The final plenary on the last day of the ITE Annual Meeting and Exhibition on August 15, 2012, provided attendees with an opportunity to participate in a candid conversation about positioning yourself for professional success during challenging economical times. Moderated by Robert Wunderlich, Research Engineer and Acting Director of the Center for Transportation Safety at the Texas Transportation Institute, the panel included perspectives from Marsha Anderson Bomar, Senior Principal – Practice Leader at Stantec Consulting, Timothy Harpst, Senior Traffic Engineer at Horrocks Engineers, and Michael Sanderson, President/CEO of Sanderson Stewart. The following provides highlights from the session.
The panelists discussed the fact that there is often a candor amongst managers about employee performance that is not extended to the employees themselves, which can put those employees at a disadvantage if they do not realize their performance could use improvement. With current economic challenges, some layoffs and downsizing have meant that some of the workforce faced reduction regardless of personal performance. However, the “stars” of an organization are often spared from such downsizing because they have made themselves an invaluable part of the team. The panelists provided suggestions of ways professionals can distinguish themselves in challenging times so that their services are critical even in the leanest times.
For example, many companies have had to change their organization’s entire way of doing business due to downsizing, as it’s not possible to keep doing business as usual with less people. Managers are looking for professionals with a bias for action—those who volunteer to take on new tasks and who are unafraid to try new things. Those who instead stay under the radar and are reluctant to change may find themselves in a vulnerable position when layoffs are necessary. Employees who stay on top of their professional development by staying active with their professional association, continuing their education, and maintaining certifications, especially in times of unemployment, are seen as taking responsibility for their career development and advancement and will stand out in the job pool. If you are a seasoned employee, it can help to take on a newer employee to mentor them—both sides will value from the relationship. The panel urged attendees to look at the value they bring to the workplace everyday. If you did get let go from a position, it helps to take an honest look at your performance to see where you can improve and approach interviews with a slant on what you can do for that company, not the other way around.
During the hiring process, the panel stated they looked for the following qualities in a person during an interview:
- A bias for action
- Responsibility for career development
- Willingness to try new things and adapt to new situations
- Achievement in areas of personal interest
The need for a good cultural fit between a company and a potential employee was also discussed. It is important for both the job seeker and the company to evaluate whether there is a cultural fit between the two. Successful matches are often made when an employee is hired for character, trained for skill.
The panel also provided some guidance for managers in retaining their workforce as the economy recovers. They noted that it is important to take care of your best performers, noting that many companies retain top performers by choosing to reduce the number of positions rather than the benefits and perks given to remaining employees during difficult economic times. The panel urged managers to be open with employees about the challenges being faced, and to let them know what type of actions would be rewarded in an organization.
A recording of the plenary session will be available on the ITE Web site soon for those interested in watching the entire session. In the meantime, please share your thoughts and comments to keep the conversation going!