As you may have guessed there is no unifying theme today; just some very interesting stuff.

According to the media today’s college grad wants to either start a company or work in a startup, but is that really true? An article in the The Brown Daily Herald says otherwise, but obviously, the external media probably knows more than an internal college paper.

Of the 67 percent of Brown graduates who entered the workforce after graduation in 2011, 20 percent — 171 students ­— worked in either consulting or finance. Teach for America was the top employer of graduates, followed by Google and Goldman Sachs.

Next, Tien Tzuo, CEO of Zuora, shares great career wisdom from Larry Ellison, Marc Benioff and Scott Thompson, the CEO’s of Oracle, Salesforce.com and Yahoo

Larry Ellison, Oracle founder/CEO: “Sometimes, you need to piss off the boss.”

Marc Benioff, Salesforce.com founder/CEO: “Break the glass ceiling in your head.”

Scott Thompson, Yahoo CEO: “Your job is to make people successful”

Those who favor a meatier subject should read new research from Michael C. Jensen, the Jesse Isidor Straus Professor of Business Administration, Emeritus, on the impact of integrity in the real world.

Behavior that lacks integrity leads to value destruction. This paper analyzes some common beliefs, actions, and activities in finance that are inconsistent with being a person or a firm of integrity. Each of these beliefs leads to a system that lacks integrity, i.e., one that is not whole and complete and therefore creates unworkability and destroys value.

How do the magazines treat your personal information when you subscribe? Do you have value to them beyond the price of your subscription? That’s what a reporter wondered, so she did an informal test to find out.

“It is revenue-producing for a publisher to collect subscribers’ information and sell it,” said Paul Stephens, the director of policy and advocacy at the Privacy Rights Clearinghouse, a consumer group in San Diego. “It’s just information that is very valuable to advertisers who want to target individuals based on their interests.”

Now that you’ve eaten your meat and veggies here’s a goody for dessert. It’s the best version I’ve seen of images set to Billy Joel’s We Didn’t Start The Fire. Turn up your speakers, go to full screen and enjoy!

Flickr image credit: pedroelcarvalho

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Today we look at some interesting commentary on the state of the talent force (I positively detest the term ‘human capital’); some new and some seriously old.

Companies frequently hire from the outside based on the idea that new blood is good for the organization, but is it?

According to Wharton management professor Matthew Bidwell, “external hires” get significantly lower performance evaluations for their first two years on the job than do internal workers who are promoted into similar jobs. They also have higher exit rates, and they are paid “substantially more.” About 18% to 20% more.

Have you wondered if the job market will ever turn for more than the young tech-enabled? Maybe not quickly enough, but time does move on and demographics will not be denied.

A Human Capital Zeitgeist, is emerging as companies big and small are getting smacked with the realization that talent management is SO critical to competing in a volatile marketplace, they might actually have to throw a bit more respect at the “human” in the human capital equation.

This demographic time bomb isn’t new; it was recognized more than a decade ago, but managers’ ability to recognize, attract and retain talent has escalated dramatically, with the economic crash more like an attack of hiccups, than an actual change.

McKinsey declared the start of “the war for talent” in 1997. It has turned out to be a more or less permanent conflict. Revisiting their earlier work in 2001, the management consultants stated: “The war for talent will persist for at least the next two decades. The forces that are causing it are deep and powerful. The war for talent is a business reality.”

Do you believe that happy employees perform better? Not everyone agrees, although I freely admit I’m on the pro side of that argument.

Productivity measures across national economies have captivated the attention of policy makers and executives alike. Ultimately, though, the source of productivity is the individual knowledge workers who get things done every day. And the evidence is clear: People perform better when they’re happier. OR Happy employees tend to enjoy the status quo so much that they might resist changes to it. This is hardly a recipe for success in today’s world, where agility and embracing change are essentials for success.

Of course, no discussion of productivity can take place without including Elton Mayo and the Hawthorne Effect. Impressive experiments, since they are as relevant today as they were nearly a century ago.

What he found however was that work satisfaction depended to a large extent on the informal social pattern of the work group. … He concluded that people’s work performance is dependent on both social issues and job content.

Finally, no commentary on people and the workplace would be complete without something on the Millennials; the demographic the media and pundits keep insisting are completely different from preceding generations—but are they really?

“For the past 12 years, I have studied the so-called generation gap through empirical research, and have found that stereotypes of millennials in the workplace are inconsistent at best and destructive at worst.” ­­–Jennifer J. Deal, senior research scientist, Center for Creative Leadership

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The Twitterverse and blogsphere are raging pro and con over the hiring of homeless people to promote mobile wi-fi devices at the South by Southwest conference calling it ‘exploitation’.

It matters not that Mitchell Gibbs, director of development at the Front Steps homeless shelter and involved in setting up the program, believes it has inspired an “entrepreneurial spirit” among its homeless participants, “It’s an employment opportunity, regardless of who is offering it.”

