Thanksgiving Month Helping Hand to Unemployed

Posted by boblarson on November 3, 2017

Request Your Unemployment Assistance @ Thanksgiving/ and All of November

During this Thanksgiving Holiday let us remember the millions of good folks who continue to be adversely affected by our unemployment numbers.

Over the past decades the personal painful histories that I have witnessed, due to no job or meaningful work, continues to be heart wrenching.

During this month of thanks, I encourage each of you as professionals to lend a hand, take a phone call, review a resume, coach an interview or pass on some advice to a challenged “job-seeker”. We all have a special gift of knowledge and compassion that can only help the unemployed.

As president of our organization I assure you that we will continue our community out-reach program to assist all “job-seekers” with their efforts to gain solid employment. Since beginning these program 10 years ago over 50,000 individuals have participated. My wish is by Thanksgiving 2018 that the need for this service will continue to decrease.

We at Berman Larson Kane continue to thank each of you for your business support during our thirty-seven year history. Have a wonderful Thanksgiving holiday and take a moment to please be thankful for your job and take a moment to coach a less fortunate job-seeker.

News from BLK

November/December is usually a slower time for hiring than the other 10 months of the year. However, this year with the low unemployment rate we at BLK are predicting a continuous hiring pattern as companies are focused on the competition for top talent. Although many are challenged to find meaningful employment several niches continue to be competitive.

We are Berman Larson Kane are thankful for your business and wish all a wonderful holiday season.

TEXTING MIGHT HELP LAND A JOB

Posted by boblarson on October 2, 2017

Career Report

October 2017

Feature Story

TEXTING MIGHT HELP LAND A JOB

Believe it or not, your next job interview might happen via text message, according to an article in The Wall Street Journal.

That’s because employers are now trying out apps that allow them to screen candidates and conduct early-stage interviews with texts, claiming that prospective hires are too slow to pick up the phone or respond to emails.

“People don’t want to have that 10-minute [phone] conversation any more if they could just reply with quick text,” Kirby Cuniffe, chief executive of staffing firm Aegis Worldwide LLC, told the newspaper.

After Aegis recruiters reported that fewer potential hires were answering their phones, the firm decided to try by texting. Since March, Indianapolis-based Aegis and Priceline Group’s restaurant-booking service Open Table have been using Canvas, a messaging app from Canvas Talent Inc. for text-based interviews.

The app suggests interview questions employers can use, such as “What motivates you?”

Its software analyzes candidates’ responses. Interviewers can rate answers with a thumbs-up or thumbs-down, visible only to the employer, and share transcripts of those text exchanges with co-workers.

Canvas charges employers around $300 per recruiter, and competes with similar apps such as Monster Worldwide Inc.’s Jobr.

According to the article, the use of smartphone-based tools for job interviews shows employers are trying to adapt to young workers’ communication habits.

Some 12 percent of millennials—defined as those born between 1980 and the early 2000s—prefer the phone for business communication, according to a 2016 report on Internet trends from venture-capital firm Kleiner Perkins Caufield & Byers. By contrast, 45 percent prefer chatting online or exchanging messages by email or text.

At Aegis, recruiters who used to schedule back-to-back phone calls with 30 or more potential hires every day can now juggle more conversations via texts, which take less time, the article pointed out. Cuniffe said each of his 10 recruiters who use the Canvas app can now handle conversations with 90 to 120 candidates at a time.

The app is useful for interacting with workers who have narrow windows of free time at odd hours, the article noted.

Cuniffe, 48, said millennial employees were far less skeptical than he was about adopting the new technology. “To them, it was like ‘Duh, why wouldn’t we use this, since that’s how we communicate now,” he said.

San Francisco-based Open Table’s text-based interviews with engineers and programmers are intended to show prospective hires the 1,000-person company isn’t just another boring software firm—important because the firm competes for talent with Facebook Inc. and Alphabet Inc.’s Google, said Scott Day, a human-resources executive.

Etiquette for job-interview texting is a work in progress. When Erin Scott, a recent Butler University graduate, received a message from Canvas Chief Executive Aman Brar about a possible job with the company, she was unsure if she should reply right away. She was cheerleading on the sidelines of a Saturday basketball game, and decided to wait to respond until Monday.

