The Lens

focusing on workforce and economic development issues

LIFE AFTER THE GREAT RESIGNATION See how companies can lure workers back

NOBODY’S PERFECT Flawlessness does not exist, but the right hire for your position does

ENTERTAINING ENTREPRENEURIALISM

The business community is ready to welcome innovators

EMPATHY IN THE WORKPLACE

Your emotional intelligence is more important than your IQ

Technology has changed the game.

Your business is always evolving. As it does, TCC can work with you on everything from advanced manufacturing and process improvement to organizational effectiveness. Contact us today to learn more.

corporate.tccd.edu

Staying Ahead of the Changing Times A Message From the Chancellor

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arrant County College understands how new and unique expectations and experiences lead to an increased demand for the upskilling of an evolving workforce. As we continue to navigate the challenges in filling critical pipelines in various industries, TCC continues to do the work by providing a variety of services to assist students and alumni in developing job search skills and in locating employment.

TCC prides itself on being a frontline resource for businesses in the North Texas region. The lack of skilled workers to meet the vast demands of an expanding region has hit an all-time high. Employers routinely report being unable to fill employment demands, citing a lack of skills as an impediment to recruiting enough workers. TCC is committed to aligning our corporate and workforce education to support industry and drive economic growth. Closing the skill gaps will take time and intentional effort.

TCC understands that some of the major skill gaps rest in some of the region’s fastest growing and most dynamic industries, such as oil and gas, aviation, construction and welding, just to name a few. It is our focus to bridge the gap between educational output and workforce needs.

Although the educational and employment landscape has changed, the need remains for educational programs that can lead to meaningful and well-paid employment. Working in an industry that provides work-life balance and value extends the life cycle of that employee. Those are the stories we seek to capture in support of talent, retention and sustainability.

I look forward to a season of innovation and responsiveness to create learning and development, economic development, and cultural and social opportunities for the North Texas region and our local businesses.

photo by david halloran

Regards,

Eugene Giovannini, EdD chancellor, tarrant county college district 2 | CORPORATE.TCCD.EDU

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Entrepreneurialism 2.0 If you want to be a successful business owner in the current climate, you need to be able to walk the new entrepreneurial landscape. by jennifer blalock, edd

From the Great Resignation to the Great Reset How companies can adapt to the new normal in the workplace. by tom delamater

What Makes the Perfect Hire So Perfect?

Finding that flawless hire is akin to catching lightning in a bottle, but finding the “right hire” is completely doable. by tyler hicks

A startling 11.5 million people left their jobs in the second quarter of 2021, with an estimated 4 million more following suit in July.

It happened across all sectors of the job market, too—from hospitality and restaurants to the business professions, trades, transportation and more. Our cover story explores The Great Resignation and what it will take to get America back to work.

cover illustration by ben sanders TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 3

Learning Together Means Growing Together A Message From the Editor very business has a culture as unique as a fingerprint.

How this culture is nurtured and cared for makes a difference in today’s extremely competitive workforce. Finding good talent for skilled positions and retaining that talent is very different from days past. Employees are no longer just looking for good pay, benefits and retirement. These days, people are looking for work-life balance, professional development opportunities, a healthy company culture and communicative, approachable leadership.

A diverse workforce that includes a mix of employees based on age, race, ethnicity, orientation, talent and skills—along with a culture that supports innovation—inspires creativity, improves product and service impact, and drives profit. That

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is to say today’s employee is looking for employment that meets their lifestyle needs and satisfies their desire to learn and grow on the job: The total package, as it were.

Stop for a moment and think about your company. Are you mindful and purposeful in hiring the right talent for your team?

Do you put your people at the center of everything you do?

Do you encourage perspectives, welcome communication and foster trust? Are you investing in your employees’ professional development? More important, are you creating a culture of customized programs for learning and development based on each employee’s needs? A poll by Gallup states that 87 percent of millennials place a strong significance on professional development opportunities that lead to career growth.

Are you tired of sitting in the same meetings talking about the shortage of people willing to work, the lack of skilled workers and what action should be taken? Are you doing all you can to focus on your people and create a professional development plan that shows investment and retains talent?

Are you being strategic in diversity cultivation and retention?

Start with your organization’s introspection: Start by reading the articles in The Lens. What ideas come to mind?

Let us know how we can help your business by focusing on your workforce. After all, a healthy and happy workforce makes for a thriving and prosperous economy. That’s our goal here in North Texas. Let’s be successful together.

My Best,

photo by david halloran

Shannon E. Bryan t, MEd, CWDP, LSSGB executive vice president for corporate solutions & economic development, tarrant county college district host, the workforce lens podcast editor-in-chief, the lens magazine publication shannon.bryant@tccd.edu

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From Tarrant County and Beyond

Lifelong Learning by sam osterling

by the numbers

EDITOR-IN-CHIEF

Shannon Bryant, MEd, CWDP, LSSGB Executive Vice President for Corporate Solutions & Economic Development, Tarrant County College District Host, The Workforce Lens Podcast

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Diversifying Your Skilled Workforce

Lean and Mean by maryann martin, phd

by james ndone, phd

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CHANCELLOR

Eugene Giovannini, EdD

Not the Same-Old, Same-Old

Breaking the Mold by tyler hicks

by wendy m. weinhold, phd

BOARD OF TRUSTEES

Teresa Ayala, President Kenneth Barr, Vice President Jeannie Deakyne, Secretary Shannon Wood, District 2 Leonard Hornsby, Assistant Secretary Bill Greenhill, District 4 Gwendolyn Morrison, District 6 EDITORIAL ADVISORS

Reginald Gates Kristen Bennett

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A Smart Call

Mind, Body, Spirit

by bruce tomaso

by shika hershel, phd

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A Pioneer in a Pioneering Town

The Pulse of Your Organization

by adam pitluk, phd

by dwan bryant, phd

PRESIDENT/CEO

Kimberly Ferrante GROUP PUBLISHER

Adam Pitluk, PhD CREATIVE DIRECTOR

David Halloran COPY EDITOR

Becky Williams ABOUT MIDWEST LUXURY PUBLISHING Midwest Luxury Publishing is a full-service communications outfit made up of experienced industry experts. We are your turnkey provider for all your communications and publishing needs.

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Putting Your Employee on Blast

More Than a Penny for Your Thoughts

by shika hershel, phd

by sam osterling

56 From Locker Room to Board Room by rick gosselin

CONTACT THE PUBLISHER

info@midwestluxurypublishing.com midwestluxurypublishing.com 917.447.7731

The Lens, published by Midwest Luxury Publishing, LLC, for TCC’s Department of Corporate Solutions & Economic Development, celebrates local corporations, workforce, residents and guests from around the world, giving TCC one of the most diverse portfolios in higher education.

All material is strictly copyright protected and all rights are reserved. No part of this publication may be reproduced in whole or in part without written permission of the copyright holder. All information and data are correct at the time of publication. Opinions expressed in The Lens are not necessarily those of Midwest Luxury Publishing, and Midwest Luxury Publishing does not accept responsibility for advertising content. Any images supplied are at the owner’s risk and are the property of the owner.

Printed in the USA

TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 5

Contributors

jennifer blalock, edd

dwan bryant, phd

tom delamater

rick gosselin

shika hershel, phd

tyler hicks

maryann martin, phd

james ndone, phd

MaryAnn is a writer and editor who lives in Norman, Oklahoma, with her husband and three daughters. She works as a journalist and strategic communications professional, primarily in public affairs, healthcare and higher ed.

James is an organizational and leadership communications scholar who specializes in crisis communication. Originally from Kenya, he has worked domestically and abroad in both education and industry.

He has a PhD from the University of Missouri.

sam osterling

adam pitluk, phd

bruce tomaso

wendy m. weinhold, phd

Jennifer has spent over two decades leading teams in post-secondary education and municipal government. As the CEO of InJenuity Solutions, Jennifer develops, facilitates and evaluates workforce, economic and organizational development programs.

Shika has published articles in various commercial and educational journals. She is also the former team photographer for the Texas Rangers. Shika currently works in risk management at Charles Schwab & Co.

Sam is a team manager and freelance writer based in New York City. In his years of managing a large team, Sam learned volumes about sourcing, developing and retaining talented team members. He holds degrees from Ohio State and Oklahoma.

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As a subject matter expert in TCC’s Corporate Solutions & Economic Development department, Dwan bridges gaps between corporate America and higher education.

She has a doctorate in industrial organizational psychology.

Tyler is a freelance writer from Austin, Texas. He is a frequent contributor to a host of local media including the Dallas Observer, D magazine and Local Profile. His work has also appeared in American Way and Island Soul magazines.

Adam is an award-winning reporter and columnist. He was editor-in-chief of American Way, a reporter for Time and People magazines and a college professor at the University of North Texas and UT-Arlington.

