Career Planning and Management Inc.

So Where Are The Good Jobs: The Sequel

By Dan King

A Collection of Career Assessment Tools, Workbooks and Resources for Individuals, Counselors, Consultants and Organizations

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Buoyed by your many thoughtful responses to my last story, "So Where Are the Good Jobs?", I'm feeling very, very Hollywood!

When you score a box office smash, you don't rest on your laurels, you don't mess with the formula -- you just do it again. If all goes well, I may even hold out for an offer on the movie rights -- see if I can get Harrison Ford to play the role of me. But until that check arrives, let me welcome you to another episode of "So Where Are the Good Jobs?"

You'll recall that when we left our cliffhanger, I was engaged in a titillating conversation about the weather and the Red Sox (good and bad, you'll have to figure out which is which) with a couple of folks I met while attending the party of a complete stranger.

The "nameless faces" didn't fall for my financial analyst line. Turns out, one of them really was a financial analyst (actually a senior financial analyst) who totally debunked my cover with questions about assets, aggregates and allocations. I, of course, crumbled. It wasn't pretty. All I could think was "where is that guy with the cheese puffs." I turned back into the crowd, mingling my way past trays of jumbo shrimp, stuffed mushrooms and those little quiches, to the group I had so brilliantly escaped from in the first place.

"Oh, Dan. We're glad you're back."

"Well, actually I umm...," but it was too late." What's his name" sucked me back into his "I hate my job, my boss, my company" trilogy, like a giant Hoover. God help me.

"Beth here was just saying she's sick of working for bosses that don't respect their employees. She wants to find a company who truly values their people, one that cares about more than just the bottom line." He laughs uproariously. "Is she crazy or just plain stupid?"

Beth shoots him a look that screams, "what a toad."

I silently agree.

Turning my attention to Beth, I assure her that her goal, despite the slowing economy, is really not as crazy as it might seem to others. Our 10-year high drove many employers to treat their employees very well, introducing many new and innovative benefits in their efforts to recruit and retain talented staff. Things like sign-on bonuses, flextime and casual dress quickly became the norm.

And savvy employers reaped many benefits in return for respecting the needs and wishes of their staffs. It became obvious that, aside from treating people well, generous perks brought rises in commitment, motivation and accomplishment, factors that can positively impact the bottom line. Who knew?

The Toad chimes in, "yeah, but with all the downsizing and cutbacks, employers are now pulling back these programs. Now you gotta take what you can get."

I quietly wished he could get a free pass to Timbuktu.

True, some shortsighted companies may cut back their programs, but smart organizations are not about to let any short-term downturn alter their efforts to become one of the more desirable places to work. Our expectations about work have been irreversibly altered -- and smart companies know it.

Changing demographics and years of strong economic growth tipped the laws of supply and demand sharply in favor of employees. Most people in full-time jobs don't expect to strike it rich through big salaries and stock options. Sure, they want a decent income, but they're looking for other payoffs too, like greater control over their time, opportunity to do work they enjoy and enough time and energy to "have a life" when work is over.

The refrain I hear continually is "I work to live," not the other way around. Programs that address our changing ideals are a big draw, making room for employer and employee to both win.

Beth is obviously intrigued. We turn our backs to the toad, hoping he will just go away. Beth informs me that his name is actually Todd. She's been trying to ditch him since she got here.

"So where are these companies," she asks.

You have to seek them out. Recognize that finding a good job with a good company is not just a matter of targeting job vacancies. If you only spend your time looking for open holes to plug yourself into, you may set yourself up for another disappointment. You'll often find you're just another square peg in a round hole, and won't know it until after two to three months into the job when the company's true colors start to show. You may get lucky, but then again you may not. It's like moving in with someone -- you learn about all their bad habits once it's too late.

We notice that Todd is preoccupied trying to remove a stain from his shirt with a cocktail napkin. I continue unabated.

A more strategic approach is to make a list of organizations that would be of interest to you as places to work and go after them. Tell yourself "one of these lucky organizations is going to get me. They just don't know it yet!"

Your task then is to get yourself in front of the person in each company who has the authority to hire you. But first, you have to do some research, a little networking and learn what you can about the companies on your list. In other words, learn their habits before you even consider moving in.

Beth seems really interested. Is she just being polite? She asks, "how do I know what companies would be of most interest to me?"

