Global Employment Companies (GEC)

Big Pharma, Big Auto, and Oil&Gas find the GEC a very good answer to managing the rotators

Download complete info to learn WHAT, HOW, and WHY it works well for select companies and organizations globally.


We have never seen such a flourishing number of articles, seminars or speaking sessions headlining Global Employment Companies (GEC).

From educational contents where the concept of GEC is presented over case studies, to more academic angles in specialized publications, the subject is being discussed and decorticated. GECs are under the spotlight with two central questions: what are exactly the benefits of using a GEC… and are we “GEC-able”?

“…Oil & Gas companies found it a good answer to the complexity of managing rotators and to some extent an alternative to the costly and exposed use of freelance staff.”



‘Best Place to Work in Brasil’ recognizes the SC Johnson company …. long-standing commitment to creating an environment of inclusion and fostering a culture of respect and integrity

These accomplishments are no more visible than during this ongoing Zika crisis. All SCJ teams in Brazil have stepped up and continue to work tirelessly to produce and distribute repellent products that can help protect families in Brazil and Latin America.

RACINE, Wisconsin, August 16th 2016 /PRNewswire/ ….source–

SC Johnson announced that is has been recognized in Brazil as a 2016 Best Multinational Workplace by the Great Place to Work® Institute. Moving up in rank, the company ranked 3 on the listing of Best Medium-sized Multinational Workplaces in Brazil. This is the third time the company has placed on this important list in the four years it has been published.

Recently, SC Johnson Rio ranked number 2 on the 2016 listing of Best Small and Medium Workplaces in Rio de Janeiro, for the second year in a row, by the Great Place to Work® Institute. SC Johnson Rio achieved this recognition for their long-standing commitment to creating an environment of inclusion and fostering a culture of respect and integrity.

“The SC Johnson teams in Brazil and Rio have done an amazing job in fostering a winning employment experience and great place to work environment where people feel a sense of belonging and accomplishment,” said Fisk Johnson, SC Johnson Chairman and CEO. “These accomplishments are no more visible than during this ongoing Zika crisis. All SCJ teams in Brazil have stepped up and continue to work tirelessly to produce and distribute repellent products that can help protect families in Brazil and Latin America, and for this I am extremely proud.”

Each annual Best Workplace list is based on a random employee survey, a questionnaire on corporate policies and philosophies, and other supporting documents. More than 1,000 organizations competed to be recognized on the list of 35 Best Medium-sized Multinational Workplaces.

This recognition for SC Johnson Brazil and Rio are two of the latest achievements SC Johnson has received in 2016 from the Great Place to Work® Institute. SC Johnson Brazil and Rio join the ranks of SC Johnson U.K., Nigeria, Mexico, Italy, Germany, Venezuela, Central America, Poland and Latin America in being named Best Workplaces. Last year, SC Johnson was included in Working Mother magazine’s list of the “100 Best Companies for Working Mothers” for the 27th time, and received a perfect score of 100 percent on the Human Rights Campaign Corporate Equality Index.

About SC Johnson
SC Johnson is a family company dedicated to innovative, high-quality products, excellence in the workplace and a long-term commitment to the environment and the communities in which it operates. Based in the USA, the company is one of the world’s leading manufacturers of household cleaning products and products for home storage, air care, pest control and shoe care, as well as professional products. It markets such well-known brands as GLADE®, KIWI®, OFF!®, PLEDGE®, RAID®, SCRUBBING BUBBLES®, SHOUT®, WINDEX® and ZIPLOC® in the U.S. and beyond, with brands marketed outside the U.S. including AUTAN®, TANA®, BAMA®, BAYGON®, BRISE®, KABIKILLER®, KLEAR®, MR MUSCLE® and RIDSECT®. The 130-year-old company, which generates $10 billion in sales, employs approximately 13,000 people globally and sells products in virtually every country around the world.

Philip Berry, CHRO Clinton Foundation, Author, ‘Being Better Than You Believe’

It’s about leadership development and human capital improvement strategies on a global basis. Philip Berry has lived abroad, worked in +60 countries; and retired a senior global executive with Colgate-Palmolive. He will keynote GlobalBusiness NewYork October 25.

Philip A. Berry is President of Philip Berry Associates LLC, a management consulting firm which focuses on executive coaching, personal branding, global talent development, leadership training, global diversity, cross cultural competency, innovation and organizational effectiveness. Philip has lived abroad and worked in over 60 countries and gained extensive experience in leadership development and human capital improvement strategies on a global level.

As the former Vice President of Global Workplace Initiatives and Corporate Officer for Colgate-Palmolive, Philip led the company’s efforts to attract, develop and retain a diverse workforce. He was responsible for developing, implementing and evaluating diversity and inclusion strategies on a global basis, along with government compliance. He was also the Global VP for Employee Relations & Best Place to Work. In prior senior HR roles, he served the Central Europe/Russia, Africa/Middle East, Latin America, and Asia and lived in Paris as VP for HR Europe. In each of these areas, Philip made major contributions on key business issues, particularly goal alignment, executive compensation, business development and acquisition integration.

Prior to joining Colgate-Palmolive, Philip acquired HR expertise at Procter & Gamble, where he worked for eight years in labor relations, organizational development and compensation. He also worked at Digital Equipment as Personnel Manager and the Triborough Bridge and Tunnel Authority as Vice President of Human Resources.