He is the author of Standing Eight and Damned to Eternity.

Tom is an Ohio-based writer and editor, and longtime communications consultant to corporations, nonprofit organizations and educational institutions. He is the former CCO at Collin College.

A Dallas-based writer, Bruce has been published in The Dallas Morning News, the Boston Globe, (New York) Newsday and Newsweek, among other publications.

He covers business litigation and other legal topics for The Texas Lawbook.

A longtime sports reporter and columnist for The Dallas Morning News, Rick has covered the NFL for 50 years. He was enshrined in the writers’ wing of the Pro Football Hall of Fame in Canton, Ohio, in 2004.

Wendy is an associate professor of journalism and a faculty fellow at the Center for Inclusive Excellence at Coastal Carolina University in Conway, South Carolina. Her research focuses on the intersection of journalism, gender and democracy.

Advertise In The Lens And Reach Tens Of Thousands Of Business Leaders When you advertise in The Lens, you’ll reach an audience of influential leaders not just in Tarrant County, but throughout the North Texas region. What’s more, Fort Worth is the 12th largest city in the country, in part because like-minded business leaders are discovering what many locals have known for a while: This is one of the best places in the United States to strike the perfect work/life balance.

for advertising opportunities, please email our publisher at info@midwestluxurypublishing.com. we look forward to working with you!

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From Tarrant County and Beyond The stats behind one of the fastest-growing markets in the country.

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TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 9

Lifelong Learning By offering employees opportunities to learn, you ensure that they’ll continue to grow. by sam osterling

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iring managers and other human resources personnel work hard to ensure that they’re bringing the best possible people into the fold when they make a hire. But what comes next after you’ve hired the candidate with the perfect resume? How can a company be sure that the employees are growing? How can they make sure that employees truly feel the company’s confidence in their abilities and that they’re continuing to make the company better?

Continuing education and development for employees is a fantastic investment for companies and employees alike. By strategically creating ways for employees to take the initiative and better themselves, companies can improve their overall workforces while also offering their employees an opportunity 10 | CORPORATE.TCCD.EDU

to work on the skills they feel are necessary and helpful for their advancement.

Robb Herbig is the vice president of business development and general manager for Morton Industries, a tubing and sheet metal fabricator operating out of facilities in Morton, Illinois, and Fort Worth. “Everyone has different aptitudes,” he observes. That’s why Morton Industries offers employees a wide variety of learning and development opportunities, from cross-training to leadership training if an employee shows a probable aptitude for management.

There are as many ways to continue development for an employee as there are employees, so it’s important to consider not only their education, but also the business’ needs. At Morton Industries, that means training employees to do jobs

The benefits are clear: By showing employees a tangible way in which they’re valued, they not only become higherperforming employees with more skill, they’re happier, more upwardly mobile within the company and more likely to stick around for the long run. in similar roles, working with a veteran employee as a mentor, or otherwise finding ways to boost employees’ independence.

“Ideally,” Herbig says, “we build self-sufficiency.”

For Morton Industries, learning and development takes several forms. Herbig says that continued learning begins with training modules provided through their payroll software.

He says Morton Industries takes measures to ensure that employees are offered those continued education benefits but that they’re not forced (unless they are required for compliance).

The benefits are clear: By showing employees a tangible way in which they’re valued, they not only become higherperforming employees with more skill, they’re happier, more upwardly mobile within the company and more likely to stick around for the long run.

As just one example of investment in employee development, Herbig says that Morton Industries created a welding training center in Illinois. If an employee is hired for a lower-paying, less-skilled role, they’re offered a chance to become a certified welder through their training facility, free of charge. The benefits are actually twofold, for both company and employee. First, the employee is given a distinct pathway to a higher-paying job.

Professional welders are tiered. As a result, Morton Industries’ training offers a second benefit, which is enabling employees to improve their station and take on more responsibilities while earning more money. That way, the company ensures that employees who take the initiative are shown their value and are trained to do even more complex, in-demand, and higher-paying work within the company, and the company is guaranteed a known entity and does not have to go outside their walls to find talent.

Herbig says that all of their development courses involve some sort of reward, whether it’s a bump in pay, the possibility of promotion or some other benefit. By devising a system of developing and educating their employees, Morton Industries created a system that rewards initiative and development in the short term, while also creating long-term benefit for employees and the company alike.

“Hopefully,” Herbig says, “employees realize that we’re making investments in them and we want to retain them for a longer period of time.”

TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 11

Diversifying Your Skilled Workforce Here are the key ingredients for recruiting and retaining the best talent. by james ndone, phd

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s organizations grapple with the idea of recruiting and retaining a diverse and skilled workforce (in particular, multicultural and multigenerational), researchers have outlined the benefits that accrue from such a workforce. A 2021 study from The Hackett Group, for instance, found that 75 percent of the hundred-largest U.S. companies either already have or plan to have global diversity training for their workforce by 2023. Boston Consulting Group (BCG) published a study that recognized diversity as a key driver of innovation, where diverse teams could generate 19 percent more revenue for their company. Such companies, the study said, can customize their products to meet the preferences of a diverse customer base.

One key supporter of equipping businesses with the tools they need in order to diversify is Robert Sturns, director of economic development for the city of Fort Worth. “Attracting a diverse and skilled talent base is more critical now, especially in the pandemic era we are in,” Sturns says. “A diverse and skilled workforce helps attract companies interested in relocating because the quality of life in and out of work helps recruit new talent and retain the talent that is already there.”

However, it is not always easy to attract and retain a skilled and diverse workforce. Some experts point to the fact that location plays a big role in who is attracted to a particular position. “You can more easily attract older people [over 50] who already have families to a region, but with younger people [18-34], it is not easy,” says Dr. Atiya Kai Stokes-Brown, vice president for diversity, equity and inclusion at Coastal Carolina University, citing a 2018 study conducted by Deloitte that reported that by 2025, diversity will be critical for business and professional performance. “I’ve found that younger people 12 | CORPORATE.TCCD.EDU

want to work in conducive and diverse environments, and unless companies create such environments, then attracting and retaining talent will always be hard.”

To attract a skilled and diverse workforce to a region like Tarrant County, which is growing exponentially year after year with new companies and innovations, a lot of weight is put on two major deliverables: strong neighborhoods with affordable housing, and attractive amenities that are necessary and Ample green space and quiet retreats are the kind of amenities that allow the workforce to relax from the hustle.

anastassiya bornstein / shutterstock.com

Cattle drives, honky tonks and western-themed shops; the Fort Worth Stockyards is one of the many thriving areas of Tarrant County.

“We want to make sure our educational offerings—from curriculum to skill sets—are aligned with the types of jobs and the types of businesses that we’re attracting and creating through our existing business community.” expected in a big city, like public safety, parks and libraries.

As Sturns notes, those two elements make Fort Worth a frontrunner in any company relocation hypothetical.

Sturns says there is a need for social amenities that can help people stay in a place like Tarrant County, in addition to

ensuring that institutions of higher learning offer practicebased curricula. “People in those neighborhoods need to feel confident that future opportunities exist for them throughout the community as they grow professionally and their jobs shift,” he says.

“Likewise, we want to make sure our educational offerings— from curriculum to skill sets—are aligned with the types of jobs and the types of businesses that we’re attracting and creating through our existing business community.”

There are several strategies that organizations can undertake to draw a skilled and diverse workforce to a region. Some of these call for assessing the industrial needs and trying to look for talent that will meet those needs. Sturns also notes that Fort Worth works with the local community to promote the region as a great place to live, work and raise families.

He also points to Tarrant County College as a resource for academic degrees and certifications as well as continuing education and corporate skills learning and development to help put answers behind questions that companies have about a region—before they make that region their home.

“There is no secret to economic development,” Sturns says.

“We are aware that the strength of our workforce is not just a Fort Worth issue but a national issue. Companies in Fort Worth may be drawing from Dallas, Arlington, Denton, Burleson or from across the country. Partnerships throughout our region are critical to our collective success, as is the diversity of our workforce.”

TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 13

Lean and Mean

John Veatch shares his expertise on what continuous improvement means for today’s business operations. by maryann martin, phd

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lthough the concept of businesses having to adapt and pivot over the last two years is no longer novel, and notwithstanding numerous stories that have been written about the new normal of doing business from anywhere, the industry is still forced to deal with a reality that was once just a hypothetical: With sudden change, does business become lean?

John Veatch of Lean Concepts leads his clients to implement the Toyota System of continuous improvement to maximize results and, most important, human capital. Veatch uses this system, also known as Lean Six Sigma, to help his clients identify waste in their organizations to improve their processes—and also their bottom lines.

But people, and the respect they expect, are at the center of this system, not the collateral damage.