“I just remember thinking okay this is nice to get questions and be able to sit on them for as long as I want and answer exactly what I want to say,” Scott told the newspaper via text.

NEWS from BLK

Bob Larson, President of BLK, presented at the National Association of Personal Services conference in Denver was well received. Bob’s topic “Talent Acquisition Lessons Learned on the Yoga Mat” was attended by junior and senior recruiters alike. Bob’s favorite compliment was from a very experienced recruiter with 20 plus years of experience who said “You have sealed the recruitment process into a few targeted simply executed steps. I can’t thank you enough your tips will help me bring the best candidates to my clients’ in the most timely matter”

As for the job market the low unemployment numbers continue to create competition for top talent and 4^th quarter hiring targets from many of our clients are extremely aggressive. To all clients and job-seekers we so thank you for your support for the past 37 years. It is truly an honor to serve your employment options.

Remote Work Succeeds at Some Firms , Not Others

Posted by boblarson on September 4, 2017

BERMAN LARSON KANE

Career Report

September 2017

Feature Story

REMOTE WORK SUCCEEDS AT SOME FIRMS, NOT OTHERS

Although a growing number of U.S. employees are working remotely, thanks in large part to technology that enables flexibility and young workers who expect it, the perk has been getting mixed reviews of late, according to an article in the Chicago Tribune.

That’s mainly due to some high-profile companies that have called employees back to the office for more face time and collaboration, with most of the scrutiny on IBM. The company in May announced it would require some remote staff in the U.S. and Canada to work out of regional offices instead.

The change was particularly jarring because the technology giant was a pioneer in letting employees work remotely, and in software facilitating that trend. Honeywell, Bank of America, Best Buy and Yahoo are among those who have made similar shifts away from remote work in recent years, the article noted.

Some companies that have been having success with work-home arrangements are keeping a careful watch on the latest developments. “I want to see what went wrong,” said Joe Hagan, CEO of National Equity Fund in Chicago, who three years ago instituted a work-from-home policy for a few days a week in hopes of improving employee retention.

So far, it seems to be working: turnover was less than 5 percent last year, its lowest ever, dropping from an average of 8 to 11 percent before employees could work from home.

In IBM’s case, skeptics wondered if the goal was to cut staff through voluntary departures, but the company has maintained that it is building a workforce of the future composed of small “agile” teams that work quickly and closely in the same room to meet demands of a constantly evolving industry.

To be sure, remote work is not dead at IBM, as the change only applied to 2 percent of the workforce. Moreover, the perk is succeeding at many other companies, as flexible work policies top employee wish lists when employees look for a job, the article noted.

Nationally, about 3.7 million employees, or 2.8 percent of the workforce, work from home the majority of the time.

According to a report this year from Gallup, the most engaged employees are those who work off-site three-to-four days out of a five-day workweek. The key, advocates of flexible work policies say, is to match the environment with the type of work that needs to be done.

“The office is becoming a place for collaboration, while home is a place for concentration,” said Kate Lister, president of Global Workplace Analytics.

Studies have shown working remotely increases employee engagement, but in moderation since there is still value in relationships nurtured when colleagues are face-to-face.

“I want to kill the notion that it’s one or the other,” said Kate North, managing director of workplace innovation and strategy at the Chicago office of Colliers, a commercial real estate firm. “We’re working everywhere.”

As more employees allow people to work from home they are also shrinking and revamping their offices with new workspaces and other features to make employees excited to come in.

At National Equity Fund, adopting a work-from-home policy coincided with the end of its office lease and a move to a new building. The new office is 25 percent smaller and will save $2.5 million over the course of the 10-year lease, according to the article.

Now 91 of its 176 employees nationwide work from home two or three days a week, spread out in such a way that 22 people are out of the office at a time. On their home days, employees tend to start work earlier and end later, but take longer breaks to take care of personal business.

Employees were warned the perk would be withdrawn if it affected productivity, but since the policy was instituted productivity is up 50 percent.