Philip serves on numerous boards. He is the Vice Chairman of the Board of Trustees for City University that has responsibility for the 24 colleges within the New York City. He is a member of the Board of Directors Global Commerce Education, a cross cultural competency think tank; a member of the Advisory Board of the New York City Center, an arts and cultural institution; an advisor to the Corporate Diversity Council for the Asia Society and a member of the International Executive Resources Group.

He is recognized for his many contributions. He is a recent recipient of the Crossing Borders awards from Feminist Press. Other of Philip’s awards include: several awards from National Hispanic Corporate Achievers, Community Service Award the Caribbean American Chamber of Commerce; the National Association of Asian American Professionals, the Quality of Work Life award from Work Life Matters magazine, the 100 Most Powerful Blacks in New York award from Crain Magazine, the Communicator of the Year award from Global HR News and the Governor’s award for Distinction in Community Service.

Philip is the author of “Being Better Than You Believe: 8 Steps to Ultimate Success”; Outskirts press 2010 and has authored several articles. Among the most recent are The Diversity Officers Role: its Relevance During the Recession, Recovery & the Obama Era: Bonnier Press 2010; Breaking Through the Bamboo Ceiling: Diversity Executive Magazine Dec 2010;Mastering Cultural Dexterity: Diversity Best Practices Journal 2009; How to Re-Light the Fire in Yourself & Others in a Down Economy: Global HR News 3/09 ;How Global Megatrends are Shaping Global Talent Management ; Strategies : Global H R News 12/08 and How Transformational Leadership Inspires Change: Global H R News 11/08.

Philip received his MBA from Xavier University, his M.S.W from Columbia University and his Sociology from Queens College and AA in Marketing from Manhattan Community College. Philip is certified by the International Coaching Federation and is a certified minority supplier.

JAMIE DIMON, Chairman, CEO – JPMorgan Chase


Bad leaders can drive out almost anyone who’s good because they are corrosive to an organization … In the face of difficult challenges, great leaders do not retrench. Just the opposite – they step up.

Over the years I have written about the importance of strong leadership in business and the essential qualities a leader must have. These qualities are timeless, and they are especially important when times get tough. In the face of difficult challenges, great leaders do not retrench. Just the opposite – they step up.

In a great company, you need to institutionalize and perpetuate a great culture and excellent leaders. To do this, you must do several things well, including the training, the retention of talent and the creation of a company that is continually learning. You must have a culture of character and integrity. This comes from fostering an open environment, where people speak their minds freely, to treating people with respect – at all levels, from the CEO to clerks in the mailroom – to setting the highest standards combined with recognizing and admitting mistakes.

Leadership is an honor, a privilege and a deep obligation. When leaders make mistakes, a lot of people can get hurt. Being true to oneself and avoiding self-deception are as important to a leader as having people to turn to for thoughtful, unbiased advice. I believe social intelligence and “emotional quotient,” or EQ, matter in management. EQ can include empathy, clarity of thought, compassion and strength of character.

Good people want to work for good leaders. Bad leaders can drive out almost anyone who’s good because they are corrosive to an organization; and since many are manipulative and deceptive, it often is a challenge to find them and root them out.

At many of the best companies throughout history, the constant creation of good leaders is what has enabled the organizations to stand the true test of greatness – the test of time. Look at our great military. We love hiring veterans – more than 5,000 in the past couple years. These veterans are outstanding employees and team members.

Below are some essential hallmarks of a good leader that I have written about in my previous letters to shareholders. While we cannot be great at all of these traits – I know I’m not – to be successful, a leader needs to get most of them right.


This means holding regular business reviews, talent reviews and team meetings and constantly striving for improvement – from having a strong work ethic to making lists and doing real, detailed follow-up. Leadership is like exercise; the effect has to be sustained for it to do any good.


This attribute often is missing in leaders: they need to have a fierce resolve to act. It means driving change, fighting bureaucracy and politics, and taking ownership and responsibility.

High standards

Abraham Lincoln said, “Things may come
to those who wait … but only the things left 
by those who hustle.” Leaders must set high standards of performance all the time, at a detailed level and with a real sense of urgency. Leaders must compare themselves with the best. Huge institutions have a tendency toward slowing things down, which demands that leaders push forward constantly. True leaders must set the highest standards of integrity
– those standards are not embedded in the business but require conscious choices. Such standards demand that we treat customers
and employees the way we would want to be treated ourselves or the way we would want our own mother to be treated.

Ability to face facts

In a cold-blooded, honest way, leaders emphasize the negatives at management meetings and focus on what can be improved (of course, it’s okay to celebrate the successes, too). All reporting must be accurate, and all relevant facts must be reported, with full disclosure and on one set of books.


Sharing information all the time is vital –
we should debate the issues and alternative approaches, not the facts. The best leaders kill bureaucracy – it can cripple an organization 
– and watch for signs of politics, like sidebar meetings after the real meeting because people wouldn’t speak their mind at the right time.

Equally important, leaders get out in the field regularly so as not to lose touch. Anyone in a meeting should feel free to speak his or her mind without fear of offending anyone else. 
I once heard someone describe the importance of having “at least one truth-teller at the table.” Well, if there is just one truth-teller at the table, you’re in trouble – everyone should be a truth-teller.

Setup for success

An effective leader makes sure all the right people are in the room – from Legal, Systems and Operations to Human Resources, Finance and Risk. It’s also necessary to set up the right structure. When tri-heads report to co-heads, all decisions become political – a setup for failure, not success.


High morale is developed through fixing problems, dealing directly and honestly with issues, earning respect and winning. It does not come from overpaying people or delivering sweet talk, which permits the avoidance of hard decision making and fosters passive-aggressive behaviors.

