Businesses need to bolster efforts to keep, nurture eager Gen Yers
Q. I've got a star employee who recently asked me if she could rotate to another department as a development opportunity to learn other facets of the business. (We are big in my company on professional development opportunities and have a strong performance management system in place.) The problem is there is no one I could delegate the work to if she is not there and she does a lot. I want to reward her for all her hard work in my department but realistically don't know how I would get the work done without her. Any suggestions on how I could accommodate her and not do myself in at the same time?
A. This is going to crop up more and more as Generation Yers enter the workplace. They are eager to learn and want to continue to develop.
The fact is that if companies don't figure out a way to develop these star performers, they will leave your companies and find another place where they will grow and develop. One consultant wrote recently, "companies must find a way for employees to leave without really leaving your company."
What he meant there is that companies must put systems in place so that employees can move around a company and continue to learn new products, services, systems, operations, work with new mentors and meet new employees without ever leaving your company. Sounds easy but it isn't.
Many times, it takes many years for an employee to be able to perform at peak capacity at his/her job. Then to lose the employee, even if not permanently, makes it very difficult for the manager to produce at peak efficiency.
In order for companies to implement a true rotational opportunity for employees, they must understand that they must support the employee but they also must support the manager losing the star employee.
It may mean hiring an additional employee to complete the work in the department losing the excellent employee. However, my guess is that what you spend on additional support would be far less that losing an excellent employee and having to hire and train a new one.
I would start a conversation with your human resources officer. Consider that person your business partner and understand that s/he will advocate for you with other senior managers in the company. Explain that you really want to support this excellent employee but that you are concerned about meeting your own departmental goals without her.
Have a well thought-out alternative plan of how you could meet your goals with some company assistance. Be prepared to discuss manpower needs and what it will cost in dollars to replace her. Human resources needs to understand this issue if rotational assignments are really going to work in your company.
Next, I would discuss this request with your manager. Share your plan with him or her and let them know you have discussed this challenge with human resources. Again, you want your manager to help advocate for you with his or her senior manager. Hopefully, they will support your plan and the rotational assignment will truly be a "win-win" for everyone.
One more caveat about rotational opportunities. Earlier in my career, the company I was working for invited the whole department to a town meeting to talk about rotations within the department. These "rotations" ended up being nothing more than doing an additional project in another department in addition to having to complete your current workload as well. This is definitely not a true rotational assignment. Be sure you are truly rewarding the peak performer and providing a real opportunity for them to learn something new at your company. Believe me, these smart employees know a true development opportunity when they see it.
No easy answers in finding work/life balance
Q. Help! I am swamped with work and everything seems to be a top priority. I find myself working 10 to 12-hour days and I am becoming resentful of the time commitment needed to do my work. I really like my job, the money is decent and I like the people I work with but my work/life balance is really out of whack. Any suggestions?
A. I have no easy answers here. The fact is that most jobs providing a $40,000 salary or more, are not simple 9 to 5 jobs. The work is complex, most requiring many steps and activities to complete one project. Most jobs have a customer service component connected with the job, whether you are dealing with internal (peers or bosses) or external customers. Inherent with customer service are interruptions, usually when you are in the middle of some difficult activity requiring complete concentration. Often, you need to stop what you are working on and complete a task for a customer to maintain those all important relations with your customers. But that's OK because without those customers, we wouldn't be in business.
However, since there are only so many hours in a day, and no one can keep up a 12-hour work day indefinitely, we need to make choices of what we do or not do. Here are some suggestions that you may find helpful:
Make a list of your goals that you will be evaluated on at performance review time. Post the list where you can see it at all times.
Create a to-do list weekly ensuring that steps/activities to meet your goals are on that weekly to-do list. I like to create mine on Friday afternoon for the following week while everything is still fresh in my mind. Then I am ready to roll on Monday morning when I walk in.
Review your weekly to-do list and rate the activities from top priority A, to lower priority B, to lowest priority C. To the best of your abilities, make sure you are always working on the A activities. These are the ones that have top value to your manager and your performance is based on your successful execution of those activities. Too many people spend their time on C items because they are often easier to complete and then miss the boat on the really important items.
Ensure you are in sync with your manager about what are the top priority items. If you are in question about any of them, by all means ask. You do not want to spend precious time on items that hold low value to your manager.
If the project you are working on is time limited and critical, and once you have completed it, you can reduce your hours, suck it up and complete the project.
Perfectionism is great but you won't win the race. Make sure the top priority items are done to the best of your ability. Do the lesser important activities well and then let it go. We cannot spend equal time on everything.
Be aware of when you work your best. If you are a morning person, try to concentrate on your A activities in the morning. Return calls and e-mails later in the day when you have chipped away at some critical tasks. Adjust your activities so that when you are at your best, you are working on your most important activities.
Control interruptions in your working space as best you can. In this world of cubicles with no doors, you need to develop a system with your colleagues that let's them know that you are working on something important and not to disturb you. For example, if you are a morning person, you may want to let workers know that from 9 to 11 a.m., not to disturb you unless it is an emergency. You must be proactive about carving out time for you to accomplish your critical tasks.
Don't forget to add some activities to your list each week that are just for you. For example, find time to visit the gym three times per week, get a haircut, go shopping or go to the theatre or movies. If you do something for you each week, you won't be so resentful when you work extra hours to complete your A tasks.
Time management is not easy and I believe is getting trickier with all the electronic gadgets available that enable you to be connected with the office 24/7. Employees are losing many of the constraints that kept working and not working very distinct. We all must take control of our lives and set limits in and out of the office. If 6 to 8 p.m. is time dedicated to be with your kids, keep it a sacred time. Colleagues and customers need to honor this and not disturb you. When possible, let voicemail and e-mail let people know that you are on vacation and will not be checking either. Everyone needs time to refresh and renew and be with their families and friends. If this is not possible, schedule a time slot, say 4 to 5 p.m. on vacation, when you will review e-mails and return calls and only make yourself available at this time. Take control of your time, use it well and efficiently, and you will have a more satisfying, well-balanced life.
Joan Cirillo is the executive director of Operation A.B.L.E., a nonprofit that provides employment and training opportunities to mature workers 45 and older. E-mail questions to jobdoc@globe.com or mail to Job Doc, Boston Globe, Box 55819, Boston, 02205-5819. 