And homeless participant Clarence Jones must be wrong when he says, “Everyone thinks I’m getting the rough end of the stick, but I don’t feel that. I love talking to people and it’s a job. An honest day of work and pay.”

Obviously the pundits know more; they’ve probably spent more time working hands on with the homeless than Gibbs and studied homelessness more than Jones.

These days arrogance knows no bounds and this is a great example of that.

I don’t see this as any different than the human sign holders, many of whom are also homeless, that you see at major intersections promoting everything from mattress sales to cell phones to pizza.

Of course, the products they promote don’t infringe the promised land of tech, so nobody cares.

It’s likely that nobody would care if they hired the homeless as hotspots in other cities or even in Austin when SXSW wasn’t on.

I agree with Adam Hanft, who said that even if the effort was well intended, it seemed to turn a blind eye to that disconnect. “There is already a sense that the Internet community has become so absurdly self-involved that they don’t think there’s any world outside of theirs.”

Talking abut disconnect, perhaps the Internet community is catching up with the financial community.

Can you imagine the backlash if the homeless were hired as sign holders for banks anywhere?

Flickr image credit: Brett Jordan

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Maya Angelou is well known as a poet and an activist, but I find what she says full of common sense and much of it applicable to the workplace, especially to entrepreneurs.

First and of great importance Angelou warns, “Prejudice is a burden that confuses the past, threatens the future and renders the present inaccessible.” This refers not only to the obvious prejudices, but also the more subtle ones, such as schools, age (young if you aren’t and older if you are), neighborhood, etc.

The following seems focused directly on a large portion of Millennials, “There is nothing so pitiful as a young cynic because he has gone from knowing nothing to believing nothing.”

Angelou also offers the same advice Steve Jobs did on how to be successful, “You can only become truly accomplished at something you love. Don’t make money your goal. Instead, pursue the things you love doing, and then do them so well that people can’t take their eyes off you.”
Creativity is something that every manager wants and being creative is something that every person is, whether they realize it or not, “You can’t use up creativity. The more you use, the more you have.”

People talk all the time about “having it all” and “doing it all,” but, as Maya advises, “There is a very fine line between loving life and being greedy for it.”
She also share some hard won wisdom that entrepreneurs and others in the work world would do well to remember, “I’ve learned that making a “living” is not the same thing as making a “life.””

Finally, Angelou offers us the ultimate advice; definitely worth remembering, “Nothing will work unless you do.”

Flickr image credit: Adria Richards

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Northern California startup land is once again the Golden State for new grads—especially those with a strong sense of entitlement.

And I do mean golden.

Lattice Engines, a small San Mateo startup, where she makes “near the top” of the company’s $80,000 to $130,000 range for an entry level product manager, plus equity.

Notice that the young woman is not a techie, so her salary isn’t pay for (supposedly) hard to find programming skills.

Granted I’m no longer in the front lines of hiring, but I’m still going to stick my neck out and say that no new grad is worth that kind of money—not even programmers.

Why?

Because there is so much more to working than what was learned in class. Stuff like

• you may not know as much as you think, let alone everything;
• experience matters;
• understanding that while screwing up your own work is bad it can wreck the project and damage not just your team, but even the company;
• not only being present, but also productive five days a week, 12 months a year;
• being engaged every day all day—no cramming just before evaluations;
• no spring or winter break or summer vacation (it’s a different rhythm); and
• many other mundane things

In other words, it’s a different world, with different rules and different measures.

Further, new research is showing that entitlement kills innovation and for a new grad to believe they are worth a six figure salary plus equity compensation package is definitely entitlement.

I’m not saying that they aren’t assets or that they won’t contribute significantly, just that it wouldn’t hurt if they proved themselves first.

Can you imagine the impact on their productivity and creativity if their annual raise is meager, let alone justifying that salary if they change jobs?

There is a world of difference in the skills of someone with one year of experience, let alone five or more.

The problem is that by the time that truth is learned they are no longer entry level.

Flickr image credit: Jeff Wilcox

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Entitlement is a hallmark of many Millennials, but if you have a startup entitlement can literally kill it, as it has done many times.

A first-hand example is provided in Battling Entitlement, the Innovation Killer.

The belief that one is special and therefore is entitled to special treatment is rampant these days from those who feel they deserve more to join—more stock, more money, more title—to the frequent epidemics of founder ego that sweep across startup land.

But what about the not so obvious, such as a lack of accountability and favoritism?

Both are forms of entitlement that kill initiative, which, in turn, kills innovation right along with productivity, engagement, loyalty and a host of other desirable attitudes and actions.

Many younger employees are entering the workplace with no real understanding of accountability and many older employees have worked for managers who don’t enforce viable accountability in their organizations.

Accountability requires consequences and consequences need to be implemented evenly across the entire organization, with the only exceptions being made publicly and whose basis is obvious and acceptable to the rest of the team, e.g., serious illness, death, etc.

Founders and managers who claim to have no time to spare for accountability and use termination as a solution exacerbate the problem.