Loyalty, meritocracy and teamwork

While I deeply believe in loyalty, it often is misused. Loyalty should be to the principles for which someone stands and to the institution: Loyalty to an individual frequently is another form of cronyism. Leaders demand a lot from their employees and should be loyal to them – but loyalty and mutual respect are two-way streets. Loyalty to employees does not mean that a manager owes them a particular job. Loyalty to employees means building a healthy, vibrant company; telling them the truth; and giving them meaningful work, training and opportunities. If employees fall down, we should get them the help they need. Meritocracy and teamwork also are critical but frequently misunderstood. Meritocracy means putting the best person in the job, which promotes a sense of justice in the organization rather than the appearance of cynicism: “here they go again, taking care of their friends.” Finally, while teamwork is important and often code for “getting along,” equally important is an individual’s ability to have the courage to stand alone and do the right thing.

Fair treatment

The best leaders treat all people properly and respectfully, from clerks to CEOs. Everyone needs to help everyone else at the company because everyone’s collective purpose is to serve clients. When strong leaders consider promoting people, they pick those who are respected and ask themselves, Would I want to work for him? Would I want my kid to report to her?


Leaders need to acknowledge those who came before them and helped shape the enterprise – it’s not all their own doing. There’s a lot of luck involved in anyone’s success, and a little humility is important. The overall goal must be to help build a great company – then we can do more for our employees, our customers and our communities.

The grey area of leadership

There are many aspects of the leadership process that are open for interpretation. This grey area contributes to the complexity of the challenges that leaders – and those who govern them – face. I would like to share with you where I stand with regard to a few of these issues.

Successful leaders are hard to find

There are examples of individuals who have been thrust, wholly unprepared, into positions of leadership and actually perform well
– I think of President Harry Truman, among others. I would submit, however, that relying on luck is a risky proposition. History shows that bad or inexperienced leaders can produce disastrous results. While there are possibly innate and genetic parts of leadership (perhaps broad intelligence and natural energy), other parts are deeply embedded in the internal values of an individual; for example, work ethic, integrity, knowledge and good judgment. Many leaders have worked their entire lives to get where they are, and while perhaps some achieved their stature through accident or politics, that is not true for most. Anyone on a sports team, in government or in virtually any other endeavor knows when he or she encounters the rare combination of emotional skill, integrity and knowledge that makes a leader.

Successful leaders are working to build something

Most leaders I know are working to build something of which they can be proud. They usually work hard, not because they must
but because they want to do so; they set high standards because as long as leaders are going to do something, they are going to do the best they can. They believe in things larger than themselves, and the highest obligation is to the team or the organization. Leaders demand loyalty, not to themselves but to the cause for which they stand.

Nonetheless, compensation does matter

While I agree that money should not be the primary motivation for leaders, it is not realistic to say that compensation should not count at any level. People have responsibilities to themselves and to their families. They also have a deep sense of “compensation justice,” which means they often are upset when they feel they are not fairly compensated against peers both within and outside the company. There are markets for talent, just like products, and a company must pay a reasonable price to compete.

Big business needs entrepreneurs, too

The popular perception is that entrepreneurs – those who believe in free enterprise – exist only in small companies and that entrepreneurs in small companies should be free to pursue happiness or monetary gain as appropriate. Free enterprise, entrepreneurship and the pursuit of happiness also exist in most large enterprises. And you, our shareholders, should insist on it. Without the capacity to innovate, respond to new and rapidly changing markets, and anticipate enormous challenges, large companies would cease to exist. The people who achieve these objectives want to be compensated fairly, just as they would be if they had built a successful start-up.

Performance isn’t always easy to judge

Managers responsible for businesses must necessarily evaluate individuals along a spectrum of factors. Did these individuals act with integrity? Did they hire and train good people? Did they build the systems and products that will strengthen the company, not just in the current year but in future years? Did they develop real management teams? In essence, are they building something with sustainable, long-term value? Making these determinations requires courage and judgment.

One of the reasons I am so proud of our company is because of our great people, our great leaders. These past five years have been a period of turmoil, crisis and stress for our industry and sometimes for our company. What our people have accomplished during these difficult circumstances has been extraordinary – a testament to the critical importance of strong leaders.

DID YOU KNOW? less than 25% of women have SENIOR LEADERSHIP ROLES …but WOMEN are 50% GLOBAL WORKFORCE?

A Practical Guide to Accelerating More Women to Leadership


CONSCIOUS INCLUSION means building the desire, insight and capacity of people to make decisions do business and to think and act with the conscious intent of including women in leadership.

What do our own employees and other global leaders see as the obstacles to closing the gender gap and what’s needed to overcome them?

How do we move from talk to action?

Can we count on Millennials to be the answer?

Is this the generation that really will make the difference?


Here’s how to do better business inside the Washington Beltway

UNDERSTAND the ‘4 PILLARS’ of Washington™

  1. GOVERNMENT; Executive, Judicial, Legislative
  2. COMMERCIAL; business, global financial institutions
  3. POLICY; academia, think tanks, associations/orgs
  4. MEDIA; old/new

Charles Brooks
Sutherland Global as Gov’t Relations, Marketing VP

• @ChuckDBrooks

Washington is an eclectic city. It is a metropolis that is thriving economically and socially. Its architectural design is modeled after Paris and it is certainly a city of cultural diversity and historically interesting neighborhoods. Visually, the site of the monuments reflecting against the panoramic backdrop of the Potomac River is memorable for both visitors and native Washingtonians alike.

