefully inadequate.

She said that an additional US$360 billion per year is required by developing countries to achieve gender equality under the Sustainable Development Goals (SDGs).

“At this trajectory, more than 340 million women and girls will still live in extreme poverty by 2030,” Ambassador Marks lamented.
She noted that closing gender gaps in employment could boost GDP per capita by an impressive 20 per cent,” illustrating the vast economic benefits of gender parity.

Jamaica’s Ambassador to the United States, Her Excellency Audrey Marks (second right), shares a photo opportunity with (from left) Chief Executive Officer of Nevalliance, Dr. Neva Alexander; Jamaica’s Consul General in New York, Alsion Wilson; former President of the Jamaica Nurses Group of New York, Claudette Powell; and past presidents of the Union of Jamaica Alumni Associations in the United States, Karlene Largie and Lesleyann Samuels. Ambassador Marks was at the International Women’s Conference hosted by Nevalliance at Hofstra University in Hempstead, New York, on March 9.

In her rallying cry for societal change, Ambassador Marks noted the potential for transformative change through collective action and commitment to women’s economic liberation.

She called on women to step forward as active participants in the fight for gender equality.

Emphasising the conference’s theme, ‘Leading Ladies’, Ambassador Marks championed the idea that women must not only advocate for change but embody it, inspiring others by becoming exemplary figures in all spheres of life.

“We must all become leading ladies in our own right. Let us be the change we wish to see,” she urged, calling on women to lead by example and show the world the strength and capability inherent in female leadership.

Jamaica’s Ambassador to the United States, Her Excellency Audrey Marks, is greeted by New York State Senator, Kevin Parker, on her arrival at International Women’s Conference at Hofstra University in Hempstead, New York, on March 9. Looking on (from left) are Jamaica’s Consul General in New York, Alsion Wilson, and Chief Executive Officer of Nevalliance, Dr. Neva Alexander.

Reflecting on her own experiences, Ambassador Marks shared powerful lessons on embracing innovation, the value of relationships, and the uncompromising importance of integrity.

She called on leaders, policymakers, and community members to invest in women, highlighting the undeniable return on investment for society’s broader prosperity and well-being.

“To forge a future where everyone thrives, we must all contribute to creating a world brimming with opportunities, where women empowerment is the norm, not the exception,” she said.

The International Women’s Conference, organised by professional development company Nevalliance, was aimed at enhancing awareness about women’s issues and generate resources to support their growth.

By: March 18, 2024

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The Success Of Our Financial Markets Is Intertwined With The Success Of This Collaboration.

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The Recent Context: In reflecting on recent industry discussions, particularly in the aftermath of the Jamaica Stock Exchange Regional Conference on Investments and the Capital Markets, a common thread emerged—a resounding call for education, training, and continued professional development. It underscores the dynamic nature of our financial landscape and the pivotal role that collaboration between accountants and regulators plays in ensuring a robust and trustworthy financial ecosystem.

Today I will share my thoughts on the collaboration between accountants and regulators, a crucial alliance that stands as the bedrock of investor confidence and the integrity of our financial markets. My thoughts are by no means new to you but are worthy of repeating. In the intricate dance of numbers and regulations, regulators and accountants must join forces not only to maintain the equilibrium of financial systems but to safeguard the very essence of investors’ trust.

The Unsung Heroes – Accountants and Regulators: Before delving into the heart of my presentation I would also like to take a moment to recognize who I believe are the unsung heroes in our financial narrative—accountants and regulators. Both work diligently, often behind the scenes, to uphold the integrity and transparency of our financial markets. It is this collective effort that enables investors to make informed decisions with confidence or to have a recourse when things go wrong which sometimes it does.

Global Trust in Accountants: Accountants serve as custodians of financial truth. This meticulous work as you know involves not just crunching numbers but ensuring that financial records are accurate, transparent, and adhere to the ever-evolving accounting standards. It is through this dedication that investors can rely on the information presented by companies. As the world at large becomes more and more wary of business operations, it is noteworthy that, global perceptions of chartered accountants have undergone a significant transformation. Recent studies indicate a surge in trust of investors during times of economic turbulence and uncertainty. Chartered accountants have emerged as the most trusted financial professionals, with increased recognition of their role in ensuring transparency and confidence. This is because of standard setting, adherence to standards and regulations and the willingness to be proactive and cooperate and collaborate with stakeholders including other standard setting bodies, government and regulatory bodies.

Similarly, in our local context, the Institute of Chartered Accountants of Jamaica plays a pivotal role in monitoring and upholding the standards of integrity, objectivity, professional competence, and confidentiality. The trust bestowed upon accountants in our jurisdiction mirrors the global trend, reflecting the adherence to these high standards.

In tandem with accountants, regulators act as the vigilant overseers of financial markets. Regulators craft and enforce the rules that govern fair play, market transparency, and investors protection. Regulators are the guardians of market integrity, working tirelessly to detect and prevent fraudulent activities, ensuring a level playing field for all participants. There is therefore cross functional activities between regulators and accountants for the primary purpose of protecting investors.