NEWS FROM BERMAN LARSON KANE

Bob Larson’s scheduled speaking engagement at this year’s annual NAPS conference is scheduled for September 21^st in Denver CO.. This year’s session, entitled “Talent Acquisition Lessons Learned on the Yoga Mat”, will combine the knowledge of his 39 years in Talent Acquisition with the philosophies learned through his 16 years on the Yoga Mat.

For additional Information about this event https://naps360.site-ym.com/page/ConferenceOverview

Present Moment Awareness: For More Placements
Bob Larson, CPC
“Talent Acquisition Lessons Learned on the Yoga Mat”

Fall-offs, cancelled appointments, no-shows, MIA clients and candidates, client’s poor communication/feedback, failed background checks and just the fact that our product (candidate) has a “free-will” adds to our world-wind challenges and disappointments.

At times you operate in a panic mode, searching for candidates, job-orders, concerned that budgets are being slashed, expenses are under double scrutiny and in the back of your mind you wonder if/where your next job-order will materialize.

Learn how Yoga Philosophies’: “staying in the moment”, “breath control”, “flexibility”, ‘relaxation”, “patience” and “just sitting” can bring positive – sensible – realistic results to yourself, your billings and build confidence within your department and organization.

No organizational charts, PowerPoint presentations, strategic plans, metrics or mission statements will be offered. Only peaceful, simple solutions will be offered. Attend this session with an open mind and it is strongly suggested you leave your PDA’s and shoes outside the room… Namaste

Artificial Intelligence Transforming Workplace

Posted by boblarson on August 2, 2017

Career Report

July 2017

Feature Story

ARTIFICIAL INTELLIGENCE TRANSFORMING WORKPLACE

Move over, managers, there’s a new boss in the office: artificial intelligence. The same technology that enables a navigation app to find the most efficient route to your destination or let an online store recommend products based on past purchases is on the verge of transforming the office, according to an article in The Wall Street Journal.

In fact, AI promises to remake how we look for job candidates, get the most out of workers and keep our best workers on the job.

These applications aim to analyze a vast amount of data and search for patterns—broadening managers’ options and helping them systematize processes that are often driven simply by instinct. And just like shopping sites, the AIs are designed to learn from experience to get an even-better idea of what managers want, the article pointed out.

Consider just a few of the AI-driven options already available. A company can provide a job description, and AI will collect and crunch data from a variety of sources to find people with the right talents, with experience to match—candidates who might never have thought of applying to the company, and whom the company might never have thought of seeking out.

Another AI service lets companies analyze workers’ email to tell if they’re feeling unhappy about their job, so bosses can give them more attention before their performance takes a nose dive or they start doing things that harm the company.

Meanwhile, if companies are worried about turnover, the article pointed out, they can use AI to find employees who may be likely to jump ship based on variables such as length of time they’ve been in the job, their physical distance from teammates or how many managers they’ve had.

Still, the same data-analysis technology that promises to make managers more effective also sweeps them into uncharted territory. With its relentless focus on facts, AI seems to overcome supervisors’ prejudices, but it can have its own biases, such as favoring job candidates who have characteristics similar to those the software has seen before. Automated decision-making may also tempt managers to abdicate their own judgement or justify bad decisions that would have benefited from a human touch.

These systems, though, are fairly new, and we really don’t know yet whether they make decisions that are as good as or better than human managers, the article noted. And it would be difficult to devise a foolproof way to test that.

The AI systems’ thirst for data can lead employers to push the boundaries of workers’ privacy. Clearly, it is incumbent upon managers to use them wisely.

That said, according to the article, many companies profess concern for privacy and include in their tools features designed to keep data they collect under customer control, if only to enable customers to comply with privacy policies and laws.

Here, according to the article, are a few examples of some of the ways AI is remaking hiring and managing workers, and some of the benefits and downsides it may bring:

Companies using AI for personnel management may start implementing it before workers are even hired—to help them find the best candidates for jobs. Such software spots the most promising resumes among what may seem like an unmanageable deluge, or widening the net so employees can find a more diverse pool of candidates than they would select on their own.
Once managers have hired ideal candidates, artificial intelligence can help keep them productive by tracking how they handle various aspects of their jobs—starting with how they use their computers all day.
Companies can also track employees’ whereabouts in the office. And AI is also beginning to help managers peer into personal aspects of job performance that used to be left up to managers’ instincts and observations—for instance, attitudes toward the job.
Some AIs aim to predict when employees may be winding down their career and advises how to keep them on board.