It is really a city like no other city in America. Although it may be geographically small, Washington serves as the engine of government, an anchor of global financial policy and representation, a seat of institutionalized policymaking organizations, and as a growing center for business, especially in high tech.

When I first came to Washington, I was overwhelmed by the intensity of life “inside the Beltway.” I was enamored with all it had to offer (“Potomac Fever”) but uncertain how to navigate it and decipher how things worked. Looking back, I would like to offer structure and pathways for others contemplating a public service career or seeking to accomplish tangible objectives for policy and/or business purposes in the nation’s capital.

There are four pillars that comprise the foundation of the operational world of Washington:

government (executive, judicial and legislative branches);

commercial (business, including global financial institutions);

policy: (academia, think tanks and associations/organizations); and

media (old and new).

These pillars function both individually and collectively. They are intertwined and to be effective, it is essential to understand their roles and impact on what you hope to accomplish. Understanding and gaining experience within these pillars that comprise the operational system of Washington takes focus and time. Success can be realized by navigating the pillars and establishing a strategy of strategic relationship building and connecting.

There has never been any doubt that government and politics make Washington tick. Government is not only the basis for tens of thousands of jobs in the area, but it also serves as the fulcrum for evolving and communicating domestic and international policies. Government is the center for laws and executive orders overseeing all aspects of our daily life and our professions. The Pentagon, intelligence agencies, and Department of Homeland Security are all based in Washington because it is the epicenter of power and decision-making. Government in Washington is by design structured as a system of check and balances. An understanding of how the various branches of government function is essential to influencing any regulatory outcome whether it be energy, healthcare or a national security issue. Working on Capitol Hill is invaluable experience and connects to all the pillars and is a special pedigree for mobility in one’s career.

Although it is not a financial center like New York, Washington has been transforming over the years as a commercial hub. The World Bank, Federal Reserve, International Financial Corporation and the Chamber of Commerce are some of the organizations headquartered in the city. Many corporations have also relocated to the area to be near the action and position themselves for government and commercial opportunities. Both Virginia and Maryland have established high-tech corridors close to the city for those reasons. The international community with their embassies and trade groups increasingly see Washington as a growing center for commerce.

It is not only the pillars of business and government that are cogs in the machine. Policy organizations (such as the Center for Strategic and International Studies, the Brookings Institution, the Heritage Foundation, the American Enterprise Institute and the Aspen Institute) that provide issue expertise, training and solutions are really the enabling fuel. A myriad of think tanks offer the latest insights in domestic and global events on a regular basis. Top local universities (such as Johns Hopkins’s School of Advanced International Studies, George Washington, Georgetown, American, George Mason, and Maryland), also promote dialogue and informed decision-making and access. The over 6,000 associations and organization with issue specific interests regularly outreach to key decision–makers who are part of the public and private sector pillars. Strategic communications and thought leadership are integral tools for persuasion.

The media are disseminators of information, with the duty to circumspect the activities of the other three pillars. The media’s role is a fundamental one; any system of democratic government cannot operate without transparency and oversight. In Washington, most of the country’s key media outlets have representation. Outside traditional old media, new media has become a force to consider. Most citizens have constant access and the metrics of public opinion are constantly pulsed. Corporate executives and government leaders use the social media, especially LinkedIn, Facebook and Twitter as part of their work environments. Government 2.0 and Business 2.0 are becoming the norms.

Working in one or all of the pillars is helpful in terms of building issue expertise, contacts and gaining a holistic perspective of how Washington really works. This experience can provide the tactical knowledge to advance your marketing efforts and/or cause in the public/private world. There is no substitute for experience and for building a personal network to be empowered and effective. To be successful, you have to always keep abreast of the latest trends and be visible and helpful to your customer. In the Washington arena, you also have to develop the qualities for resilience and persistence as no one is always on the winning side of issues and contracts.

Washington will always have its image challenges and be an enigma as to how it functions, especially to those who have never experienced life inside the Beltway. Exploring and experiencing the four pillars will bring an understanding of how to navigate a path to success for those who come to this amazing city to make a difference and leave a positive legacy.

Brooks serves as vice president/client executive for DHS at Xerox. He served in government at the DHS as the first director of legislative affairs for the science & technology directorate. He also spent six years on Capitol Hill as a senior adviser to the late Sen. Arlen Specter (R-Pa.) and was adjunct faculty member at Johns Hopkins University where he taught homeland security and Congress. Brooks has an M.A. in international relations from the University of Chicago and a B.A. in political science from DePauw University. He is widely published on the subjects of innovation, public/private partnerships, emerging technologies and issues of cybersecurity. He can be followed on Twitter @ChuckDBrooks.

The above article, in part, appeared in The Hill. GlobalBusinessNews aggregates, edits or adapts news and information for its global readership and the CorporateRelationsNetwork, now in over 200 countries, according to Google.

USA MILLENNIAL FAMILIES … not relocating to the traditional big cities

Impacts new business site selection, recruiting, relo policies, housing/mortgages, school construction

By Joel Kotkin
sourced from Real Clear Politics, Jan6 ’16

“Much is made, and rightfully so, about the future trends of America’s demographics, notably the rise of racial minorities and singles as a growing part of our population. Yet far less attention is paid to a factor that will also shape future decades: where families are most likely to settle.

However hip and cool San Francisco, Manhattan, Boston or coastal California may seem, they are not where families are moving.

In a new study by the Chapman Center for Demographics and Policy, we found that the best cities for middle-class families tend to be located outside the largest metropolitan areas.

