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You are here: Home > Business > Workplace Communication > Make Work Cultures Fit The Needs And Aspirations Of Young Adults, And They Will Stay Here |
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Useful Advices - Make Work Cultures Fit The Needs And Aspirations Of Young Adults, And They Will Stay Here
Replacing baby boomers who retire presents a continuing problem for companies in the Pittsburgh region. And there is no easy solution in sight. Our universities and colleges attract many young students to Pittsburgh, but after graduation they leave in droves for jobs elsewhere. The Coro Report of April 2003 showed that between 1980 and 2000, the population of 20- to 34-year-olds in the 10-county Pittsbur According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product gh region dropped by more than 200,000 for a 32 percent decline from 1980 levels. Between 1990 and 2000, the region experienced another 6 percent drop. Of the solutions offered to this dilemma, few, if any, have focused on the need for Pittsburgh companies to restructure traditional corporate culture to make it more acceptable to younger employees. In the past 25-plus years, I have consulted with corpor ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug. Examples of combination products may in te leaders throughout the United States and in more than 30 countries around the globe. I have seen them create corporate environments that attract the most talented, younger people while freeing and nurturing the "inner entrepreneur" among all their employees. I believe more Pittsburgh companies can do the same. Technology and outsourcing have leveled the playing field in the global marketplace. As a re lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together. ult, corporate culture is now the single, competitive differentiating factor that can neither be copied nor taken away. A corporate culture attractive to younger employees and more mature employees can give our companies a key competitive edge at home and abroad. Companies that renew their cultures share the big picture with employees. Transparency is the rule, and there are no secrets. This openness emp here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe wers people to take risks to advance the corporate vision and hold themselves accountable. They know where their companies are now, where they are headed and the values that will take them there. What better way to support increased return on investment in employees and profitability! With the loyalty of yesteryear fading, corporate leaders can exemplify a new face of loyalty by addressing the needs of y d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations. Combination pro unger employees who want more than a place to go to put in their time and collect a paycheck. These leaders challenge, inspire and create ways for people to use their individual skills and talents. They help employees with resources and support to accomplish their goals. And they provide opportunities for employees to grow, develop and become more marketable. For example, through its corporate university ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc Highmark Blue Cross Blue Shield has established a nationally recognized training program that continually educates its employees. For IT staff, employees are trained in state-of-the-art technology. They complete 37.5 hours of training each year, adding substance to their education and resumes. Leaders of enlightened companies support high productivity but minimize stress. Downsizing and scarce resources easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi have created stressful and fragmented workplaces. Employees seem to work at almost superhuman speed and intensity. Such business may seem like a good thing, but it is harmful. As stress rises, mistakes increase, opportunities are lost and productivity can actually decline. Employees become physically ill and start missing days. The result: a counterproductive environment, unsuited for the quick response t nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically mes needed in today's global environment. Young people are eager to make contributions, own their solutions and hold themselves accountable. But if they are forced into a rigid mold, they will hold corporate leaders accountable for outcomes instead of themselves. Younger employees feel especially connected with companies that view them as complete human beings. A healthy, work-life balance means as much, and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ if not more, to some of them than salary. At Highmark, all employees have the option of free use of its fitness centers and participation in its clinically based health and wellness programs. Employees who live in areas not accessible to the fitness centers receive incentives to join health clubs where they live. This effort, combined with other benefits and work-life programs, has helped Highmark to kee ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi employee turnover to a low rate, between 8 percent and 10 percent. Gen Xers and Gen Yers want to know that corporate leaders value their personal lives as well as what they bring to the company. They also have an overriding need to experience progressive challenges and to sense that they are fulfilling their personal destinies within reasonable time periods. In this regard, newly hired management train ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it. Following aspects would a ees at National City Bank move through a progressive, three-year training and development program, experience a number of career assignments and become visible to senior management while moving into managerial positions at the branch level. Gen Xers and Gen Yers thrive on dynamic approaches like this. Forward thinking companies also produce a winning tradition through ongoing evaluative processes that in dd to the challenges in developing combination products: Which markets to tap where the combination products can do fairly well? Which combination prod lude feedback through spontaneous coaching as well as formal evaluations. They accept feedback in real time that helps them know what they are doing right and how to make corrections and improve. They want to be part of a winning tradition. And once accustomed to winning, they want to keep on winning. Losing becomes unacceptable. Corporations that create a cycle of winning hire only the best people for t cts are meaningful and rational? Which therapeutic categories to select? Which Combinations can address unmet needs of the patients? Do combin eir raw talent, values and character, not just for skill sets. Skills we can teach. We cannot always imbue others with a work ethic, integrity or optimism. And because attracting new talent is arduous and expensive, selection tools and assessments ensure that companies hire the right people for their respective corporate environments. In this regard, National City Bank concentrates on communicating exten tions increase the patient compliance? What would be the developing cost? How to tackle the risks encountered during combination product developmen ively with prospective trainees through a high-touch recruiting program -- a series of hiring events that take place multiple times each year. Each event includes a "Super Saturday" during which up to 40 job candidates interview with three different National City Bank executives and learn about the bank's culture. The bank enjoys an 85 percent acceptance rate on its offers to these college graduates, and t? As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel ts retention rate for the program is about 70 percent. Federated Investors actively recruits from local colleges and in one program, Federated recruits recent college graduates to work as associate research analysts. These positions, which last for two to three years, provide an opportunity for an analyst to learn the investment management business from one of the largest investment management companies ping new procedures for reviewing their safety, efficacy and quality. Professional from academic institutions, pharmaceutical industries, health care indust n the country. Participants sample the business and use the experience to prepare them for an MBA program. Federate has enjoyed success with this program, which provides opportunities to highly desirable young professionals in Pittsburgh. Whatever the company and industry, companies that retain younger and more mature employees alike elevate communication to an art form. This goes beyond sending out e-ma y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products ls or holding employees forums on critical issues, although these tools may well be valuable. It means that corporate leaders ensure that employees understand major change initiatives and can make their voices clearly heard. People on both sides of the leadership desk need to care enough to share their heartfelt viewpoints, not just exchange information. No matter how brilliant an idea or innovation may . As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de e, if employees lack the drive, the commitment and the dedication to nurture it to fruition, it will not be worth the bother. There will always be a competitor who can take the idea and do it cheaper, faster, better. What competition cannot replicate is a company's culture, one that is peopled with passionate, dedicated employees who have an endless source of brilliant ideas. Perhaps most important in al elopment. They need to be wiser in analyzing the market trends and the regulatory requirements. Companies that provide selfless information through particip this, adapting corporate culture to changing circumstances and different generations of employees cannot happen by itself. In fact, corporate culture needs to be structured to assure ongoing vitality and profitability, and the ability to compete. (Joanne G. Sujansky, Ph.D., of Upper St. Clair, is founder and chief executive officer of KEYGroup. Contact her via e-mail at jsujansky@keygroupconsulting.com. tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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