For starters, you need to know what you want from your employer. What's important to you in the relationship? Flextime, onsite fitness center, training opportunities, what?

Develop a list of criteria that matter to you. Some of the perks that "employers of choice" are offering these days include casual dress, flexible hours, career development, personal training, onsite childcare, extended leave/sabbaticals, community volunteering on company time, telecommuting, fitness centers, recreation facilities, lactation rooms, concierge services, take-home meals, employee entertainment and product discounts, free food and beverages, haircuts, massage, dry cleaning services and more. Do you want all of these?

Todd, sporting a big wet spot on the front of his shirt, leaps back into our conversation. "So how are we supposed to find these so-called good companies?"

I still think Toad is a more fitting name.

Research companies based on the criteria that are most important for you. You can begin by taking a look at Fortune's list of "The Best 100 Companies to Work for in America".

These companies have continually portrayed their "human face" by creating an identity that says "we stand for something that others don't," backed up by a generous distribution of soft benefits and employee perks.

Explore company Web sites. What do their corporate mission statements say? How much is just window-dressing and how much is backed up with supporting corporate practices and programs? Strong commitment must come from the top and filter throughout the organization's culture.

Be prepared to ask questions about the company culture in an interview. Don't be swayed by lip service. A company that truly strives to be an "Employer of Choice" will welcome a thorough discussion of its corporate culture. You might even ask to meet with some of the people you would be working with to see how well the corporate philosophy matches actual practice. What are they going to say, "no?"

Beth, the poor dear, looks mystified. Todd looks like a deer in the headlights.

You'll be glad you spoke up during the interview instead of finding out later that you made a bad choice. Time spent on a job in a given year has increased by 163 hours in the last 20 years -- roughly one month per year!

Surveys show that on average, people would be willing to give up one-fifth of their salary for a better balance of work and personal time. Work/life balance has surpassed high salary as the most desired benefit. If this hits home for you, check out "100 Best Companies for Working Mothers" (Guys, you should look too -- balance isn't just a female thing).

Truly good employers serve not only their stockholders, but also their stakeholders -- employees and customers, as well as the community. It's just good business. Everybody wins. Business Ethics celebrates the "100 Best Corporate Citizens" in its annual corporate social responsibility report. Good companies consistently do good works during up and down times.

Of the 100 Best Companies to Work for in America, 26 offer on-site daycare; 29 offer concierge services; 47 offer domestic-partner benefits to same-sex couples; and 31 offer fully paid sabbaticals. A few of the shining stars in Boston and the Northeast are MFS Investment Management, Sun Microsystems, Timberland and Deloitte & Touche, among others. These companies distinguish themselves by emphasizing those intangibles that make employees feel valued, recognized and respected.

I'm starting to feel very guru-like. My words seem to flow with a rhythmic cadence. Are those chants I hear in the background?

Todd, awakening from his trance, disrupts my soulful karma with, "okay, Mr. Know-it-All Career Counselor, here's one for ya .I wanna take my dog to work with me. Who's gonna let me do that?"

"You're barking up the wrong tree, Todd." Many companies have found that there's something about pets that really brings people together. Check out www.dogfriendly.com for a list of dog-friendly employers. Wildfire Communications in Lexington prides itself on being a "casual, pet-friendly environment focused on mutual support and having fun."

As long as the dogs are on a leash, no one cares. And there are plenty of woods and trails outside to take Sparky for walks. The company also offers virtual concierge service, health and wellness screenings and on-site massage therapy, along with Friday afternoon social hour, Video Games and Ping-Pong! Sure beats doggy daycare!

Todd, the relentless toad, doesn't give up." So I'll bet you they don't offer these services now that they're not desperate for good workers." As if he were one.

Consider this: in spite of the current downtrend, 83 of the top 100 companies continue to offer rewards to employees for recommending new hires. The top dollar for a referral is $15,000.

Although nice perks may help somewhat in recruiting, keeping people depends on an organization's success in demonstrating a culture where people are respected and treated as adults, one that shows people that the company really does care about them. People don't expect utopia, but they do want to feel good about where they work.

It appears that Beth wants to feel good about with whom she socializes.

Excusing herself, she leaves to refill her glass of wine, leaving me alone with Todd. Maybe this is how it was supposed to end all along. What time is it? Could it be, I've turned into a toad too?

Accepting my fate, I turn to Todd, "so is your 'whine' glass empty yet?"

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