This was based on such factors as housing affordability, migration, income growth, commute times, and middle-income jobs. Many of our best-rated cities tend to mid-sized. The three most highly rated were Des Moines, Iowa, Madison, Wis., and Albany, N.Y., all with populations of less than 1 million. Among our top 10 metropolitan areas for families, five are larger than this, but only two—the Washington, D.C. area and Minneapolis-St. Paul—are among the nation’s 20 largest metropolitan areas.

Our bottom 10 includes the media’s favorite two cities, New York and Los Angeles, also the largest metropolitan areas in the nation. Three other large metropolitan areas rank in the bottom 10: Miami, Riverside-San Bernardino, Calif., and Las Vegas. The hipster cities, in other words, are not so amenable to the new generation of young families.

Why Families Head to the Suburbs
In the 1960s, renowned urbanist Jane Jacobs asserted that “suburbs must be a difficult place to raise children.” But they remain popular nonetheless. According to U.S. Census Bureau statistics, in 2011, children between ages 5 and 14 constituted about 7 percent in urban core Central Business Districts (CBDs) across the country, less than half the level in newer suburbs and exurbs. In Manhattan, singles comprise half of all households, based on the American Community Survey. The highest percentage of women over 40 without children, notes geographer Ali Modarres, can be found in expensive and dense Washington, D.C.

One clear example of the new child-free city is San Francisco, which is now home to 80,000 more dogs than children. In 1970, children made up 22 percent of the population of San Francisco. Four decades later, they comprised just 13.4 percent of the town’s 800,000 residents. Nearly half of parents of young children there, according to 2011 survey conducted by the city, planned to leave in the next three years, largely due to high housing costs. This pattern is accelerating: Since 2011, less-dense ZIP codes have been growing far faster than the more dense ones.

The desire for affordable, single-family homes is driving this trend. Over 80 percent of married couples live in such housing, compared to barely 50 percent of households of unrelated individuals and single. The choice to move to the suburbs also reflects the preference for a safer setting. FBI crime statistics show the violent crime rate in the core cities of major metropolitan areas is nearly 3½ times higher than in the suburbs. Given the murder rate in many major cities, this gap can be expected to grow.

Another key motivation in choosing the suburbs, especially for families with children, is frustration with the quality of urban public education. Suburban schools still consistently out-perform those of inner cities in terms of achievement, graduation and college admission.

In the coming years the progressive penchant for enforced densification— contrary to the preferences of most Americans— could cause some serious intra-party rifts, even in areas that today are reliably Democratic “blue.” The biggest opposition to building more single family housing has often been in liberal bastions such as Marin County, Calif., Boulder, Colo., and Westchester County, N.Y., the official residence of Hillary and Bill Clinton after they left the White House. As one Bay Area blogger observed, “suburb-hating is anti-child”—because it seeks to undermine neighborhoods with children.

Exclusionary and Opportunity Regions
America has always had its fancy neighborhoods, often associated also with racial or ethnic exclusion. But increasingly large parts of the country, and this is true in certain cities and suburbs, are evolving into what Dartmouth University’s William Fischel has called “exclusionary regions”— too expensive for middle-class families to access.

Fischel traces much of this development to regulatory policies that restrict housing supply. In 1970, for example, housing affordability in coastal California metropolitan areas was similar to the rest of the country, as measured by the median multiple (the median house price divided by the median household income). Today, due in part to a generation of strict growth controls, home prices in places like San Francisco and Los Angeles are now three or more times higher than in some other metropolitan areas.

The impact is being felt disproportionately by younger adults, who, unlike earlier generations, do not benefit from housing inflation, and who face other barriers to home-buying ranging from student debt to weak income growth. Coupled with an overall weak economy, the net worth of people under age 35 has plummeted almost 70 percent from 2004 levels, making affordable housing an even more pressing issue.

This cash-short generation is moving to more affordable places.

Since 2010, the fastest growth in the ranks of college-educated millennials has been to lower-cost regions such as the four large Texas cities (Dallas-Fort Worth, Houston, San Antonio and Austin), Nashville, Tenn., and Orlando, Fla., as well as such Rust Belt cities as Pittsburgh and Cleveland.

These cities offer what the “exclusionary” regions once did: an affordable inner-city option for the young and childless as well as suburbs they can move to as they start families. Other families are settling in small, relatively inexpensive metropolitan areas: Fayetteville, Ark., Cape Coral and Melbourne, Fla., Columbia, S.C., Colorado Springs, Colo., and Boise, Idaho.

High rents, which now constitute the largest share of income in modern U.S. history, could be determining these change in youthful migration. Since 1990, renters’ income has been stagnant, but inflation-adjusted rents have soared 14.7 percent. Housing, long the largest expenditure item, now takes an even larger share of family costs, while expenditures on food, apparel and transportation have dropped or stayed about the same. In 2015, increases in housing costs essentially swallowed gains made elsewhere, notably savings on the cost of energy.

This situation is most severe in the highest-priced markets. In New York, Los Angeles, Miami and San Francisco, for example, renters spend 40 percent of their income on rent, well above the national average of under 30 percent. In each of these markets there have been strong increases (income adjusted) relative to historic averages. In New York, rents increased between 2010 and 2015 by 50 percent, while incomes for renters between ages 25 and 44 grew by just 8 percent.