For all of their promise, though, these systems raise a number of issues–some of which are evident today, while others may take time to become clear. Privacy is an obvious concern when tracking employees, particularly personal behavior. Systems that sort job candidates also raise questions. But despite this, the use of artificial intelligence as a workplace management tool is clearly an emerging business trend, which should be watched closely.

NEWS FROM BERMAN LARSON KANE

For additional Information about this event https://naps360.site-ym.com/page/ConferenceOverview

Present Moment Awareness: For More Placements
Bob Larson, CPC
“Talent Acquisition Lessons Learned on the Yoga Mat”

16 Years on the Yoga Mat – 39 Years doing Talent Acquisition – We work in a “instant” results, “instant” information, “instant” communication environment. Our clients look for us to respond instantly, 24/7. For example, one of our staffing assignments had us covering the three U.S. time zones with the client located at a 17 hour differential. Sleep for us to service this client was not an option.

Fall-offs, cancelled appointments, no-shows, MIA clients and candidates, client’s poor communication/feedback, failed background checks and just the fact that our product (candidate) has a “free-will” adds to our world-wind challenges and disappointments.

At times you operate in a panic mode, searching for candidates, job-orders, concerned that budgets are being slashed, expenses are under double scrutiny and in the back of your mind you wonder if/where your next job-order will materialize.

Learn how Yoga Philosophies’: “staying in the moment”, “breath control”, “flexibility”, ‘relaxation”, “patience” and “just sitting” can bring positive – sensible – realistic results to yourself, your billings and build confidence within your department and organization.

Saying Goodbye to a Job Gracefully

Posted by boblarson on July 6, 2017

BERMAN LARSON KANE

Career Report

July 2017

Feature Story

Saying Goodbye to a Job Gracefully

As talk of a thaw in hiring freezes rises, many people are already planning to look for a new position when the job market picks up, according to an article in The Wall Street Journal. In fact, one recent survey, by consulting firm Right Management, revealed that as many as 60 percent of workers say they are planning to leave their jobs when the economy improves. And while it may be tempting to give the boss an earful if you do land a new job, workers need to keep in mind that the way they quit can have a long term impact on their career.

Here are some tips from the newspaper article on to resign from a job on good terms:

Be prepared. Review your employee handbook or employment contract before announcing your decision, so you know what your company policy is regarding resignations, severance, return of company property, and pay for unused vacation time. Also, find out the company’s reference policy to see what information will be disclosed to a prospective employer. If you have another job lined up, be sure to have your offer in writing before you resign.
Use it or loose it. If you haven’t used vacation time and will lose it if you quit, you might want to use your time before leaving or link it to your resignation date. But if you don’t want to burn any bridges, don’t take vacation and announce your departure just after your return.
Make an appointment. “Be formal and make an appointment with your boss,” recommended Tanya Maslach, a San Diego, Calif., career expert who specializes in relationship management issues. “Be prepared and engaging—and be transparent,” Maslach said. She also recommends asking your boss how you can help make the transition easier. After the discussion, put your resignation in a hard-copy letter that includes your last day and any transitional help you’ve offered.
Give Two weeks Notice. Two weeks advance notice is still standard but experts recommend offering more time if you’ve worked at a company for more than five years. Importantly, though, you also need to be prepared to leave right away—some companies require it.
Don’t take the stapler. “It’s not worth it,” said Michael J. Goldfarb, president of Northridge, Calif.-based Holman HR. “If there are security cameras or coworkers with a grudge, stealing from the company doesn’t look good.” In some cases, you could also end up getting billed for the missing equipment—or even taken to court, he said.
Scrub your digital footprint. Clear your browser cache, remove passwords to Websites you use from work, such as your personal email or online bank account and delete any personal files on your work computer that aren’t relevant to work. Don’t delete anything work related if you’re required to keep it.
Be honest but remain positive. Be helpful during the exit interview, but keep responses simple and professional. Don’t use the session to lay blame or rant about the workplace. “Whatever you do, don’t confess about how much you disliked working there,” said Maslach.
Stay close. Consider joining an employee alumni association, which often serves as a networking group for former employees. It can be a good way to keep up with changes in the company and industry—and find leads to new jobs down the road. Lastly, make an effort to keep in touch with coworkers you worked with; they may end up in management roles.