“We go into a company and ask, what’s your headache?” Veatch says. “What makes you not want to come in to work in the morning?”

The headache in question does not center on personalities or extra head count but on allowing an organization to discover outdated and overwrought processes that hamper productivity and success. If an area is eliminated as part of reducing waste, Veatch says the affected employees are moved to other areas. They are not released. This is where the Lean training method comes in.

Toyota developed this system when times were tough early in their history and the company owed four 14 | CORPORATE.TCCD.EDU

Keys for Process Improvement times their worth to the bank. Rather than sacrifice their workforce, however, they recognized their human capital was their best asset and instead developed a methodical system that refined their workflows.

The Lean Six Sigma process focuses on improving the team effort to enhance productivity while trimming fat and eliminating waste. The method combines Toyota’s lean manufacturing and enterprise with former Motorola engineer Bill Smith’s Six Sigma for process improvement. Together, they eliminate the eight kinds of waste: defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion and extra processing. Employees who are certified as Lean Six Sigma green belts and if they continue their training, black belts are extremely sought after.

That involves polishing work routines and specifically workspaces, as well as taking a fine-tooth comb to reveal redundancies, inefficiencies and extraneous parts of work processes through observation and continual improvement.

Here’s how it works: After forming a team of eight to 12 members from an organization’s staff (all from various areas), Veatch then leads them through a multi-day discovery to improve problems the organization identified. That’s not the end of it, though.

Veatch emphasizes that the change that comes from this process is not only hard, but it has to be tested and refined.

The goal is for the implemented change to be sustainable,

1. Be engaged, go to the gemba: The Toyota Way requires that managers go “to where they are.” It literally means that managers must go “to where the work is done.”

2. Have a “fast cap”: Every day, a manager needs to talk with their employees and keep a finger on the pulse of operations.

3. Focus on the “why”: Always ask, why are we doing what we’re doing?

4. Employees must feel safe: These days, a feeling of workplace safety has never been more important. Veatch insists feeling safe at work is always essential to employee satisfaction and productivity.

and that takes careful observation and, obviously, continuous improvement.

Veatch says the end result is not only improved bottom lines, but a happier workforce.

“Every employer has the same problem,” he says from his hotel in Philadelphia, where he was flown in to help a client.

“You can’t find people. Do some good processes and you’ll become an employer of choice.”

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Breaking the Mold Good employers know how to measure effectiveness in an increasingly busy world. by tyler hicks

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wikipedia

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n the early 2000s, a former baseball player named Billy Beane changed the seemingly obdurate, centuries-old game of baseball. How? He changed the way scouts and general managers like himself measure effectiveness.

Beane had the same goal as everyone else—win the last game of the season—but, as salaries were ballooning, he realized the key traits needed to reach that goal without breaking the bank. As noted in a Harvard Business Review story by renowned management consultant Michael J. Mauboussin, Beane’s “moneyball” tactics are not so different from the approach that is needed to measure workplace effectiveness throughout corporate America.

“Most executives continue to lean heavily on poorly chosen statistics, the equivalent of using batting averages to predict runs,” Mauboussin writes. “Like leather-skinned baseball scouts, they have a gut sense of what metrics are most relevant to their businesses, but they don’t realize that their intuition may be flawed and their decision making may be skewed by cognitive biases.”

Even before the pandemic, we needed to change the way we measured workplace effectiveness. Now that the business world is in the middle of a labor shortage and yet another “war for talent,” change is even more crucial.

“Measuring your effectiveness breathes life into your organization,” says Dr. Dwan Bryant, a skilled organizational development consultant. “And when it comes time to measure, you have to start at the top.”

The skilled consultant is quick to make a salient point: People don’t leave companies, they leave leaders. That means every organization must be, to borrow a term from Bryant, “feedback-rich.” When leaders are measured on how they solicit feedback, you can create a culture of accountability wherein leaders consistently listen and respond to feedback.

This “feedback-rich” concept is a sticking point for Bryant; it’s one she returns to again and again. After nearly a decade as a consultant, she joined the team at the TCC Corporate Solutions & Economic Development department. Measuring effectiveness is one of her favorite topics, and it’s one she discusses with unbridled zeal.

A common mistake, she says, is to treat these measurements like a New Year’s resolution.

“For a lot of people, January is the month when you clean out your closet, decide what new furniture to buy, and get ready for the new year,” she says. “But with your organization,

Billy Beane pioneered the “moneyball” approach to fill out the Oakland Athletics’ roster and maximize their limited player budget.

you have to treat every month like January. And if the house is falling apart, you shouldn’t be buying new furniture.”

In other words, measuring effectiveness must be an ongoing act; it can’t be confined to an annual review or a quarterly survey. Surveys are a valuable tool, as are in-depth conversation between managers and their employees. But if they’re not used consistently, you won’t get the results you seek.

And speaking of results, Bryant is quick to include that any solid effectiveness measurement will incorporate the trends of your industry. For example, if it’s clear that certain tech innovations are becoming more prominent in your business, it’s imperative to analyze how that trend will change your team’s day-to-day practices in the years ahead. “When you measure against trends, there are no surprises,” she says.

Yet regardless of your industry, the seasoned consultant says there is one topic that will demand your attention in 2022 and beyond: mental health.

“Why would I want to work for someone who doesn’t care how I feel?” she asks. In the future, measuring how your leaders are minding your employees’ health will be the norm.

Just like Billy Beane broke the baseball mold by creating a playoff team out of players no one else wanted (though they had good quantitative numbers and social character on their side), so too will tomorrow’s leaders create successful companies by measuring against trends.

“Measuring your effectiveness breathes life into your organization, and when it comes time to measure, you have to start at the top.”

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Not the Same-Old, Same-Old Attracting and retaining talent in the midst of a global pandemic means going the extra mile. by wendy m. weinhold, phd

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his may come as bad news for employers trying to fill open spots in their workforce (but definitely not as a shock): High unemployment and plentiful job openings during the COVID-19 pandemic have spawned a job seekers’ market. As a result, employers need to adjust their hiring and retention practices to cultivate supportive, flexible, worker-centered company cultures.

One of the first steps companies need to take as they work to hire new talent is to change and speed up their hiring processes. According to Tony Beshara, president of Dallasbased recruitment firm Babich & Associates, many employers use outdated hiring approaches. Hiring processes need to 18 | CORPORATE.TCCD.EDU

implement smaller search committees and be much more nimble and flexible than in the past.

“You’ve got to broaden your scope of what you’re looking for if you’re interviewing people, and you’ve got to hurry up and do it,” Beshara says. “It’s a heck of a lot harder to find candidates now.”

Beshara, who has written seven books for job seekers and whose 49-year-old company’s clients span industries including finance, manufacturing, sales, public relations and human resources, says the average company in the United States has nine employees. In other words, the average company needs every spot filled to get business done, and he says

“You’ve got to broaden your scope of what you’re looking for if you’re interviewing people, and you’ve got to hurry up and do it.”

Tips for people on the job hunt News flash: The top three reasons people do not get jobs have nothing to do with money. Money is the fourth reason.

Job seekers should look for potential employers who offer good answers to questions like: Why would you want to work here? What kind of people work at the company?

Is this a great group of people to work for? A good hiring process will provide clear answers.

According to hiring expert Tony Beshara, employers look for job candidates who fit the following criteria: 1. We like you.

2. You can do the job.

3. You fit into the company culture.

4. We can afford you.

Says Beshara: “Usually if the first three things match, the fourth one takes care of itself.”

employers and their employees suffer when vacant spots are not filled.

And while Beshara says that doubt, uncertainty and fear are the main reasons people who need jobs are not re-entering the workforce, he also points to the burnout component of current employees wearing multiple hats as hurting organizations.

Employers can struggle with these same issues, and their hiring and retention practices suffer as a result.

A “phenomenal gap” of unemployed people are sitting on the sidelines waiting for the right job to bring them back to the workforce. Beshara says employers should abandon hiring processes that involve multiple interviews, large search committees and an overly cautious focus on hiring “the right” person at the expense of hiring a great candidate whose qualifications may not exactly match the job description.

He offers an example of an employer who interviewed a high-quality candidate but refused to offer the candidate the job because he didn’t have a college degree.

“Don’t give me that stuff of ‘We want to be careful’,” Beshara says. “The success rate of a candidate that gets hired by one person is no greater than the candidate that gets hired by three persons.”

On the retention side, employers need to take extra measures to show employees they are appreciated. Beshara says more employees have “very little allegiance” to their employers today than in years past, and this means companies need to go the extra mile to connect with and keep their workers happy. Issues like company culture, upward mobility and even salary pale in comparison to the importance of making your employees feel like they are valued at their job.

