The Evolving Workplace

CHANGING TIMES
  • Technology, mobility, globalization
  • Consumer needs and wants are changing rapidly
  • Unemployment rates are at their lowest level in 50 years
  • Over 50% of employers are experiencing growth and plan to add staff in the next few years

A CHANGING WORKFORCE
  • 5 different generations are now part of the current workforce
  • 10,000 people per day will reach retirement age over the next decade
  • What employees are looking for in a workplace culture is changing rapidly
  • Different lifestyles means people are working full-time, part-time, job sharing or working remotely

CHANGING WORK ENVIRONMENTS

The Evolving Workplace 2



How are workplace cultures evolving to keep pace with changing times, a changing workforce, and changing work environments?

 

Stay tuned as we explore the evolving workplace further . . .

We'll share insights about what type of culture engages team members and customers and makes them stay, and what type of culture causes disengagement and makes them leave.

We'll share insights from leaders about how they have made their people and their culture a priority; and, how they are responding to a changing workforce and a job market that has raised the stakes and made the competition for talent fierce.

 

 

 

Workplace Culture in the Early 1900's

My Great Aunt Evelyn left Minnesota to work at the Curtiss Candy Company in Illinois (maker of Baby Ruth & Butterfinger candy bars). She worked there for several years before moving back to Minnesota to care for my mom and her five brothers after their mom died. I did some research about the company and, to be honest, was expecting to find out that working conditions were not very good. I was surprised to learn otherwise.

When Otto Schnering founded the company, he worked alongside his people; but, the company's rapid growth soon made that approach impossible. His factories were noted for their cleanliness and fresh air provided by an air purification system. They had a nurse on staff to care for people's needs; and they accommodated special needs, such as for my aunt who was totally deaf. They paid more than the national industry average and offered profit sharing and pension plans, paid vacations and holidays, and life, health and accident insurance. Otto invited workers and their families to his farm for picnics and parties. The company had bowling and softball leagues. His emphasis on family extended to his lifelong commitment to children's charities.

During the Great Depression, many people were desperate for a paycheck. Even though no one was talking about workplace culture back then, Otto Schnering knew people deserved to be treated with dignity and respect; and he clearly demonstrated that they were an important part of the success of the business.

 

 

 

 

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