News from BLK

Hot Summer / Hotter Job Market is the experience here hat BLK. Numerous clients continue to add to head count both on the direct hire and contact employment. All are experiencing the effects of low unemployment that is causing a scarcity of good candidates. As the market continues to become more competitive we believe wage increases will return to the employees.

One of the hottest most competitive niches is engineering and the sciences. As job openings are larger than available candidates.

We at Berman Larson Kane continue to use our proprietary data base to uncover passive talent to meet the increasing client demand. Bottom line it is a good time to be seeking employment in almost all professional categories. We so thank our loyal clients for giving us the privilege of recruiting for their needs we so greatly appreciated it.

Five Questions to Never Ask in an Interview

Posted by boblarson on June 6, 2017

BERMAN LARSON KANE

Career Report

June 2017

Feature Story

Five Questions to Never Ask in an Interview

Hiring managers and HR pros will often close out a job interview by asking an applicant if he or she has any questions themselves. This is a great opportunity to find out more about the job and the company’s expectations, but you can’t forget that the interviewer hasn’t stopped judging You. Here are five questions from an article published by Monster.com that can make a bad impression on your interviewer and potentially scuttle your chances of getting the job.

1. When will I be promoted?

This is one of the most common questions that applicants come up with, and it should be avoided, said Rebecca Woods, vice president of human resources at Doherty Employer Services. “It’s inappropriate because it puts the cart before the horse.” Instead of asking when the promotion will occur, Woods said a better approach is to ask what you would need to do to get a promotion.

2. What’s the salary for this position?

Asking about salary and benefits in the first interview “always turns me off,” said Norma Beasant, founder of Talent Human Resources Consulting and an HR consultant at the University of Minnesota. “I’m always disappointed when they ask this, especially in the first interview.” Beasant added that the first interview is more about selling yourself to the interviewer and that questions about salary and benefits should really wait until a later interview.

3. When can I expect a raise?

Talking about compensation can be difficult, but asking about raises is not the way to go about it, Woods told Monster.com. So many companies have frozen salaries and raises that it makes more sense to ask about the process to follow or what can be done to work up to higher compensation level. Talking about “expecting” a raise, Woods added, “shows a person is out of touch with reality.”

4. What sort of flextime options do you have?

This kind of question can make it sound like you’re interested in getting out of the office as much as possible. “When I hear this question, I’m wondering, are you interested in the job?” Beasant said. Many companies have many options for scheduling, but asking about it in the first interview is “not appropriate,” she added.

5. Any question that shows you haven’t been listening.

Woods said she interviewed an applicant for a position that was 60 miles from the person’s home. She told the applicant that the company was flexible about many things, but it did not offer telecommuting. “At the end of the interview, the applicant asked if she would be able to work from home,” Woods said. “Was she even listening? So some ‘bad questions’ can be more situational to the interview itself.”

With the economy the way it is, employers are much more choosy and picky, the Monster.com article pointed out. Knowing the right questions to ask at the end of interview, and staying clear of ones that hiring managers find inappropriate, can clearly help you stand out – in a good way.

NEWS FROM BLK

The summer months are almost here and unemployment continues to decline and skill shortages in numerous niches continues to experience hot competition for top and not-so-top talent. We at Berman Larson Kane find that we have to dig deeper and deeper into our ATS and make more phone calls and solicitation emails to discover good candidates for our clients.

We thank all of you for the privilege of helping you staff your teams and for the confidence of job-seekers to allow us to help with their job search and career development.

Bob Larson, President BLK will be a featured speaker at the NAPS convention in Denver Co. in September http://www.naps360.org/page/2017Agenda . His talk titled “Talent Acquisition Lessons Learned on the Yoga Matt”. Bob will share his combined 40 years in talent acquisition with his 20 years experience on the yoga mat. “Many of the lessons I’ve learned on the Yoga mat like listening closely, present moment awareness and beginners mind are so relevant to our recruiting profession” say Bob.

