Boomers, Busters and Boomlets shaping employer strategies

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From the late 1970s until today, companies have expanded both traditional and non-traditional benefits to attract and keep qualified employees, according to Gary Gibson, owner of Gibson and Associates.|ret||ret||tab|

Gibson not only helps match job seekers with the right employment, but also works with companies to supply and wage employee opinion surveys to help determine what people want in the workplace. Gibson works out of his home and uses P.O. Box 10007, Springfield, Missouri, 65808 as his business address. |ret||ret||tab|

According to Gibson, many companies, whenever possible, strives to meet employee expectations, and that "generational markers" are playing a large role in employee expectations. |ret||ret||tab|

Gibson classifies workers into three groups: Baby Boomers, people over 40; Baby Busters, people from ages 20 to 35; and Baby Boomlets, those under 20.|ret||ret||tab|

Many of those in the middle group have grown up in households with both parents working, Gibson said, and often their goals are centered around a predictable 40-hour work week for the purpose of allowing time for family and personal activities.|ret||ret||tab|

Another factor in the same Baby Busters group, extending to those in their mid-40s, is the number of people in single-parent households. Gibson estimates that from 1970 through 1999, dual-parent households dwindled from 86 percent of families with children to 68 percent. This, he said, has increased the desire for on-site or assisted day care help, a need that several large companies have responded to.|ret||ret||tab|

Gibson said that to attract new employees, some companies offer qualified candidates sign-on bonuses, and referral bonuses to existing employees who bring in new employees.|ret||ret||tab|

These types of incentives, however, are becoming less common as the job market loosens, according to Rod Panyik, president of Management Recruiters, located at 1807 E, Edgewood, Suite B.|ret||ret||tab|

Panyik said that in the late 1990s, 10 percent of the annual salary was not an uncommon sign-on bonus. He added, however, that the practice is not as prevalent in today's job market.|ret||ret||tab|

"The market has loosened up, with more people available, so employers aren't offering as many incentives," Panyik said.|ret||ret||tab|

Notwithstanding today's market, companies have long begun to look at creative ways to compensate employees based on productivity, according to Gibson. He said this becomes a win-win situation for both employee and employer.|ret||ret||tab|

Some companies have gone so far as to reassess spot bonuses, Gibson said. Where it has been customary in the past for companies to offer annual bonuses for employees who meet objectives, some companies, in response to employee demands, have broken up bonus structures into quarterly or monthly compensation to provide immediate feedback for goals accomplished.|ret||ret||tab|

"I find that the more employers listen to and acknowledge employees' ideas, the more productive they will be." Gibson said.|ret||ret||tab|

Many companies have been meeting employee needs by offering flexible work schedules. In situations where the time frame is less sensitive than the number of hours worked, they allow people to come to work later than the scheduled time and make up the time at the end of the workday, Gibson said.|ret||ret||tab|

Manufacturing is less flexible about scheduled work hours, he added, but many manufacturers instead offer a four-day work week, allowing three days off for employees who want to put in longer workdays on their scheduled shifts in return for the extra day off.|ret||ret||tab|

John Ruhmann, vice president and recruiter for WSA Corporation in Ozark said that besides day care centers, many employers have installed onsite exercise facilities. Some also have added onsite dry-cleaning facilities for employees.|ret||ret||tab|

Ruhmann added that although providing moving expenses has been a standard benefit for many years for upper-level employees, many companies have stopped offering sign-on bonuses. "Only about 27 percent of the national companies are planning to add people in the next few months, according to a recent news report," he said.|ret||ret||tab|

Gibson noted that companies that employ many people with highly technical skills, such as computer technicians, have realized that the nature of the job doesn't allow for much people contact. Many such companies have initiated programs to encourage contact with fellow employees, he said. These programs allow people time to talk with each other, to give employees "a sense of connection and belonging."|ret||ret||tab|

Gibson said that from the late 1970s, companies have topped out in traditional time off such as vacations, holidays, vacation and personal time. Companies have begun to focus on compensation for work completed and ways to keep people focused on the job at hand.|ret||ret||tab|

There has not been much emphasis on the work environment in this area, he said. |ret||ret||tab|

"I don't think we have any harsh environments around here, like the mining industry for example," Gibson said.|ret||ret||tab|

Of benefits in general, Ruh-mann said, "Standard workplace benefits such as a 401(k) plan, with good company contribution levels and an adequate insurance package, are still the norm with most companies."|ret||ret||tab|

Panyik echoed the feeling about current trends. "Obviously there are competitive wages and benefits, but today companies are offering fewer incentives to new-hires, except in certain instances."|ret||ret||tab|

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