“You have got to put loving on your employees. They want to be appreciated,” Beshara says. “The major reason most people leave jobs is they don’t feel appreciated.”

TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 19

Since our first campus opened in 1967, TCC has conferred more than 130,000 degrees and certificates upon people who, mostly, have established themselves in this same region.

Creating everyday heroes who enhance our community…that’s what we do.

- 5 transferable associate degrees - 68 Associate of Applied Science (AAS) degrees - 132 Certificates of Completion - 18 Occupational Skills Awards - Community Education programs at more than 10 locations in Tarrant County - College for Kids - Early College High Schools - Senior Education - Adult Basic Education - Developmental Education - Corporate Solutions & Economic Development

County resident tuition: $64 /credit hour = $960 for a 15-hour semester

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- Serving nearly 100,000 students annually - Ranked the top online college in Texas - 348 instructors with doctoral degrees - Average pass rate of 90 percent for our 29 state licensure programs

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A Smart Call Newly arrived SmartAction CEO Gary Davis explains the benefits of automated call systems and why he relocated the company to Tarrant County. by bruce tomaso

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SmartAction CEO Gary Davis

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newcomer to the Fort Worth business community is SmartAction, a tech company of about 70 employees that designs and installs automated call-answering systems. Unlike conventional “please say or enter your phone number” voice systems, SmartAction uses artificial intelligence to personalize and customize responses. So instead of: “To confirm a reservation, please press one,” the customer may hear: “Hello, Bruce. Are you calling to confirm your reservation?”

CEO Gary Davis relocated SmartAction from the Los Angeles area to Fort Worth in February 2021. In an interview with The Lens, he discusses his reasons for the move, how AI can make automated responses even more helpful than human ones, and how his company grows by helping its employees grow.

First, why did you choose Fort Worth?

We went virtual the day Los Angeles locked down—March 15, 2020. We thought that just meant we’d be working remotely for a couple of weeks. But as things started opening back up, we realized we could continue to operate virtually. That meant we could hire anywhere, which meant we could have our headquarters anywhere.

I looked at maybe half a dozen cities and Fort Worth jumped at the opportunity. The business community here is eager to 22 | CORPORATE.TCCD.EDU

see Fort Worth continue growing as a tech hub. They made it super easy to work with them. It just felt like the right spot with the right people.

Our interactions with the education community have been great. Tarrant County College has been very actively engaged with us. Everyone here has been eager to see us succeed.

That in turn makes us eager to participate in their success.

From the perspective of someone calling customer service, how does your product compare with talking to a real person?

Our service actually raises customer satisfaction scores. It seems counterintuitive that we put a machine in place of a human and people are happy about it, but it’s true. Using AI, we’re able to make the experience of dealing with a machine a positive.

One of the biggest problems facing the entire customer service industry is staffing. That was true even pre-COVID. The pandemic has greatly exacerbated that.

Millions of people still aren’t completely comfortable going out. They want to transact as much business as possible from their homes. So companies are dealing with maybe 120 or 130 percent of the call volume they had two years ago. And, at best, they’ve got 75 or 80 percent capacity to handle that volume.

“To be successful, you have to have a clarity of vision, then empower people to achieve it. That’s the goal.”

Hold times are going up rapidly. With an automated system, customers don’t have to wait on hold. They get in, they get out. It’s clean. It’s concise. If we get these customers what they want, they realize, “Hey, this thing’s actually going to be able to help me. It’s okay.”

We get thousands of phone calls from people who, you can tell, are annoyed that they got a machine. And by the end of the call, they’re thanking the machine and wishing it a good weekend.

Is your product designed to save your clients money? Or is it designed to improve the experience of their customers?

Customer experience is absolutely paramount. It’s true that an automated system can save money. That makes our clients’ CFOs happy. But most important is making each call a seamless, painless, frictionless interaction with the customer. If calling customer service is a difficult interaction, people will take their business somewhere else.

Our clients are trusting us with their most important relationship—with their customers. So we have to treat that as our most important relationship.

One thing customers hate about automated responses is how hard it can be to get to a human being.

Absolutely. There are companies out there that automate their call centers not to improve the customer experience but to save money. They try to keep callers in the machine as long as possible and avoid going to an agent at all costs.

That may help the bottom line, at least in the short run. But it’s not a great experience for the customer.

Our machines can handle almost any of the routine things people call customer support for. But if someone has a more complex issue, something that requires the gray matter of a human to solve, we quickly send that customer to a person.

When someone asks for an agent, our machine says, “Sure.

Please hold.”

Your company places an emphasis on employee training.

Why? Training isn’t an event. It’s an experience. If our goal is to help our clients provide the best experience possible for their customers, the first thing we have to do is invest in ourselves.

You don’t just put people through a course and say, “OK, you’re trained. You’ve got a piece of paper.” You have to keep working with your staff. They have to keep growing so your company can keep growing. That’s absolutely imperative.

When we talk about growing, we don’t just mean growing revenues. Certainly, that’s important. But the more important questions are how do we grow as leaders? How do we grow as employees? How do we grow as technologists? How do we grow as an organization?

To be successful, you have to have a clarity of vision, then empower people to achieve it. That’s the goal. But if you’re not giving people the training—and the encouragement, the autonomy, the authority to get things done—you’ll never reach that goal.

I want everyone in our company to ask every day, “How can we be better than the day before?”

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ENTREPRENEURIALISM

If you want to be a successful business owner in the current climate, you need to be able to walk the new entrepreneurial landscape. by jennifer blalock, edd

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THE EXPERTS

Dr. Rebecca Corbin ceo and president, national association for community college entrepreneurship

Dena Soliman ceo and president, kids 'r' kids

Steven Braddy ceo and president, sdotbraddy apparel & events

Vincent Buggs ceo and president, embrace the power

Dave Quinn founder, texas economic development connection

Jess Stewart leadership coach, jess stewart, llc

Ron Nash ceo and president, get hired now!

Kathleen A. Erickson ceo and president, i wanna golf now! inc.

Shawna Boyer ceo and president, synsha’ fashions & build your own boutique

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Disruption in the world of work continues at a dramatic and stunning pace. No industry sector, including entrepreneurialism, is exempt from these seismic shifts in the new ways of doing business. Despite myriad rapid and dynamic changes, more start-up entrepreneurs are launching than ever before. Moreover, according to the U.S. Census Bureau, 4.4 million new businesses were created in 2020 at the height of the global pandemic.

While the data is not yet in, 2021 is projected to set more records with nearly half a million new businesses established in June alone.

How can the original disruptors, the entrepreneurs, prepare for the resulting disruption and the advent of entrepreneurialism 2.0? What can we expect for entrepreneurial innovation in the future? Salesforce explains, “When times get tough, people get entrepreneurial.” The pandemic created time, space and opportunity for new ideas, collaborations and business expansion. More individuals are electing to opt out of traditional corporate careers and instead venture onto the entrepreneurial path. But the path is not without its challenges and obstacles. The Bureau of Labor Statistics reports that 20 percent of small businesses fail in their first year of operation, with nearly half failing or closing in the first five years of operation.

Dr. Rebecca Corbin, CEO and president of the National Association for Community College Entrepreneurship (NACCE), predicts that many of the virtual elements of education and doing business are here to stay.

The Lens interviewed several leading voices in the world of entrepreneurialism to provide navigation tips from their experiences. The resulting list of strategies is intended to empower both emerging and veteran entrepreneurs as they navigate the new entrepreneurial landscape and strive to attain the competitive edge they’ll need to futureproof their business.

Proceed With Purpose If you don’t know your purpose and your business goals, you can’t expect your clients or customers to either. Defining your purpose should include development of a personal and brand mission statement, vision and values.

Jess Stewart, a Weatherford, Texas-based entrepreneur and business coach, advises entrepreneurs to clearly define and connect with their purpose. “Entrepreneurs often overlook the importance of being purpose-driven,” she says. “That purpose and passion are what attracts customers and clients to your new business, product or service.”

In a clouded and highly competitive market, customers are looking for a company that does things differently, that has a clearly defined purpose that aligns with their own guiding core values. As Stewart explains, “I attribute much of my business success to the relationship clients developed with me, based on their expectation of integrity, trust and professionalism.”

Companies that build connections with their clients through a living mission statement that is evident in their operational behaviors can count on continued client loyalty.

Keep Learning Prioritize continuous learning and professional development.

Today’s entrepreneur needs to be well-versed in and prepared to hold multiple roles in their business. “Before I sold my company, I literally had to hold every possible role in my business,” Stewart says. “It forced me to learn new things and exposed what areas I needed to bring other experts in to cover, either through coaching or hiring.”