2016 Career Reports

Posted by boblarson on May 6, 2017

December 2016 Issue 202

Employers Find “Soft Slills” in Short Supply
News from BLK

November 2016 Issue 201

Holiday Season Unemployment
News from BLK

October 2016 Issue 200

What Millennial Employees Really Want
News from BLK

September 2016 Issue 199

The Problem with Pointing Fingers
News from BLK

August 2016 Issue 198

Salary Negotiation is a Two-Way Street
News from BLK

July 2016 Issue 197

How to Hire the Right Employees
News from BLK

June 2016 Issue 196

Career Advice Becomes a Summer Must Read
News from BLK

May 2016 – Issue 195

Open Pay Policy Could Become a Growing Trend
News from BLK

April 2016 – Issue 194

March 2016 – Issue 193

February 2016 – Issue 192

January 2016 – Issue 191

Job Seeking Tips After 50

Posted by boblarson on May 1, 2017

BERMAN LARSON KANE

Career Report

May 2017

Feature Story

7 TIPS FOR GETTING HIRED AFTER AGE 50 (Reprint by Popular Request)

Finding a new job can be a lot of work for many, but it can be especially challenging for anyone in their 50s and 60s. And while the unemployment rate for older workers is lower than that of younger workers, once out of work older workers seem to have greater difficulties landing a new position than others. In fact, according to an AARP data analysis cited in a U.S. News & World Report article, the average duration of unemployment for job seekers was 55 weeks as of December 2014, compared with 28.2 weeks for younger workers.

To help older workers in their quest to find a new position, here from the U.S. News & World Report article are seven strategies to consider:

Start your job search right away. Don’t wait until your unemployment runs out to start looking for a new position. “It does seem like prospects are best for the unemployed as soon as they leave their jobs, so it might be a good idea to start job searching in earnest right at the beginning, rather than easing into job searching while on unemployment,” said Joanna Lahey, an associate professor at Texas A&M University, who studies age discrimination. A large gap on your résumé and a growing sense of frustration with the job search process can make it even more difficult to get hired aging.

Work you network. Although there are certainly many modern ways to find jobs online and through social media, having contacts at the company you would like to work for is still one of the best ways to find out about openings and get hired. “The number one way to find a job is through personal contacts,” Lahey pointed out. “You can avoid a lot of implicit discrimination if someone who knows you is willing to vouch for you.”

Reassure a younger manager. Some managers may feel uncomfortable supervising someone who is more experienced than they are. “The big thing to keep in mind is that the person supervising you or making the hiring decision may well be younger than you are, and insecure about supervising someone with more experience,” said Peter Cappelli, a management professor and director of the Center for Human Resources at the University of Pennsylvania’s Wharton School. “So it is important to let them know you are OK with the role you’re applying for, that you don’t want their job and that you are expecting to take direction from them.”

Don’t mention your age or the interviewer’s age. You don’t want to call attention to your age by listing jobs you held over 20 years ago on your résumé or mentioning age during the interview process. Equally as important, don’t comment on the age of a younger manager. “Even if the person interviewing you is no older than your children, never make any reference to their age thinly veiled or otherwise,” said Nancy Collamer, a career coach and author of “Second-Act Careers: 50+ Ways to Profit from Your Passions During Semi-Retirement.”

Shorten your résumé. You don’t need to include every position you have ever held on your résumé. “Don’t make your résumé a history lesson. Highlight your most recent achievements and the new talents you’re acquiring,” Collander said. “In general, you should keep the spotlight on the last 10 years of relevant experience.”

Explain why you’re not overqualified. Having 20 or 30 years of work experience can make you seem overqualified for many positions. “Make sure your cover letter explains why you’re right for the job you’re applying to,” Lahey said. “Explain any gaps or why you’re applying for something for which it seems like you’re overqualified.”