Where the Future Is Being Built
This wide disparity between “opportunity” and “exclusionary” areas is being locked in place by the persistent lack of new housing in most high-priced regions. Since 2010, among the 10 areas that experienced the biggest increases in housing supply, only one was in a deep-blue urban area: Seattle. The cities producing the most new units—Austin, Raleigh, N.C., Houston, Dallas-Fort Worth, Nashville, Charlotte, N.C., Orlando, Oklahoma City, and Jacksonville, Fla.—have managed to keep their housing costs, and rents, to levels acceptable to middle- and working-class families.

In contrast New York, San Francisco, Los Angeles and Boston are authorizing far fewer new units per capita than these rising cities. Houston and Dallas-Ft. Worth, with a population roughly one-third of Los Angeles-Orange Country, have produced close to two times as many new units. Overall, California’s rate of new housing permits is one-third that of the Lone Star State.

This divide will become more pronounced as progressives work to undermine lower-density lifestyles, often in the name of combatting climate change. In California, new single-family homes are gradually being made the exclusive province of the super-affluent, while multi-family units often face opposition from neighbors and even environmentalists. Older residents, with lower property taxes and ideal weather, may stick around, but young people likely will be forced to migrate, particularly as they enter their 30s or get tired of living in their parents’ spare rooms.

No surprise, then, that expensive and highly regulated markets have seen declines in their numbers of children since 2000. In contrast, affordable cities continue to gain families with children in the 5 to 14 age range. Dallas-Ft. Worth, for example, gained 230,000 youngsters between 2000-2013. In Houston, the number was 190,000 and in Atlanta it was more 167,000 over that span. During the same period, Los Angeles’ child population dropped by 303,000, or 15 percent. In New York it fell by 238,000 kids.

Increasingly, employers are factoring affordable local housing stock as an equation into their decisions about where they locate—or relocate. A recent SMU study found that high housing prices to be the biggest reason why Toyota left Los Angeles for the Dallas-Fort Worth area.

The Emerging Family/Childless Divide
Although American localities are being pitted against one another not just by politics but by their ability to attract young families, the emerging map of where families live is not necessarily custom-made for conservatives.

Key Democratic groups, including African-Americans, are also moving to the suburbs, particularly in less expensive cities, largely in the southeast and Texas. The suburbs are also increasingly the chosen destination of immigrants and their offspring, another blue-leaning cohort. Roughly 60 percent of Hispanics and Asians already live in suburbs. Between 2000 and 2012, the Asian population in suburban areas of the nation’s 52 biggest metro areas grew 66.2 percent, while in the core cities it expanded by 34.9 percent. Of the top 20 cities with an Asian population of more than 50,000, all but two are suburbs.

Republicans also will be challenged to appeal to the rising number of suburban millennials, who also lean Democratic. But there’s some good news for Republicans in that the political future is not going to be shaped primarily in the Obama hotbeds along the coasts, but places, such as the South and the suburbs, where conservatives at are more competitive.

To compete for diversifying suburban, Sunbelt and smaller city electorates, conservatives need to better show why families of all ethnicities should support them. They must make the case that Republican policies are better for voters economically and can provide the most efficient and effective services, particularly for their children.

As for Democratic Party leaders, they would do well to push back the narrative of their urban core elites, who tend to characterize suburbs and Sunbelt cities as soulless enemies of culture and killers of the planet. It is time to recognize that most American families, whatever their ethnicity, desire a decent home in a nice neighborhood, whether in a suburb or a city, where children can be raised. In addition, and this is of increasing importance, they want a place where seniors can grow old amid familiar places and faces. These homeowners will likely yield disproportionate influence over elections since they are more likely to vote — and be active in local affairs — than the general population.

Ultimately, these families will determine the political future of the country. After all, there is no “replacement” generation for singles and childless couples. In the long run, wooing families will determine who wins the political wars not only this year but in the decades ahead.”

NextGen workplaces; CHROs faced with evolving organizational expectations.

SURVEY: journey to CHRO position

Aon Hewitt’s advisory group of clients the Human Capital Leadership Council (HCLC) came together and asked the question: Is HR developing its own leaders to tackle the challenges of a dynamic environment? Aon Hewitt embarked upon gaining insights in the form of this study: Learning to Fly.

Aon interviewed 45 CHROs from across the globe about their journey to the CHRO position. How did they prepare? What surprised them in a good way? How did they deal with different stakeholders? What wisdom would they pass on to the next generation of CHROs?

The Learning to Fly study was a collaboration between the Performance, Reward & Talent practice, and the Aon Strategic Advisors and Transaction Solutions practice.

Aon Hewitt CHRO study originated from our latest HCLC leadership conference, and chronicles the journey to becoming a CHRO the most senior HR leadership position. Forty-five CHROs were interviewed, surveyed, and assessed by consultants over the course of 16 weeks (late 2014 to early 2015). CHROs were asked to discuss how they came into their role, give advice for future leaders, and describe how emerging trends over a three- to five-year horizon will impact their CHRO role in the future.

The 45 participating CHROs currently head up organizations in the U.S., Europe, Asia, and Australia, allowing them to share HR career perspectives from a global framework. The median work experience of the CHROs was 26 years, giving breadth and depth to the ideas and strategies captured in the report. In addition, the organizations represented in this report have remained highly competitive fiscally; one-third of the companies represented are listed in the Fortune 500. Collectively, these organizations represent $1.25 trillion in annual revenue, with 3.35 million employees managed by the CHROs.

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Going global? Are you building a global workforce? Beware!