There must be the Collective Will to act as ‘trustee’ for investors. At the heart of our financial stability lies the collaboration between accountants and regulators. This partnership extends beyond professional duties—it is a shared commitment to act in the public interest, safeguarding the investments and interests of our stakeholders, particularly investors. We saw this played out during the COVID period between ourselves, ICAJ and the FSC where we understood that balance between investors receiving information and the other issues that prevailed. Both Accountants and regulators must work to ensure the strength and proper functioning of our capital markets. This collaboration is indispensable, particularly as investors rely heavily on credible financial information to make sound decisions.

The Role of Accountants: Let’s not underestimate the pivotal role that accountants play in this process. Whether as CFOs, internal auditors, or line and staff accountants, this ability to people in this profession to provide honest and accurate information in a timely manner and in keeping with international best practices, and other legal and regulatory frameworks is the linchpin for attracting capital, maintaining and preserving capital of investors. High-quality and timely information, meticulously provided by accountants, is the lifeblood of our capital markets.

Success Stories: Our markets stand strong due to the active and open dialogue between accountants and regulators. Even at the Exchange, the Regulatory and Market Oversight Division and the ICAJ have active dialogue on market developments, interpretations, and standards that are aimed at ensuring that investors receive the best reports. This collaboration between accountants and regulators has yielded success stories, with oversubscribed offers and successful capital raises, exemplifying the effectiveness of our financial ecosystem. In 2023, we witnessed a commendable mobilization of $18.74 billion in capital through IPOs, APOs, and private offers facilitated by the collaborative efforts of CFOs, accountants, and auditors. The connection here is that without accurate, credible financial information investors would be hard pressed to invest in the capital markets.

Navigating Challenges – A Testimony to Collaboration: The true test of collaboration is evident during challenging times. The recent global pandemic, COVID-19, posed unprecedented challenges, requiring quick and effective responses. The collaboration between regulators and accountants ensured that despite the turmoil, issuers remained compliant, demonstrating the resilience and adaptability of our financial ecosystem.

Adaptability has to be the hallmark of accountants and regulators. Your Agenda seeks to Navigate the Evolving Landscape but even as we delve into the agenda for this workshop, the landscape of the capital markets is evolving rapidly. New products, new services, and even new schemes aimed to mislead crops up daily giving accountants and regulators cause to work to find solutions for disclosures or enhancement of standards to ensure that investors are adequately protected.

Your discussions will undoubtedly cover an array of topics, from reporting methodologies to the introduction of sophisticated products and services in this digital age. The ICAJ and members, by having a robust knowledge of applicable laws and regulations, will play a pivotal role in shaping this landscape.

The Future of Reporting: Looking ahead, our focus must extend to the future of reporting. As we build out new and more sophisticated products and services within this digital age, the ICAJ and its members are at the forefront of ensuring that reporting standards are not just benchmarked but are also easily understood, quantifiable, and measurable. This commitment is essential for investors to appreciate and value their investments.
Crafting Rules and Standards: Collaboration between regulatory bodies and the accounting profession is paramount. Rules and standards must be crafted, enforced, and reported on to remove unnecessary barriers to trade. The information shared and the structures in place will enhance trust in the business climate, aiding investors in making informed decisions about capital allocation.

Preserving the Financial Reporting Supply Chain: In closing, let us acknowledge that the accounting fraternity serves as the vigilant watchguard for the rules and regulations set by regulators. This role becomes even more critical in an age of rapid changes. As we seek to keep pace with global regulatory requirements, active collaboration on matters relating to data protection, new financial instruments valuation, and sustainability reporting is an imperative.

A Call for Collaboration: In essence, our success hinges on preserving what we can aptly call the Financial Reporting Supply Chain. Throughout all stages of this chain, from setting parameters for financial statements to enforcing compliance, the accounting fraternity must ensure that the last link, the investors, is protected.

Closing Thoughts: There has never been any doubt in my mind that the accounting fraternity is integral to these stages, adding trust to the entire process. As we collectively navigate the challenges and opportunities that lie ahead, let us reaffirm our commitment to collaboration, transparency, and the shared goal of benefiting investors. The success of our financial markets is intertwined with the success of this collaboration.

Speech by Dr. Marlene Street Forrest, Managing Director of the Jamaica Stock Exchange given at the Annual International Financial Reporting Standards (IFRS) Virtual Workshop organized by the Institute of Chartered Accountants of Jamaica (ICAJ), February 2-3, 2024.

Source: https://www.jamstockex.com/dr-marlene-street-forrests-speech-at-the-ifrs-virtual-workshop-2024/

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Businessuite Women

The Path Of Least Resistance…Monique Powell

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“The path of least resistance would be to just take a job in someone’s company and start enjoying the (comparatively) soft life again. Nothing in this country is set up to truly foster the growth of entrepreneurship. The fortitude and resilience required to stick it out is next level. There’s a part of me that sticks with it because I do feel like the next generation of people who look like me (skin colour and gender) need to see even more visible examples of people from working class backgrounds building enterprises. Money is not what keeps me doing this. The salary I had when I left my job in 2016…a whole 7+ years ago is STILL more than what I take from the business now. Some days I’m motivated to keep doing this, some days I wonder if I’m making the right the choice with my life.”