Building business plans that reflect a growing and ambitious organization chart requires the entrepreneur to assume many of the “other duties as assigned” roles. The entrepreneurial path isn’t always boardrooms and boss moves. It can include TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 27

“Before I sold my company, I literally had to hold every possible role in my business. It forced me to learn new things and exposed what areas I needed to bring other experts in to cover, either through coaching or hiring.” providing tech support, managing inventory and providing customer service. To keep up, the successful entrepreneur needs to constantly expand their understanding of all aspects related to business success.

Dr. Corbin of the Raleigh, North Carolina-based NACCE encourages entrepreneurs to link up with their local community college, Chamber of Commerce, and professional organizations such as NACCE for online learning options with a focus on diversity, equity and inclusion. “We are working with national partners on an equity, inclusion and diversity (EID) agenda through entrepreneurship.”

Dave Quinn, founder of Texas Economic Development Connection, explains, “In the DFW area, there is a great portal called Dallas Builds (dallasbuilds.org), an ecosystem designed 28 | CORPORATE.TCCD.EDU

to plug business owners into available resources that can help them move their venture forward. Also, SCORE (Dallas.Score. org) is another fantastic way for entrepreneurs to get free mentorship from highly successful and experienced business professionals and entrepreneurs." And Tarrant County College offers various opportunities for small business owners. The Corporate Solutions and Economic Development department provides educational content to workforce training programs that can help small business owners grow their businesses.

Resources abound for the emerging entrepreneur, and to ensure success, they must leverage and learn from those resources.

Go “Buy” the Book, Literally If it seems like your social media feed is constantly reflecting book recommendations from successful entrepreneurs like Mark Cuban, Bill Gates and Oprah, it’s because they are on to something. Both Gates and Warren Buffet recommend Business Adventures: Twelve Classic Tales from the World of Wall Street by John Brooks. Invest in magazines, books, audiobooks and subscriptions related to your industry sector to keep your knowledge current and maintain the understanding you need to keep your business model agile, relevant and marketready. Shawna Boyer, a serial entrepreneur based in Florida who has built the global fashion brand SynSha’ Fashions, recently published her own book and entrepreneurial training course, Build Your Own Boutique, after countless requests from other business owners and creatives. “It was my way to help document my process and inspire others to succeed while sharing insights I learned along the way to help them avoid those pitfalls.” Fast Company recommends that CEOs and business leaders read up to 60 books a year to stay on top of their game.

Build, Expand and Refresh Your Network A successful entrepreneur doesn’t just rack up connections on LinkedIn and followers on Instagram: They leverage those business partners through engagement. Coach Ron Nash, a California-based serial entrepreneur and CEO of Get Hired Now!, regularly hosts Friday night Zoom sessions with other entrepreneurs from around the globe, sharing ideas, supporting brands and introducing like-minded professionals. “It’s about sharing the love and expanding the dream,” Nash says. “It only makes us all stronger.”

Kathleen A. Erickson, CEO of I Wanna Golf Now! Inc., has

been incubating her new indoor universal design golf venue concept for over 30 years and is anticipating a brand launch in 2022. During that time, she’s been able to amass an advisory board comprised of business experts from across the nation.

From marketing gurus to branding experts, Erickson has tapped investment advisors, small business owners, corporate representatives and target market stakeholders, including PGA design experts.

“I am relying on these diverse minds and their broad expertise areas to serve as the catalyst to realize my brand’s full potential,” she says. “Their knowledge helps me address any gaps in business acumen I may have.”

Stewart also recommends surrounding yourself with trusted advisors who won’t always tell you what you want to hear and who are successful in myriad areas. “You have to go out and find people who will challenge the vision to help you grow and break through as an entrepreneur.”

Define and Document Your Process Stewart, who recently sold her medical billing company, says it is extremely important to have a record of every stage of your business’ life. “I’m a visionary,” she says. “I realized the importance of not only documenting my process, but of also continuously refining my process until it became so successful, others wanted to buy the refined process we created.”

Establish Your Brand Voice Dena Soliman, CEO and founder of Kids ‘R’ Kids of Allen, Texas, overcame shyness to build her online brand and presence through the power of social media. Soliman now coaches and mentors other business owners who look to her for affirmation, guidance and support. “If I can do it, they are encouraged that they can do it, too.”

Soliman’s success inspired her to create an online course for entrepreneurs, an eight-week boot camp on affiliate marketing. A cancer survivor, Soliman was inspired to transition to entrepreneurship from corporate America because, in her opinion, life is too short to ask the “what if” question.

“I wanted to make an impact," she says. In a time of great national vulnerability, uncertainty and fear, establishing your entrepreneurial brand with honesty and integrity continues to be a proven strategy for customer engagement and loyalty.

Prepare For the Hybrid Path The idea that entrepreneurs can follow a singular, straight path to success has been shattered for some time, but today’s entrepreneurs will need to be even more prepared and open to taking multiple roads to financial and business success. That means building a business plan that reflects supplemental revenue. With the global economic volatility, many entrepreneurs will be working several jobs, pursuing multiple revenue streams and doing it virtually and face to face. In entrepreneurialism

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“You have to go out and find people who will challenge 2.0, the entrepreneur’s business delivery plan must be agile enough to expect diversity of focus, from pitching CEOs in the morning to driving an Uber the afternoon and on weekends to build capital. According to the AARP, retirees are now dipping their toe into the entrepreneurial waters, as they are living longer while the cost of living increases.

the vision to help

Disrupt the Disruption Innovation requires an ability to challenge the status quo and take risks, which also may invite failure. As Stewart explains, “In my business, nearly everything that could happen did happen and we managed to survive it all. My advice to other entrepreneurs is that whatever you are facing, you will get through it. But you have to be resilient, exhibit grit, and get your hands dirty.”

Steven Braddy, a Miami-based CEO and recording artist, emphasizes how risk-taking is an essential part of the growth process. At just 27, he’s already had to adjust his business plans, which were rooted heavily in on-site, in-person events, and pivot to create new service delivery models and revenue streams. Through creativity and risk-taking, Braddy and his peers have achieved what he calls a “bandemic,” which enabled them to not only maintain revenue generation but increase it. They achieved this by pivoting quickly and redefining their services to their target audiences.

“I encourage others to chase risks where there is a high chance of failure,” he says. “If you allow it to, it can teach you new lessons and provide you with the motivation you need to create even bigger entrepreneurial wins.”

Vincent Buggs, CEO of Embrace the Power, agrees, adding, “The ability to emerge in a limited market requires a vision to embrace uncertainty and stay the course.”

break through as

Make it Personal “No one cares as much about your business as you should care about your business,” explains Boyer. That also means prioritizing your own self-care. Every entrepreneur must have a personal routine that affords them time to breathe, rejuvenate and refresh. Boyer has a dedicated daily regimen, including meditation, email response, reading and goal setting. Without boundaries, entrepreneurs can lose their passion in the process.

Braddy agrees. “As an entrepreneur, your energy and creativity are part of your core product,” he says. “To preserve these assets, you have to prioritize your time and your choices.

There’s a cost-benefit analysis with every second of the day and entrepreneurs must consider what the return is on how they invest their time. It’s okay to be selfish and preserve your power because you are the product.”

you grow and an entrepreneur.”

Play to Win Even the greatest athletes couldn’t achieve their biggest wins alone. They benefited from the guidance, support and training of a coach. Consider the benefits of several types of coaches. From a social media coach to a technology coach to a branding coach, there are subject matter experts out there who are ready, willing and fully capable of helping you shore up in areas you aren’t skilled at yet.

“If you were going to climb Mount Everest, you would hire a guide to help you prepare and reach the top of the mountain,” Stewart says. “Find a business guide, a Sherpa, a coach to guide you forward and reach the top of the mountain of success for your business.”

Stewart and Braddy, both former college athletes, recognize that their time competing in college and team sports, motivated by passionate coaches and trainers, was pivotal in preparing them for their future entrepreneurial pathway. According to Buggs, “Creating a community of leaders, thinkers, and others who are motivated to excel only contributes to your ability to succeed. Coaching can help shine light on areas you need support in and help you grow into the business owner and entrepreneur you were born to be.”

As entrepreneurialism 2.0 continues to take shape and form, veteran and emerging entrepreneurs must dually remain committed to being ready for anything. The opportunities are limitless for those disruptors who not only anticipate the disruption, but also embrace it with grace, grit and enthusiasm.

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How companies can adapt to the new normal in the workplace. by tom delamater

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A NOT-SO-FUNNY THING HAPPENED ON THE WAY TO 2020: A global pandemic was unleashed, unlike any the world had seen in more than a century. As the fallout continues almost two years later, employers and employees alike are faced with a much different workplace than the one to which they’d been accustomed in the pre-COVID era.

As companies began to reopen their manufacturing facilities, storefronts, offices and other places of business in 2021, a new phenomenon presented itself: Many employees simply didn’t want to go back to work. Some did not want to return to their current workplace, while others didn’t really want to return at all.

