A new generation of employees entering the workforce brings a very different set of expectations in terms of available technology, communication styles, compensations plans, available benefits, and advancement opportunities. Striking a balance between new and existing employees will require agility and flexibility.
- The graying of the workforce. As an increasing number of knowledgeable and seasoned employees near retirement age, distributors face the potential loss of valuable relationships, product knowledge, and market insights.
- Managing a new generation of employees. A new generation of employees entering the workforce brings a very different set of expectations in terms of available technology, communication styles, compensations plans, available benefits, and advancement opportunities. Striking a balance between new and existing employees will require agility and flexibility.
- New kinds of workers. A growing number of ex-service personnel (from the Army, Navy, Air Force, and so on) are entering or re-entering the workforce--bringing with them unique leadership, teamwork, and management skills as well as insights about critical areas such as logistics, communications, information technology and collaboration.
- Gender dynamics. More women are entering the distribution workforce--assuming leadership roles and bringing a new dynamic to what was traditionally a male dominated industry.
- Ownership and management succession at many distributors. This is exacerbated by the limited interest of some second-and third- generation owners to assume the responsibility of running the family business (especially after an exceptionally challenging economic environment and an extended period of uncertainty ahead.)
ACTION POINT: Understand the challenges and embrace the opportunities you are facing with the workforce of today.
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