Monique Powell

#36 Monique Powell, Founder and CEO of QuickCart (formerly QuickPlate)

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Kelli-Dawn Hamilton Appointed CEO of the Jamaica Special Economic Zone Authority (JSEZA).

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Kelli-Dawn Hamilton is the new Chief Executive Officer (CEO) of the Jamaica Special Economic Zone Authority (JSEZA).

Mrs. Hamilton, who assumed office on October 26, will lead the entity into its next phase of growth and development.

She served as the Authority’s most recent Interim CEO.

Minister of Industry, Investment and Commerce, Senator the Hon. Aubyn Hill, in his congratulatory statement, said that Mrs. Hamilton will “bring significant experience to the role”.

He noted that she has an acute sense of leadership that will propel Jamaica’s export agenda and attract foreign investments to support the country’s economic growth.

Chairman of the Authority, Chirstopher Levy, expressed his confidence in the new CEO, stating that “we are thrilled to welcome Mrs. Hamilton back to the Jamaica Special Economic Zone Authority”.

“Her proven leadership and strategic insights will undoubtedly accelerate our growth trajectory and reinforce our commitment to delivering exceptional value to our customers and stakeholder,” Chairman of the Authority, Chirstopher Levy

Mrs. Hamilton said she is happy to be rejoining the JSEZA family and looks forward to leveraging the company’s strong foundation and talented workforce to drive innovation and sustainable growth for Jamaica’s special economic zones.

“Together, we will continue to create and build upon the company’s legacy of excellence and reinforce our position as a strategic hub for trade and commerce in the Caribbean Region,” she said.

Mrs. Hamilton has a proven track record and expertise in trade policy, communications and business development and brings to the table a wealth of experience in business advocacy and client relationships, having previously served in various technical and leadership roles at the Jamaica Promotions Corporation (JAMPRO), First Global Bank and the Airports Authority of Jamaica (AAJ).

Her strategic vision, strong leadership abilities, and extensive industry knowledge make her an ideal fit to steer the JSEZA towards continued success and global expansion.

Mrs. Hamilton holds a Master of Science Degree in Comparative Politics and Political Theory from the University of the West Indies, Mona, and has demonstrated her commitment to excellence and leadership throughout her career.

The JSEZA is an agency under the Ministry of Industry, Investment and Commerce charged with driving economic growth through the establishment of special economic zones.

Since its inception in 2016, the company has been at the forefront of foreign and local direct investment attraction within Jamaica’s special economic zone regime.

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Negative Impact In Home Care Business Overshadowed Unilever Caribbean’s Strong Growth In Beauty & Personal Care And Food Channels.

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Daniela Bucaro Chairman Unilever Caribbean Limited Has Released The Following Unaudited Financial Statements For The Period Ended 30 September, 2023.

For the nine-month period ending September 30, 2023, the Company reported a Profit After Tax of $13.3m, representing an increase of $12.8m over the same period last year. This was achieved despite a decline in revenue of 14.6% from the prior comparative period to $168.1m. The revenue performance was impacted by changing market forces in selected channels as well as the decline in the macroeconomic environment, resulting in declines in the Solution Wash sales in both the local and regional markets. This negative impact in the Home Care business overshadowed strong growth in the Beauty & Personal Care and Food channels.

Profitability, as measured by gross margin, has improved as the Company continues to recognise more favourable material and freight costs with an improved sales mix.

Savings in operating expenses from improved efficiency and consistent cost management strategies have also facilitated margin improvements. Additionally, during this period, the Company recorded $6.2m in freight and logistics benefits, which were related to the previous quarters of this year. These benefits arise out of the conclusion of global freight rate negotiations and the attendant reductions in freight rates in previous quarters.

During the third quarter, Management has adjusted downwards pricing to pass these freight benefits on to our consumers. The impact of this $6.2m reduction in freight expenses to the period ending June 30, 2023, was an increase in Cross profit from $45.8m to $52m and an increase in Profit before tax from $8.7m to $14.9m.

The Company’s steadfast focus on accelerating profitable growth is supported by the improvement in the category mix, where increases in Beauty and Personal Care sales have contributed 59% of total year to date revenue, up from 39% in the prior comparative period.

This significant shift in product mix has boosted profitability and is aligned to our strategic plan centered on portfolio optimisation and sustainable profitable growth for a future fit organisation.

Notwithstanding the challenging environment, local and in the Caribbean markets, UCL maintains a strong financial position, with healthy cash holdings and retained earnings, and reported Earnings Per Share (EPS) of $0.51 for the period ending September 30, 2023.

New Chairman

Unilever Caribbean new chairman of the board of directors Daniela Maria Bucaro appointments took effect from July 14.
In a notice shared on the TT Stock Exchange website, Unilever said Bucaro has 18 years of experience in the company and has held several strategic roles in Central America, the Andean region and the greater Caribbean. She is a senior member of the leadership team of the newly formed Caribbean and Central America (CARICAM) regions. Unilever also announced the appointment of Carolina Arrieta and Jan Jacques Cot as directors of the board.

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