Clearly, something has changed. Many people have opted to leave their jobs in what has been called The Great Resignation— the choice of millions of Americans to walk away from their jobs in pursuit of greater fulfillment, be it in their careers, their personal lives, or both.

According to the U.S. Department of Labor, a startling 11.5 million people left their jobs in the second quarter of 2021, with an estimated 4 million more following suit in July. It’s happening across all sectors of the job market, too—from hospitality and restaurants to the business professions, trades, transportation and more.

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Erin McDermott Peterson, a partner at the management consulting firm PeopleResults and host of the Big Fish in the Talent Pool podcast, says the level of stress and change created by the COVID-19 pandemic caused people to take a step back and examine their lives. “It doesn’t matter who you are or at what level you work,” she says. “You’re asking yourself, ‘Is it worth it?’”

It’s exactly that kind of big-picture thinking that has led people to explore options they otherwise might not have, according to Anthony Klotz, associate professor at the Mays Business School at Texas A&M University. Klotz, who is credited with coining the phrase “The Great Resignation,” told LinkedIn’s Hello Monday podcast in June 2021 that the period during the pandemic was only the second time in the last 35 years that overall personal debt in the United States had declined.

By saving their money, people were “putting themselves in a position to enact their plans to switch careers or make a life pivot.”

“When we have those big existential thoughts, often we think about what do we want to do with our lives,” Klotz told host Jessi Hempel. “How we spent it before the pandemic may not be how we want to spend our time after the pandemic.”

It’s not just relegated to a specific segment of the workforce, either. “It’s affecting everyone, at every level,” Peterson says.

A survey by the data analytics firm Visier revealed the resignation rate among managers in December 2020 was almost 12 percent higher than the previous year, with much of that attributed to burnout. Family considerations were another major factor, especially among female managers.

“It comes down to work-life balance,” says Karen Cunningham, a human resources consultant in the Dallas-Fort Worth area.

“In previous generations that wasn’t the focus, but we’re going through a cultural shift, and everyone wants it now.”

When it comes to that shift, the numbers don’t lie. In a survey conducted in June 2021 by The Predictive Index, a talent optimization consulting and software company, 48 percent of employees said they had thought about changing careers within the previous 12 months. Of those, more than half said they were still considering leaving their company in the next year. Most of the reasons given were because of management/employee disconnect, no clear pathway to promotion and no opportunities to learn more skills on the job.

That’s an expensive proposition when estimates place the cost of replacing an employee as high as twice the person’s annual salary.

A growing number of surveys and articles have documented additional reasons people are seeking change in a post-COVID world, including pay increases, opportunities better suited to their interests or skill set and, yes, lingering fear for personal safety as variants of the coronavirus appear.

Beyond that, and perhaps more telling, is that people woke up to the fact that having to “go to work” at an office or other physical location simply isn’t as necessary as it once was.

“People are now aware of their value and what they were able to produce at home, on their own,” says Dan Toussant,

an Ohio-based HR consultant. “They’re realizing they were the ones doing the work, not anybody at the office. With that comes the expectation of being recognized for what they’ve accomplished.”

Or, as Cunningham puts it, “I’ve proven how productive I am at home, so why do I have to come back into the office?”

With employee attitudes and perspectives changing so radically, what can companies do, not only to attract new talent but to retain the people they have?

Obviously, a key factor in the new American workplace is flexibility. For many companies, that means offering a hybrid of on-location requirements combined with an option to work from home, at least part of the time.

“You still have to manage to accountability, but you also have to be less rigid today in how the work gets done,” says Leah Hill, an executive recruiter with Randstad Sourceright.

“Things like an office or a title have become less important.

What matters is the relationship.”

Companies like Microsoft, IBM and Ford announced hybrid work-from-home policies in early 2021, while Spotify and Salesforce adopted a “work from anywhere” model. Twitter CEO Jack Dorsey went so far as to tell employees they could work from home “forever.”

“One of the fundamental needs we have as human beings is the need for autonomy, the need for personal freedoms,” Klotz said on the Hello Monday podcast, “and in most cases working remotely gives us more autonomy to structure our day, to structure our lives than working in the office does.

A lot of us were granted this newfound autonomy, and we don’t want to give it up.”

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Advice for Job Seekers Leah Hill, an executive recruiter with Randstad Sourceright, offers these tips: 1. Be transparent and responsive. Traditional manners are disappearing. People are accepting offers and then changing their minds.

Differentiate yourself by looking for more than the highest bidder.

2. Know what you want. Be honest about the role you want, and for how long.

3. Don’t be lazy. Research the company and your interview team before your formal interview.

4. Don’t be discouraged. Companies are feeling their way along in this new world, too. Job searching is a numbers game. Stay positive and you’ll eventually land on your feet.

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“There are more jobs available than there are workers to fill them, which puts us squarely in a job seekers’ market.”

Even so, a surprising number of companies have been slow to adapt to this new way of doing things. “We have employers who don’t think working remotely is the ultimate answer, while their employees think it is,” says Cunningham, who advises managers to remember that “there are more jobs available than there are workers to fill them, which puts us squarely in a job seekers’ market.”

Another advantage to offering greater flexibility is access to better talent. “Geographically speaking, when you allow people the freedom to work from home, you’re not limited to employees in your market,” Peterson says. “You may find the best and brightest just by working with people over the miles.”

Overall job satisfaction is another key factor in retaining employees. This includes things like a workload appropriate to the position, opportunities for learning and advancement, open and regular communication, and the twin characteristics of loyalty and respect.

Learning opportunities are especially important. Writing in the MIT Sloan Management Review, Liz Fosslien of the human resources firm Humu says that by acquiring new skills, “we’re better able to recharge and manage job-related stress. To avoid disengagement and unnecessary turnover, make learning a priority for your teams.” In 2020, more than 70 percent of employees experienced burnout at least once, according to the MIT Sloan Management Review. Of that number, 62 percent of employees have reported feeling overwhelmed by work responsibilities, and 32 percent have said they are emotionally drained. Further research from Qualtrics shows that stress and burnout are the main reasons people are thinking of

leaving their jobs in the coming months and year. That is why measures to ensure that employees remain interested and engaged are necessary.

Toussant agrees: “The better firms are spending money all the time on professional development. If you’re spending money on your people, they’re more likely to stay, because they’re learning and growing.”

Of course, part of “spending money” is paying people appropriately and offering other incentives like paid leave and enhanced benefits, especially in a job seekers’ market.

But Toussant cautions against placing too much emphasis on compensation alone. “Just throwing money at someone doesn’t necessarily lead to a long-term commitment,” he says.

“If they don’t feel respected and that the company wants them to learn and grow and have a long career there, they’ll find someone else who does.”

Instead, communication may be the key to a more stable and satisfying workplace—for employer and employee alike.

“The perspective leaders should have is, ‘Let’s ask the employees themselves what they want, and then let’s really listen to what they say,’” Peterson says. “And then ask ourselves, ‘Can we make that work?’”

As she puts it, while the post-pandemic workplace is an entirely different world, it can still be a productive one for companies that recognize the need for change.

“If you truly embrace the new normal—what we might call the Great Reset—you may find yourself eclipsing the competition in a few years.”

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What Makes the Perfect Hire

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So Perfect?

Finding that flawless hire is akin to catching lightning in a bottle, but finding the ‛right hire’ is completely doable. by tyler hicks

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O

n paper, one candidate had a clear advantage. They had more experience and there were no concerns about their work or education background. In fact, there was only excitement about this candidate. On paper.

But when the interviews began, the situation shifted.

The less-experienced candidate answered every question with clear, thorough responses. Usually, she had one or two examples to illustrate each reply. The first candidate still performed just fine in the interview, but there was no comparison: The less-experienced interviewee was the obvious choice because of her presentation skills.

Andrew McMillan is a consultant with the human capital services firm People Performance Resources, LLC, the firm that conducted those interviews for an executive-level position.

McMillan has been doing interviews like these for five years, so he knows exactly what to look for. When discussing how the second candidate distinguished herself, McMillan is brief but clear:

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“It was obvious,” he says, “that she would be a culture addition.”

Consultants like McMillan and recruiters across all industries will tell you that there is no such thing as “the perfect candidate.”

Every candidate is human, after all, and finding someone who checks every single one of you and your colleagues’ boxes is practically impossible. But there is such a thing as the perfect hire, and right now, it’s more important than ever to find them.

In April 2021, the Labor Department reported that a recordsmashing 4 million people had resigned from their jobs ... in just one month. Since then, what human resources and employment experts have dubbed the “Great Resignation” (see story on page 32) has shown few signs of slowing.

