Greater Milwaukee Jobs

Many American workers don't really leave work. Emails, phone texts, pager alerts and phone calls pepper what once was per- sonal time. And that's not including on-call shifts or beeper time, which require workers to be ready and able to work at a moment's notice. When is it time to call it quits? A handful of company owners and executives around the country are beginning to put limits on work encroachment on per- sonal time. They're imposing "quittin' time" policies, asking their employees to give a "firm 40" hours a week and no more. At United Shore Financial Services in Troy, Mich., employees are told to give the company everything they can for eight hours a day, and then go home to a per- sonal life. "It's important that every- one here recognize that their job is part of their life, it isn't their entire life," said Laura Lawson, chief people officer at United Shore. Lawson said the family- owned company wants "our team members to be focused and work hard for 40 hours a week while they're at the office, and enjoy the rest of their time with their fami- lies." It's a tacit bargain, she said: When the company considers its workers' work- life balance, its workers reciprocate by "wanting to work harder while they're here." According to the 2015 Workplace Flexibility Study by Workplace Trends and CareerArc, two-thirds of profession- als surveyed said their man- agers expected them to be reachable outside the office. Equally, two-thirds of human resource officials said they expected employ- ees to be reachable on their personal time. This constant connectivity has seeped throughout pro- fessional ranks, blurring the line between work and home. For many salaried employ- ees who don't receive over- time, "Employers around here mostly are saying, 'Do your work. We're not watch- ing the clock,'" said Landa Williams, president of Lan- daJob Marketing and Cre- ative Talent in Kansas City. "That may take more than eight hours, but we're not watching the clock." Push for 'firm 40' workweek faces challenges across the United States By Diane Stafford The Kansas City Star (TNS) "We love the ability to network with other entrepreneurs and startups," Johnson said. "There are days when the main room at lunch is just crazy – people having conversations, people touring around. It's a cool envi- ronment. You're always talking to somebody new. I hear people making connections and intro- ductions I'm sure they would not have found if they weren't at DeskHub." Jay Chernikoff, 36, started DeskHub in Scottsdale, Ariz., almost two years ago, when he was shifting from tech to real estate and needed a flexible workspace. "The idea is as companies grow and become bigger or smaller, they want to retain flexi- bility," Chernikoff said. "It's the same as the 'rental' economy, Uber, all those things. You have offices shifting in that way, too." The CBRE brokerage began publishing special reports in Jan- uary on the shared-workplace movement. It found the commer- cial real estate world is taking notice, partly in reaction to rising real estate costs in urban centers, the very places where many mil- lennials, the industry's future tenants and customers, want to live and work. "The employees these compa- nies want to attract and retain regard blending work and life as integral to their happiness and success," CBRE said. The brokerage also said office- based companies see co-working as a way to gain more efficiency by using less space per person. In San Diego CBRE broker Evan Knudson identified 11 co- work spaces in 18 locations that add up to 109,047 square feet. While a typical office plans for 250 square feet per person, a co- work setup can reduce that figure to as little as 66 square feet. That's because there are no file cabinets, closed-door executive offices and duplicate bathrooms, break rooms and conference spaces. "You can be extremely dense and it's crazy to walk through there – and you don't feel elbow to elbow," Knudson said. Individual desks typically rent for $400 to $500 per month with discounts for unassigned "floater" desk locations and "social memberships" that allow limited access for working but full access to seminars and spe- cial events. Parking is not necessarily as readily available onsite as in standard office buildings, but proponents of co-working say users find places to park or walk, bike or take public transit instead. Co-working spaces can attract some interesting and imaginative businesses. Wag! is a dog-walking service. 6 Degrees is a meeting organizer. GreekRush develops software to help fraternities and sororities on about 25 campuses organize and manage their rush periods, events and routine business. Cody Cross, 24, got the idea while at Lamda Alpha Chi at the University of San Diego and two other buddies joined him as one of the first DeskHub tenants last year after working out of their apartments. "I wanted to have an impact and be close to my team and build relationships within the team," he said. "It's hard to do 2 GREATERmilwaukeeJOBS • April 28, 2016 Co-working ... from page 1 see CO-WORKING . . . page 6 Team member is great, except for his awful table manners & A Q A. As the boss, it's your responsibility to provide feedback to team members, especially for career-limiting behaviors. It's not necessarily an easy part of the job, though, especially when it involves discussing a personal characteristic like manners or hygiene. First, make up your mind to address this topic with him.Then you're no longer debating whether you should intervene and can focus on the best approach. Imagine if the roles were reversed and you were the one talking with your mouth full and splaying your elbows all over the table.You'd want someone to give you some guidance, right? Espe- cially if you're unaware of your behavior and its importance.You'd also probably want the feedback to be delivered privately and gently. Consider feelings you have that may be holding you back from talking with him. Are you worried he'll become angry, upset or embarrassed? If you're anxious about it, think through the worst thing that could happen, and then consider how likely it'd be. Realis- tically, you'll probably be able to remove any barriers you're put- ting in your own way. When it's time to talk to him, don't improvise. Take time to think about what you want to say and practice it.You don't want to be too rehearsed, but you also want to be clear and have the right tone.This is a good situation for a "compliment-critique-com- pliment" sandwich. For example, you might say something like, "You bring so many great skills to your work, but your manners are getting in your way. Fixing this may be one of the keys to new opportunities." Then offer to help and enlist his engagement: "I'd like to help you improve; do you have any ideas on how to proceed?" If he does- n't, you could provide specific examples of behavior to address, teach the expected behavior, or even find an etiquette coach. Together, try to have some fun with it; life's too short to take everything too seriously. Anyway, some laughs can ease embarrass- ment and facilitate change. You can minimize the surprise of the conversation by asking per- mission to give feedback. This gives him a heads-up that some- thing somewhat challenging may be coming so he doesn't feel blindsided. If he declines feedback, persist, making it clear that the feedback is needed but that he has some control over the time and place. This is a great way to open a chal- lenging topic if you want to give feedback to a colleague or friend, and you don't have the "boss" lib- erty to do so. And yes, it'll be awkward, but so what? How will you feel if you don't have the con- versation and this holds him back? Giving feedback is an act of grace; the discomfort will fade and the benefit will live on. Q. I have a team member who is smart, caring and a good leader. He brings a lot of benefit to the team and would be an excellent candidate for higher leadership levels. His problem? Awful table manners – to the point where it can be hard to eat with him. What should I do? By Liz Reyer Tribune News Service (TNS) Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. A publication of Conley Media Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 18 • Number 32 April 28, 2016 To place an ad: Call us at 262-306-5008 or fax us at 262-338-5271 deadline: Noon on Wednesdays Distributed by: Conley Distribution 262-513-2646 ©2016 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. 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