Demonstrate your fluency with technology. Older workers are often perceived as being unable to effectively use technology. Make it clear to potential employers that you are tech-savvy and continuing to keep up with new developments. “I think the single most important thing you can do to overcome age bias is to demonstrate your comfort with technology and social media during the interview process,” Collamer said. “There are lots of different ways to subtly let potential employers know you’re tech-friendly: [For example] include your LinkedIn URL on your résumé, mention an interesting article you found on the employer’s Twitter feed or be a regular contributor to industry-related groups on LinkedIn.”

NEWS FROM BLK

As the summer vacation season approaches we continue to see an increase in direct hire orders with the competition for top talent more competitive and salaries beginning to rise rapidly. We all at BLK thank you for your business and thank you for allowing the honor of staffing for your organizations.

Boss Is Half Your Age ?

Posted by boblarson on April 7, 2017

WHEN THE BOSS IS HALF YOUR AGE

With companies looking to fill management ranks with people who are “digital natives” –frequently translating to millennials and Gen X-ers – and with more baby boomers staying on the job longer, the odds are becoming greater that older workers will increasingly be answering to managers young enough to be their children, according to an article in The New York Times.

“Obviously, there have always been younger people in the work force, but in the past, younger workers were on the lower floor and older workers were executives on the upper floors and in the executive dining room,” said Jill Chapman, a senior performance consultant with Insperity, a personnel management firm.

But because younger workers now have the advantage in sheer numbers, “there are more opportunities for them to move into management ranks,” Chapman continued. “They’re in their 30s, and they had lots of experience because of internships we older workers gave them when they were in high school and college. They had those experiences, and they had the chops for exec positions at an earlier age.”

According to the article, if older workers have difficulty adjusting, there’s good reason: It goes against the natural order that the subordinate would have several decades on the supervisor.

“Research shows that older workers are not as responsive to at younger boss because they feel he or she shouldn’t be in that position,” said Orlando Richard, an associate professor of management at the University of Texas at Dallas, who recently completed a study on status incongruence.

There are implications for the organization, too, the article pointed out. “The older workers with younger bosses are less committed to the company,” Professor Richard said. “They’re not as engaged in the job. If they’re close to retirement, they may not leave, but they may not work as hard.”

Of course, there are plenty of older workers who continue to give the job their all, even though they now report to someone who thinks of Nirvana as an oldies band. The way they see it, though, that younger boss sure doesn’t make it easy.

There are, indeed, challenges on both sides of the May-December workplace divide, according to the article. Older workers may feel they’ve lost their shot at running the show, and younger workers may feel their older subordinates just can’t wait for them to mess up, said David Stillman, an author of the new book “Gen Z @ Work.” The co-author: his son, Jonah, 17, perhaps a future younger boss.

Further, older workers, accustomed to the parental role, may reflexively offer advice to younger bosses who chafe at the effrontery. “They’ll say, ‘In my day….’ Implying your day is wrong,’” Stillman said.

For their part, some younger bosses act as though the world began only when they arrived on the scene, “which makes older workers feel that their own considerable experience doesn’t matter,” Stillman said.

Smart companies are making efforts to address the growing issue. AT&T, for example, offers supervisors a two-hour course, “Managing the Cross-General Workforce, which “helps prepare them to effectively communicate with and motivate their direct reports,” Jan Rasmussen, a company spokesperson, told the newspaper.

And not every older worker feels marginalized or underappreciated, nor does every younger boss feel disdainful and misunderstood.

Take Valentino Lanoce, for example. “I don’t look at age – I look at business intelligence,” said the 54-year old Lanoce, the regional director of operations for the restaurant chain Verts Mediterranean Grill, who reports to the company’s founders, Dominik Stein, 29, and Michael Heyne, 32. “Dominik and Michael respect my experience in the industry, and they ask for my opinion and advice. It’s very collaborative.”

Lanoce said that his interview with Stein and Heyne “was like sitting with mature officers of a company.” He said: “They’re disciplined and professional. Otherwise, I never would have left where I was to come to work for them.”

That said, as in many new relationships, the article pointed out, there’s a struggle to find a way. Diversity issues have long been part of the terrain, and “there are all these hang-ups at first,” said Chapman of Insperity.

It was a similar dynamic, she added, when women were coming into the workforce. “It’s something we have to figure out how to make it work,” Chapman said.