There are myriad explanations for why this is happening: a mental health reckoning enhanced by the pandemic; a more competitive job market where flexibility is king; and heightened scrutiny of how employers are treating their employees, to name a few. Ultimately, there’s no single reason that millions of Americans are deciding to up and leave their jobs—but the next steps are clear.

Now more than ever, companies must invest in making the perfect hires. So, what does that look like?

“SOFT” SKILLS Some people hate the term “soft skills.” Okay, a lot of people hate that term.

“I feel that using the term ‘soft skills’ perpetuates the assumption, bias and habit of thinking that soft equals expendable,” writes veteran executive coach Elad Levinson.

“It implies that we need everyone to use Excel, but it is less important that they be held accountable for being a good communicator and kind person.”

When interviewed for this story, a pair of professionals echoed Levinson’s assessment. One even surmised that the implications of the word “soft” might be the reason that socalled “soft skills” are continuously undervalued. Yet even those who detest the term will tell you that the skills we so often call “soft” are extremely vital, and finding people who have them is hard.

Listening, leadership, collaboration and teamwork are just some of the traits that employers in any industry continue to value. And according to a recent study by the nonprofit Catalyst, empathy is the single-most-valued management skill in 2021. In fact, empathy is such a powerful skill that Catalyst researchers believe it can actually be an antidote to the decline in mental health access that is, by extension, leading to a rise in resignations.

IT GETS BETTER As the study details, 61 percent of the more than 800 people surveyed said they are more likely to be innovative when their leader is empathetic. Furthermore, 76 percent of the employees interviewed said they were more likely to be engaged if they had an empathetic leader, and a majority of women of color (62 percent) said they were less likely to

“A referral can often lead to the perfect hire.

And better yet, it helps you keep the perfect hires you already have on your team.” think of leaving their companies if they felt their feelings, ideas, lives and responsibilities were respected and valued by their companies.

Of course, empathy is far from the only soft skill that can drive retention in a business climate that urgently needs retention drivers. Still, it’s important to note just how crucial empathy is to nearly every industry. The study by Catalyst engaged workers from various fields, and it is McMillan who perhaps said it best when asked what he looks for when interviewing executives: TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 41

Vital Signs for Vital Skills As the world continues to emerge from the shadow of COVID, some traits will be even more coveted by corporations and employers of all kinds throughout the country. “There’s a talent shortage,” consultant Andrew McMillan with the human capital services firm People Performance Resources notes, “but companies are still hiring at a rate that is unprecedented at all levels of an organization.”

Here are some of the seasoned consultant’s takes on vital skills that make up the perfect hire: hire.

Initiative Workplaces are environments that need employees with initiative in order to grow. This happens when workers go beyond their day-to-day role and lend their support to other projects and people.

Curiosity A candidate who asks direct, pointed questions during a job interview about the company’s mission and does not waste the Q&A time with questions about salary and vacation time has the perfect amount of curiosity.

Accountability Ask a question in the job interview that goes beyond “what are your strengths and weaknesses.” Ask about a time that person made a mistake on the job, and how he or she went about remedying the situation and correcting the error.

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Kellie Brunn

“WE’RE LOOKING FOR A GIVER, NOT A TAKER” All of this begs the question: If two (or more) candidates display the qualities of a truly empathetic leader, how do you know which prospective employee is the perfect fit for your organization?

In that scenario, veteran performance specialist Rick Gibbs recommends identifying the candidate who would be the best cultural fit.

“When employees are happy with their job, they often feel more engaged, leading to better performance and a longer tenure with the organization,” Gibbs writes in Forbes. “Therefore, it is important to screen candidates to ensure that they will work well and get along with their coworkers.”

WORK SMARTER, NOT HARDER Kellie Brunn does not mince words: Hiring during the pandemic has been an often grueling challenge. As the director of finance and administration for Horizon Tech Industries in Fort Worth, the experienced Brunn has been hard-pressed to find the perfect hire.

“We take employment obligations to our team very seriously and very personally,” Brunn says. “We’re also firm believers that it’s better to not hire than hire poorly.”

For those reasons, Brunn and her colleagues are particularly careful about the professionals they bring into the fold. They live by a distinctive hiring creed: “Slowness pays off.”

Earlier in the pandemic, Brunn was searching hard to fill a few vacancies. Try as she might, her company couldn’t seem to find the perfect fit. Then, one of their newer employees

Andrew McMillan

recommended a few of his friends. The three candidates flew through the recruitment and interview process, and 10 months later, all three are still performing at remarkably high levels.

Looking back at that experience, Brunn sees a clear lesson: Oftentimes your employees are your best recruiters. That first employee—the person who recommended his three friends for roles at his company—is now more likely to stay at the company longer. Thus, Horizon Tech technically bolstered its team by a factor of four.

“A referral can often lead to the perfect hire,” Brunn says.

“And better yet, it helps you keep the perfect hires you already have on your team.”

When interviewed by The Lens, Brunn was still laser-focused on the hiring challenges of today. Still, she was willing to look ahead to an uncertain future.

Brunn says the qualities of the perfect hire in the future are the same as those today—empathy, collaboration and a compatibility with company culture—and will be even more vital in the years ahead. This is because that aforementioned Great Resignation has spawned yet another skirmish in the war for talent. Companies in every industry are competing for people, and that makes finding the perfect hire even more difficult.

“We went from understaffed to everyone hiring,” Brunn says. “As the market normalizes, it’s going to be interesting to see what happens with salaries. Now more than ever, I think we’re going to rely on referrals from our people to find the perfect hire.”

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Mind, Body, Spirit Leaders who promote emotional intelligence have workforces that are more prepared for the unexpected. by shika hershel, phd

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he most sought-after, tried-and-true qualities in job candidates have long included points such as education, motivation, dependability, experience and confidence. But there’s a new kid on the block.

Recently, an enlightened quality of emotional intelligence factors into an employee’s ability to perform effectively as part of a professional team.

Among all the positive traits that effective leaders bring to the workplace, research has revealed an attribute that is more reliable in predicting overall success than our intelligence quotient, and that trait is emotional intelligence. The term was curated in the early 1980s, but Daniel Goleman popularized the concept in the late 1990s when he fine-focused it into a workplace application.

Emotional intelligence (EI) is defined as the capacity to recognize and effectively manage emotions in ourselves and others. Skills involved in emotional intelligence are selfawareness, self-regulation, motivation, empathy and social skills. Self-awareness is about understanding yourself; knowing your strengths and weaknesses, drivers, values and the way you impact other people. Self-regulation is the ability to redirect and control disruptive impulses and moods. Motivation is enjoying achievement for its own sake. A passion for the work you do, optimism and energy to improve are the key 44 | CORPORATE.TCCD.EDU

elements of an emotionally intelligent and motivated person.

Empathy is understanding other people’s emotional makeup and considering others’ feelings, especially when making decisions. Finally, having social skills is the ability to build a relationship with others to move them in desired directions, such as being an influencer.

Consider, for instance, the impact COVID-19 has not just on the physical condition but the mental state of millions of American employees. There were quantifiable and lifealtering changes in their lives with absolutely no preamble.

As people moved from offices to remote work on a vast scale, interactions with colleagues were radically transformed. The role of emotional intelligence is vital considering the changes employees are going through. Some have even taken on the role of a homeschool teacher and full-time homemaker while balancing a professional remote work life. Tamika Dew, director of sales and proposal operations at Total Administrative Services Corporation (TASC), says balancing professional and home life is an emotional challenge.

“I do feel alienated working from home at times,” Dew says. “Communication is lacking with my workplace because we have to all talk in a virtual setting, but I am a mom first and foremost. I didn’t have a choice; we had to adapt to the changes.”

One of the biggest problems companies face is lack of employee engagement due to working remotely and feeling disconnected from face-to-face interactions. Similarly, once they return to the office, there’s the trepidation of worrying about being exposed to the COVID-19 variant. When employees have sustained contact in the office, it’s easy for them to check in on one another and provide emotional support when necessary. But when interactions are relegated to calls, emails and Zoom meetings, it’s much more difficult to recognize when people need assistance or simply to maintain healthy relationships. Because of the lack of face-to-face interaction (and the hesitation of face-to-face interactions when people return to the workplace), emotional intelligence cues are taken from leadership.

Managers and colleagues with high levels of EI to support employees who need assistance during these trying times should make it a point to be inclusive to diverse populations, Dew adds.

Skilled leaders appreciate their employees’ voices. According to marketing and technology consultant Shawn Mahdavi with GoalCrusher Marketing, an empathic leader will provide open forums for conversations with leadership where everyone feels like they’re a part of the group. Emotional intelligence increases one’s ability to make sound decisions while dealing effectively with stress.