GET READY FOR A CHALLENGE … but it will be worth it if done right

Originally published in FastCompany

You must communicate clearly

Stay flexible

Shop for local talent

As global competition increases and technology makes it easier to do business from anywhere at any time, companies are staking out ground overseas. That’s no easy task, though. It means hiring new employees and sustaining a local base someplace unfamiliar, then keeping things running across oceans and time zones, languages and cultures. It’s no small challenge for any company but can be especially daunting for small and midsize businesses dipping their toes into global commerce for the first time. Here are five tactics for a company of any size looking to build a global workforce.

Picking a place to operate is step one—and sometimes it can be the trickiest. Start small and choose wisely. Consider whether you want to build or lease an office in a big city, where talented workers will be in greater supply but where you’ll also be competing for talent with bigger, better-established companies.

Or, on the other hand, would you rather locate first to a smaller city and draw a more stable workforce from a more modest talent pool? Your employees there might be more committed to staying put for the long-term, and lower costs of living, office rent, and overhead might keep your investments in check.

Here at StayInFront, we weighed these questions before opening an office in Turkey, which we saw as a gateway to emerging markets with an educated workforce available at competitive rates. Still, we started cautiously with just a two-person staff in Istanbul, keeping an eye on Turkey’s sometimes uncertain domestic political scene and its position in a tumultuous region. It can also help to start outsourcing certain roles first, then when your operations in the country grow, you’ll have a base around which to open a new office.

It goes without saying that doing your homework first is key. The U.S. Commercial Service Market Research Library, which is run by the U.S. Department of Commerce, offers fairly comprehensive reports on the costs of doing business in different countries and regions. It also provides commercial guides to a given country’s political and economic conditions, its leading industries for export and investment, trade regulations, and other challenges and opportunities. Contacting trade groups in a given country can yield similarly valuable information on how to conduct business overseas.

Employment laws, contract negotiations, and customs vary widely across the globe. Non-compete laws, union rules, working hours, holidays and sick leave, severance and leave policies are only a few hiring considerations that differ tremendously from those in the U.S.

For example, while an American employee can give two weeks’ notice before leaving or be dismissed with relatively short notice, hiring and termination policies tend to be longer overseas. My company recently hired a database expert for our India office, but he couldn’t start until three months after we hired him. In that country, it’s considered a courtesy to give an employer much more advance notice. So our hands were tied—we just had to wait until that period had passed.

Unfortunately, the U.S. offers considerably less family and vacation time than most other countries do. Operating overseas simply requires companies to be more flexible in order to comply. Consular websites, employment agencies, and international staffing consultants can help navigate some of those complexities.

Hiring employees in another country shouldn’t be much different than doing so at home. Ideally, you should start by recruiting from within—consider current employees and consult your existing contacts in the region, especially those who already understand your company’s mission and culture.

If those channels prove fruitless, try advertising in the local market. Research the best resources in the area for your field—whether it’s a trade publication, a LinkedIn group, or an industry organization based in the place you’re looking to hire. In addition to letting you post listings, those outlets can also give you some broader insights into the local job market for the roles you’re aiming to fill. Over time, you may be able to hire an HR manager with expertise in a particular region.

With employees spread across the globe, keeping everyone in lockstep can be a challenge. Make sure you have an employee handbook or training program to instill the company’s vision, goals, and culture in all your employees, no matter where they work. And communicate those things regularly—whether on an internal social network, team-building programs, or even a regular newsletter to share company news and ideas.

Our own organization has a standard global employee handbook that’s modified for local markets. Among other things, it includes a confidentiality agreement and an employee contract adapted to local laws. It also outlines our values, vision, and employee expectations, ensuring that even though we’re all dispersed around the world, we’re in it together when it comes moving the business forward.

If you’ve got employees in Sydney, London, New Delhi, and Los Angeles, you’re never going to have a 9-to-5 day. For managers, that means expecting to work some Sunday evenings, when it’s already Monday morning in some parts of the world. Figure out which lines of communication need to be open when, and set expectations clearly.

Flexibility is essential for everyone. If you prepare to have work conversations on some weekends and holidays, you should also prepare for periods when you can pull back and others can do the same. Change conference call times so you don’t put anyone out (including yourself).

Give employees autonomy. Let them work out the schedules that work best for them to handle their responsibilities as they see fit. As long as the right framework and expectations are in place, employees shouldn’t require burdensome oversight.

Building a global workforce is not easy feat, but it can pay off. One upshot of having employees spread across the world is the rich and varied group of people you’ll have working in your company. Managers should take the lead by learning about their team members’ traditions, language, and customs and sharing that knowledge throughout the company. After all, diversity and strong interpersonal relationships are great for teamwork, no matter how far-flung the team.

Thomas Buckley is the CEO of StayInFront, a leading global provider of mobile, cloud-based field force effectiveness and customer relationship management solutions for consumer goods and life sciences organizations.

FBI counter-intelligence… HOW TO COMMUNICATE BETTER

Are you a good communicator?

It’s a 2-way street.

FBI says to consider these 10 Techniques for building rapport with anyone…learning how to connect with people who are very different than you…

…learning how to connect with people who are very different than you…

via Eric Barker TIME

Robin Dreeke is head of the FBI’s Counterintelligence Behavioral Analysis Program. In his book, It’s Not All About “Me”: The Top Ten Techniques for Building Quick Rapport with Anyone, he simply and clearly spells out methods for connecting with people.

Here’s a quick breakdown of the methods.

1) Establish artificial time constraints

Nobody wants to feel trapped in an awkward conversation with a stranger.

