18 Jan She's baaack! Avoiding the etiquette pitfalls of Omarosa
Editor’s note: Contemporary Working, WTN’s newest column, is actually a blog on the Manpower Web site, and it’s designed to guide readers on their journey through the changing world of work. Readers will find tips, tools, and information on topics as diverse as the aging workforce, working women, professional etiquette, generational diversity, the talent crunch, and more.
Milwaukee, Wis. – This time it’s on Donald Trump’s Celebrity Apprentice. (Omarosa? Celebrity? Who knew?) There are lots of other interesting celebrities in the mix, some I know and some that I wouldn’t necessarily consider famous. And it’s too soon to tell — after just two episodes — how all the personalities, skills, and abilities (and celebrity) will pan out.
But it’s clear that Omarosa Manigault-Stallworth is positioning herself as the very talented, condescending, arrogant leader who knows better than all of her teammates. In week one she angered the Empresario team and she angered me as I was watching from home.
• She didn’t listen to the suggestions of her teammates — and in fact was very patronizing in her responses.
• The one teammate she did listen to — who suggested the location for their challenge — got thrown under the bus in the boardroom.
• Her superior attitude makes her appear totally out of control. Her quips and comments to her team and to the men are ridiculously unprofessional and over the top.
Unfortunately, she didn’t anger Trump enough to fire her in week one! And in week two she was pretty quiet, but I saw it as lying in the weeds and waiting to strike.
Love or hate the show — and I’m not sure where I fall because there isn’t much on TV that I don’t like — we can learn about personal styles from watching. When you’re faced with a decision at work or weighing options or if you’re communicating with a co-worker simply ask yourself, “What would Omarosa do?”
Chances are, you’ll want to do the opposite!
Return on investment
One of the age bias issues identified by RetirementJobs.com is a reluctance on the part of employers to invest in training and development opportunities for the mature worker. The concern is that the we won’t be working long enough to give the company a return on its investment.
But according to Staffing Industry Analysts, today’s average worker will hold nine jobs between the ages of 18 and 34. Do the math. That’s fewer than two years on each job.
So don’t stop investing in the young because — obviously — they are the future. But don’t skip the mature worker, either. One of our most prominent work ethic characteristics is loyalty: offer me a job, make it interesting and rewarding, be flexible and invest in my future, and I’ll stick around for a looooong time.
You’ll also get your ROI!
Aging workforce: Problem and solution
The population is aging while more and more of us are eligible for retirement. Some estimate that 43 percent of the civilian population will be eligible to retire within 10 years or so. If that happens, companies may be in trouble as they watch knowledge and productivity walk out the door. So is the aging workforce a problem for businesses? Yes.
Depending on how you read life expectancy charts, most of us can confidently expect to live at least 20 years after traditional retirement age. That means there are millions of us out there with good work ethic, relevant skills, valuable workplace knowledge — along with a strong desire to work. So can the aging workforce be a solution? Yes.
What do you think?
Invest in experienced workers
Many say that the reason a labor shortage is on the horizon is because of the aging population. No one can deny that we’re all aging. And as Baby Boomers reach traditional retirement age, many may make the decision to leave the workforce. But according to AARP, nearly 70 percent of workers currently 45 to 74 plan to work in some capacity after retirement.
So employers take note: Invest in this demographic!
What does that mean?
• Flexible work options.
• Career opportunities.
• Low- or no-stress work environment.
• Training and development.
• Fair and consistent age-neutral salary criteria.
We’ll talk more about these in future posts.
To pierce or not to pierce
A few weeks ago we talked about visible tattoos in the workplace. Diversity, Inc. published an interesting story on the issue of ink at work. Now they’re talking about piercings.
My opinion remains the same: employers do have the right to set a reasonable dress code and enforce it. In fact, I had a conversation with my favorite barista this morning and she told me that her employer has written dress-code rules: tattoos must be covered at all times and if you do have facial piercing, remove the body art before showing up at work.
So even though I believe employers will grow more tolerant as the talent crunch intensifies, there is a valuable lesson here for those considering embellishing visible parts of their bodies. It may hamper your ability to get a job or to move up in your chosen field. So think twice and understand what your choice can mean to your future.
Do you agree?
Many say that the company that has the best people will be the winner, and I don’t doubt it for one minute. That means recruiting and retaining the best talent is more important than ever before.
It is also said that Baby Boomers and the younger generations want to make a difference in their communities.
So I suggest combining the two:
• Develop a strong, robust, and inclusive volunteerism program in your company.
• Use the program as a recruiting and retention tool.
Trust me, it works!
I’d be interested to hear about your volunteerism programs.
If you read “about me,'” you know how long I’ve been with Manpower. I’m often asked why I’ve stayed with the same company for 26 years. My answer is easy.
Most people — particularly those around my age — want to do meaningful work. To me, meaningful work is all about jobs. At Manpower, I have the opportunity to influence individuals’ working lives. Outside of work, I get to volunteer at organizations that provide services to facilitate people’s ability to get work.
How meaningful is that?
This article previously appeared on the Manpower Web site and was reprinted with its permission.
The opinions expressed herein or statements made in the above column are solely those of the author, and do not necessarily reflect the views of Wisconsin Technology Network, LLC.
WTN accepts no legal liability or responsibility for any claims made or opinions expressed herein.