“We’re in an era where the marketplace is extremely fluid when it comes to hiring new entrants into the workforce, including both the millennial and the post-millennial generations,” says Fleet Maull, Ph.D., an executive coach and author of the upcoming book Radical Responsibility: How to Move Beyond Blame, Fearlessly Live Your Highest Purpose, and Become an Unstoppable Force for Good.
“There are a lot of job opportunities out there in the world for the individual who is educated and possesses expertise and/or talent,” Maull continues. This reality is often hard for distributors to grasp, and especially those companies that are being led by people who “paid their dues” and “put their time in” as they worked their way up the ladder. Those veteran managers and leaders often take it for granted that their younger recruits will follow in their footsteps. This, in turn, leads to poor (or just downright irrelevant) human capital management and sends those new recruits in search of greener pastures.
Breaking Down Old Structures and Approaches
Maull says industrial distributors that have been doing things the same way for 10 or 20+ years are particularly prone to problems on the human capital front, and mainly because they’ve never adapted to the new hiring realities. Toss the very low national unemployment rates into the mix—and the fact that electrical distribution is hardly a “sexy” industry that new college grads or young job-seekers would naturally gravitate towards—and distributors definitely have their work cut out for them.
See the full article here: https://tedmag.com/optimizing-your-distributorships-human-capital-part-i/
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