Robin often begins a conversation with something along the lines of, “I’m on my way out but before I left I wanted to ask you…”

Have you ever been sitting in a bar, an airport, a library, or browsing in a bookstore when a stranger tried to start a conversation with you? Did you feel awkward or on your guard? The conversation itself is not necessarily what caused the discomfort. The discomfort was induced because you didn’t know when or if it would end. For this reason, the first step in the process of developing great rapport and having great conversations is letting the other person know that there is an end in sight, and it is really close.

2) Make Sure Your Body Language is In Sync

Make sure your words and body language are aligned and both are non-threatening. A simple smile is the most powerful nonverbal technique, as Dale Carnegie let us know.

When you walk into a room with a bunch of strangers, are you naturally drawn to those who look angry and upset or those with smiles and laughing? Smiling is the number one nonverbal technique you should utilize to look more accommodating. In Dale Carnegie’s book, “How to Win Friends and Influence People” it is principle number two of six.

3) Speak Slowly

Quick speech can sound nervous and jumpy, not confident. Crazy people speak quickly; self-assured people speak slowly.

When individuals speak slowly and clearly, they tend to sound more credible than those who speak quickly.

4) Ask For Help

When a request is small, we naturally feel a connection to those who ask us for help. Have you ever felt a pang of guilt for turning down someone seeking help? I have personally found that there is no greater theme and tool for eliciting individuals for action, information, and a great conversation than the use of sympathy or assistance. Think for a moment about the times in your life when you have either sought assistance or been asked to provide it. When the request is simple, of limited duration, and non-threatening, we are more inclined to accommodate the request. As human beings, we are biologically conditioned to accommodate requests for assistance.

5) Suspend Your Ego

Avoid correcting people or anything that could be interpreted as one-upmanship. Just listen. You don’t need to tell your story; just encourage them to keep telling theirs.

Suspending your ego is nothing more complex than putting other individuals’ wants, needs, and perceptions of reality ahead of your own. Most times, when two individuals engage in a conversation, each patiently waits for the other person to be done with whatever story he or she is telling. Then, the other person tells his or her own story, usually on a related topic and often times in an attempt to have a better and more interesting story. Individuals practicing good ego suspension would continue to encourage the other individual to talk about his or her story, neglecting their own need to share what they think is a great story… Those individuals who allow others to continue talking without taking their own turn are generally regarded as the best conversationalists. These individuals are also sought after when friends or family need someone to listen without judgment. They are the best at building quick and lasting rapport.

6) Validate Others

The simplest way to do this is to listen. The simplest validation that can be given to another individual is simply listening. The action doesn’t require any proactive effort aside from the incessant need each of us has to tell our own story… The difficulty most of us have is keeping from interjecting our own thoughts, ideas, and stories during the conversation. True validation coupled with ego suspension means that you have no story to offer, that you are there simply to hear theirs.

7) Ask: How? When? Why? Ask open-ended questions.

One of the key concepts that every great interviewer or conversationalist knows is to ask open ended questions. Open ended questions are ones that don’t require a simple yes or no answer. They are generally questions that require more words and thought. Once the individual being targeted in the conversation supplies more words and thought, a great conversationalist will utilize the content given and continue to ask open ended questions about the same content. The entire time, the individual being targeted is the one supplying the content of the conversation. Dreeke also recommends using a number of standard FBI active listening techniques you can read about here.

8) Quid Pro Quo

Some people don’t speak much. Other times you listen too well and people feel self-conscious about talking so much. In these two cases it’s good to give a piece of personal information for every one they reveal to get a flow going.

In my experiences, there are really only two types of situations where I have utilized quid pro quo. The first and more common of the instances is when you attempt to converse with someone who is either very introverted, guarded, or both.

The second instance is when the person you are conversing with suddenly becomes very aware about how much they have been speaking, and they suddenly feel awkward. In both instances, giving a little information about you will help alleviate some of the issues.

9) Give A Gift

Reciprocation is deeply wired into human nature. When you offer people something, they will naturally feel the need to help you in return. Doesn’t have to be a big box with a bow on it. Offering someone anything, tangible or not, counts.

Most people would feel badly if they received a gift and forgot to say or send a thank you note to the giver. When someone does you a favor you most likely want to reciprocate with gratitude. Great rapport builders and conversationalists use this desire proactively during every conversation. This technique, coupled with ego suspension, are the cornerstones for building great relationships. This is also the easiest technique to utilize, because gifts come in many forms, from non-material compliments, to tangible material gifts.

10) Managing Your Own Expectations

If you don’t manage your expectations properly it can lead to disappointment, resentment and anger. Play it cool. Focus on the other person’s needs and don’t let your expectations rise.

When we are able to shift or manage our expectations, we reduce potential disappointment. When we are disappointed, we sometimes get angry and may even hold grudges and get hurt feelings. These emotions are not conducive to healthy or long term relationships. These emotions are definitely not conducive to developing quick rapport. The best technique to avoid these emotions is to manage expectations.

A number of the ten methods are similar to those espoused by other FBI specialists I have interviewed, including former head of international hostage negotiation, Chris Voss, and FBI profiler Jim Clemente.

The Right Attitude

And what does Robin say is the best attitude to take when trying to build rapport? Make sure the other person walks away better for having met you.

Before I use these techniques or send any class out to practice these techniques, I remind myself and them of one everlasting rule that will dramatically increase your probability of success; it is all about them. The only goal I have either for myself or the individuals I teach is that in every interaction the other person should walk away feeling much better for having met you. You should brighten their day and listen to them when no one else will. Build that connection where others wouldn’t and you will have mastered both conversations and quick rapport.