WORKFORCE STRATEGIES

Keeping Ahead of the Industry Curve

By Christine Lewis Shane

Emerging graphic arts technologies, specialized software applications and expanded capacity computers are placing unrelenting demands on print company managers and employees. Coupled with technological change is the increasing professionalization of the graphic arts workforce. Innovation in technology requires innovation management because cutting edge technology will not perform without the right people. Managers must insure that the right people-are in the right place-at the right time.

The composition of the workforce is changing. By the year 2000, most new jobs will require computer literacy and technical applications. Over 75% of the labor force will be comprised of women and minorities. Currently, 46% of US managers are women. As the population ages, retirement will be pushed back and new medical technology will continue to allow more people to work longer. One has only to look at the number of print employees who have survived threatening conditions and continue to work.

"Generation X" is upon us. Born between 1964 and 1975, children of the "Baby Boomers" are entering the workforce with computer age skills and future oriented values. Disillusioned by the failure of corporations to provide job security for their parents, these employees are looking for corporations as a means for professional growth and individual profit. "X" employees want access to top management decision makers and to position themselves at the edge of technological innovation. Unlike their predecessors, these young professionals are not asking "What can I do for my company?". They ask "What can my company do for ME?".

To attract the best workers and to retain top performers, the strategically oriented graphic arts company must develop ways to identify workplace behaviors that insure profitability and long term success. Managers know that good business practices include a thorough understanding of the future of the graphic arts industry as well as projected product demands and market demographics. Like business strategies, workforce strategies include the identification of the education, knowledge and skills required to perform the job, the ability to adapt to new technologies and equipment, and the personal work habits necessary to insure that the work is done well. Once worker characteristics are identified, strategic managers can create positive workplace environments that will recruit, motivate and retain employees. The following are a few examples:

· Level the playing field: Fairness and equal opportunity for advancement are keys to employee motivation and retention. "Playing favorites" or discrimination against specific employee groups will increase worker dissatisfaction that can result in possibly damaging litigation. Written job descriptions and employee performance appraisal systems help insure that all employees are judged equally. Diversity among employees can also broaden a company's customer base.

· Create opportunity: Training and education provide mechanisms for professional advancement and personal development. Effective employee training enables workers to learn new technologies and earn promotions. In addition, increased employee competence improves organizational productivity and effectiveness.

· Communicate organizational goals and objectives: Involving employees in the identification and attainment of corporate goals heightens individual participation and teamwork. Open meetings and informal talks provide information and increase employee loyalty. Management must enlist employee participation to improve achievements and thanks for a job well done supports company expectations for excellence.

· Dare to be different: Opportunities are missed when managers refuse to change operating styles or ignore employee input. Seemingly outrageous suggestions can result in immeasurable monetary gains. Computer to plate technology (CTP) was hardly imagined ten years ago. Now it is a reality. By challenging prevailing attitudes and keeping a futuristic outlook, companies encourage innovation, improve production and increase the bottom line.

Graphic arts manufacturers can improve their market position by combining sound business strategies with thoughtful workforce management. Cutting edge technologies do not work alone. The ability to recruit, motivate and retain a professional workforce involves instituting equitable management procedures and innovative techniques. Changing technology demands a changing workforce. Those companies that integrate technological and management innovations will excel into the next millennium.

Christine Lewis Shane provides human resource consultation and training to the graphic arts industry and public sector organizations. She was also a guest speaker at the 1997 NALC Annual Convention in Boston.

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