Bosses, whether entrepreneurs or not, have a responsibility to both their company and their people—enforcing accountability while stamping out entitlement is a big piece of it.

Image credit: Warning Sign Generator

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This list is from a columnist at China Daily in response to reducing high turnover and improving retention.

Six essentials employees want in their jobs

1. A great boss
2. Trust and respect
3. Appreciation and recognition
4. Career progression
5. Corporate culture
6. Communication

The list doesn’t differ much from dozens of similar lists you’ve seen under the title of “What Millennials Want’ or descriptions over the decades of what most US workers want.

And I’m willing to bet the list applies to any workforce in any country on Earth or elsewhere in this or other galaxies.

These are universal desires of both educated and uneducated people; what changes is their ability to articulate them.

It’s a list that managers and management should take to heart, because it isn’t going away.

The six are constants that every manager had better understand and provide or be prepared to staff a revolving door.

Flickr image credit: Joe Shlabotnik

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Company cultures are much like the people who create them, unique on the outside, but similar basics on the inside—good like good or bad like bad. It’s how those basics manifest themselves that the world calls culture.

First up from Forbes is a quick overview of the basics; it’s a long way from comprehensive, but it’s a place to start.

There’s a lot of talk these days about how Millennials are demanding/driving change in corporate culture, but when you look at what they want it’s similar to what most people want. The difference is found more in their attitude—as it is in all generations.

Creating culture is an inside out function—what is inside the boss will form the foundation of what is inside the culture—for better or worse—so know the culture and you know the boss and vice versa.

• Pamela Fields, CEO, Stetson
• Lars Björk, CEO, QlikTech and the Ernst & Young Entrepreneur of the Year national winner in the technology category.
• Amanda Lannert, CEO, Jellyvision Lab; Kevin Willer, co-founder, Google’s Chicago office; and Ed Scanlan, founder/CEO, Total Attorneys.

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Much has been written about Gen Y, AKA, Millennials, in the workforce—the difficulty hiring them, the problems managing them and the much greater problems of retaining them.

What makes them so different?

“When they get to the workplace, they have a sense of entitlement, a need for validation, difficulty in really discerning what to do because their whole lives were managed,” –Christine Hassler, Gen Y career expert and consultant.

Not only managing them, but also fighting their fights—even at the office.

There are eighty million Gen Y, but not all of them fit this description; millions of them are ‘aMillennials‘.

The funny thing (as I’ve said before) is that when you look at a list of what turns Gen Y off you’ll find the same traits that turn off 90+% of the workforce.

• Inflexibility.
• Judgmental attitudes.
• Close-mindedness.
• Unwillingness to listen to and respect Gen Y’s opinions, ideas and views.
• Intimidation.

Yuk! Nobody wants to work for someone like that; the difference is that Gen Y may less patient and quicker to leave—at least until they have a mortgage and kids to consider.

Ryan Healy, co-founder and COO of Brazen Careerist, attributes companies’ success to culture.

“The companies that are doing it well and right know that it’s really about the culture you create.”

Tony Hsieh is well known for creating a culture that both attracts and retains and it’s not just for Millennials.

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A couple of weeks ago I wrote about Roy F. Baumeister’s research showing how decision fatigue affects hiring, self-control and is tied to ego-depletion.

Self-control and will power aren’t traits you as much about as you did when I was a kid; these days the focus is on instant gratification, whether it’s a child demanding a treat, an adult looking for a new job or you-name-it.

The question really boils down to whether self-control really offers significant long-term benefits?

Benefits that are substantial enough to stand up to the embarrassing tantrum your child pitches when she doesn’t get what she wants?

In experiments beginning in the late 1960s, the psychologist Walter Mischel tormented preschoolers with the agonizing choice of one marshmallow now or two marshmallows 15 minutes from now. When he followed up decades later, he found that the 4-year-olds who waited for two marshmallows turned into adults who were better adjusted, were less likely to abuse drugs, had higher self-esteem, had better relationships, were better at handling stress, obtained higher degrees and earned more money.

Impressive; certainly enough to at least get parents to think about showing some backbone and helping their kids learn self-control.

But what about those of us who are Millennials, Gen Xers and Boomers? Is our situation hopeless? Are we destined/doomed to careen through life without those benefits if we don’t already have them?

Fear not. According to other research by Baumeister your self-control, AKA, will power, can be toned by exercising it, just like any other muscle—and he wrote a book about it.

In recent years the psychologist Roy F. Baumeister has shown that the force metaphor has a kernel of neurobiological reality. In “Willpower,” he has teamed up with the irreverent New York Times science columnist John Tierney to explain this ingenious research and show how it can enhance our lives.

Wow; buff self-control.

How cool is that?

UPDATE: I just read this article about SpongeBob, which adds an interesting kicker to the research.

In another test, measuring self-control and impulsiveness, kids were rated on how long they could wait before eating snacks presented when the researcher left the room. “SpongeBob” kids waited about 2 1/2 minutes on average, versus at least four minutes for the other two groups.

Image credit: Kirkus Reviews

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