“Working from home was very new to my employees,” Mahdavi says. “I constantly try to collaborate better and be more understanding of everyone’s unique situation, but it’s impossible to accommodate everyone—but you have to try.

That’s empathy.”

Experts like Dew and Mahdavi share similar interests in diversity and inclusion in the workforce, a key cog in the EI wheel. Cultural shifts and technical challenges associated with the move toward remote work—and then returning to the office—may seem daunting, but as long as companies have emotional intelligence awareness and training, employees may find more balance and connectedness. “ What is needed in the workplace is more empathy and inclusion,” Mahdavi says.

“We have to be mindful and sympathetic of other people’s struggles, especially during these unprecedented times.”

TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 45

photo by david halloran

A Pioneer in a Pioneering Town TCC Chancellor Dr. Eugene Giovannini in an exclusive Q&A. by adam pitluk, phd 46 | CORPORATE.TCCD.EDU

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nly five years into Dr. Eugene Giovannini’s tenure as the chancellor of Tarrant County College, he has already made sizable and noticeable strides to enhance the impact of the institution. That’s no surprise to business executives and industry analysts who monitor community college goings-on, as Chancellor Giovannini has been a trailblazer in the higher education space since his days as the president of Maricopa Corporate College in Phoenix. Most notable to date, Chancellor Giovannini is responsible for launching the Corporate Solutions & Economic Development department at TCC, whose mission is to work with the business community to develop the workforce that Tarrant County needs to thrive and grow.

The chancellor recently sat down with The Lens to discuss the role of the community college in this ever-changing business landscape as well as the role of the new Corporate Solutions & Economic Development department.

As we prepare for a new year, what role does the community college play in American society?

What I’m going to tell you is in part what the role has been for a number of years, and it’s a role that is only going to become more prominent as it relates to the reality of need.

Let me speak specifically regarding need: You have a little over 6 million people unemployed in this country right now. At the same time, you have 10.2 million jobs. Federal Reserve Bank of Dallas President Robert Kaplan cited that disparity as the biggest threat to this country.

How long does he anticipate there being 4 million more jobs than there are unemployed people?

That is precisely the problem. He sees this as being in front of us for more than a decade—until at least 2032. That is unprecedented: We’ve never had anything like this. The only thing close happened after World War II. But in 1945, you didn’t need a lot of skills for a lot of the jobs. Today, you do.

So although there was a jobs-to-unemployment gap in 1945, it was easily closed with people coming back from war. These days, you don’t go into these jobs and simply pull a lever.

That’s where the community college comes in.

According to the National Skills Coalition, of the 50 highestdemand jobs in this country, 88 percent require something more than high school but less than a bachelor’s degree.

And when I say more than a high school diploma less than a bachelor’s degree, I’m not talking necessarily about a traditional associate degree or even a traditional credit certificate. I’m talking about skills. The community college is therefore set up to help people learn those skills.

How does the community college and TCC specifically communicate to a sophisticated workforce that their employees need to invest in skills training? To that end, how do you communicate to the local population that they can attain high-paying jobs without a bachelor’s degree?

Community colleges understand and embrace the people in their community much more thoroughly and comprehensively than a traditional four-year university. The community knows their local community college, and TCC in particular, because we have been here for them and adapted with the times to meet the needs of the workforce.

I sat down with a friend from JP Morgan the other day and he explained to me that 75 percent of the people that they hired worldwide last year did not have a bachelor’s degree.

Businesses are turning to the community colleges for their workforce. Of course, some are being dragged to the table out of necessity, but others are trying to meet their needs before they become an issue, and we’re here for both groups.

You became rather famous in community college circles for the pioneering work you did with creating the corporate college culture at Maricopa Corporate College in Phoenix before you came to TCC. One of your first orders of business since arriving in Fort Worth was to hire Executive Vice President Shannon Bryant for her expertise in the corporate college space to set up the department of Corporate Solutions & Economic Development, a department that shares similarities with one she ran previously in Dayton, Ohio. How do you and Shannon go about informing the business community in DFW that this new department can help them with everything from certifications to organizational development to Lean Six Sigma?

Foremost, we help businesses realize that this is a whole new ball game we are playing. If you’re a business, you can’t keep importing talent with salary alone. That model no longer works.

That’s an expensive model and there are too many outside factors to take into account. What you need to have is an intentional, purposeful action. If a business is to be successful, they need to draw from and train the local population. People are not going to stop learning in any job, though not all employers are set up to continue to educate them. That’s why you put together an organization like Corporate Solutions that business can rely on to meet the demands of the business and of employees. This community is growing exponentially.

We’re seeing a boom and we’re here to help the growth of the population and of the business community.

TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 47

The Pulse of Your Organization Take this assessment test to check the heartbeat status of your team. by dwan bryant, phd

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he discussion around The Great Resignation has found a vacant seat at the table once occupied by a senior-level leader. In fact, it is becoming more of a trend than an effective response and it has abandoned much-needed talent pipelines. Even while reading this article, someone has tenured their two weeks’ notice.

The query behind this movement has a crippling effect on employers who are already struggling to retain talent for unique positions and specific skill sets that have become less desirable for workers to obtain. Fortunately, some employers are taking next steps in locating the pulse of their organization by having those critical conversations with employees.

Every organization should set aside time to reflect on how it is doing without fear of exposing individual weaknesses. This time of reflection and introspection can propel an organization to aim for improved organizational effectiveness and leadership.

Considering the fast pace of most workplaces, it can be a huge inconvenience just to pause and talk about how things are going. However, routinely checking in before issues spill over into the culture of an organization or grow too enormous to handle can bring immeasurable value.

As mentioned on several occasions, people are our greatest assets and organizations would fail without the right people in place. It is the leader’s responsibility to check in regularly with employees to not only emphasize how valuable they are to the organization but to check their pulse for any vital signs that could lead to them flatlining, walking out. Without a pulse or a heartbeat, we are in trouble.

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Of course, this isn’t any different from checking our heart rate to see how we are doing. Many of us may have a smartwatch, some type of step tracker or an app on our phone that does this for us and cautions us when our numbers drop or climb.

Ultimately, that tracker becomes our monitor and when alerted, we can make the necessary changes. Sometimes it’s a very small, immediate change that requires a slight shift. Other times it is a greater change that takes a little more time and effort but has long-term significance.

Here is a moment of truth and two questions to seriously ask yourself as a leader: • How can we use this same concept to do a pulse check on our organization?

• When was the last time we took a moment to step back, assess how we are doing and curate a plan to move forward?

If you found yourself struggling to answer these questions, it is a clear indication that it is time to have “the talk” sooner than later.

Here is an assessment to check the heartbeat status of your team. Keep in mind that some employees will view this as an opportunity to complain rather than seeing it as a first step in making the changes needed to start or maintain a healthy organization. Be clear in your reasoning for the pulse check and be willing to address any tough issues that may surface as a result of the statements in the quiz.

What is your employee’s pulse?

Instructions: Have your employees read the statements below and determine your organizational pulse, using the values below: 1 = COLD 2 = WARM 3 = HOT 1. I do my best to be effectively engaged at work.

2. I would naturally endorse our organization to a friend or potential colleague.

3. My team nurtures my strengths that are important to our success.

4. I provide direct feedback for the purpose of adding value to my teammates.

5. My team works well together.

6. We endorse and celebrate each team member’s wins.

7. I willingly make suggestions in or outside of meetings.

8. I learn from my mistakes and focus on resolutions that will benefit the team.

9. I solicit authentic feedback from my teammates.

TOTAL:

If your score is 24 or more, you are hot! This means that your pulse is beating strong and you willingly make a conscious effort to provide meaningful contributions to the team.

Use your skill sets and positive energy to encourage others to maintain a strong pulse and a strong commitment to the success of the team.

If your score is between 14 and 22, you are warm. This means that your pulse is beating within an average range but slower than usual. Use this survey to help you identify where you are thriving and where you need more support from your team to increase your beats.

If your score is 12 or below, you are cold. This means that you have flatlined and need help with rediscovering your intrinsic motivation to show up as your best self for the success of the team. Use this survey to help you redefine your “why” and get re-engaged using your strengths in optimizing team success. You got this!

TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 49

SERVICES Access to Capital Accounting & Bookkeeping

About Tarrant SBDC Tarrant Small Business Development Center (SBDC) provides management and technical assistance to local small businesses and aspiring entrepreneurs throughout Tarrant County. The consulting services provided are at no cost and training services are at a nominal fee.

Business consulting services are customized, one on one face-to-face or virtual at no cost. Consulting services provided are business plan development, capital acquisition, marketing, regulatory compliance and more. The Tarrant SBDC provides services to a diverse population, including special emphasis groups; women, minorities and veterans who are seeking to start or grow their business.

Business Planning Cash Flow Models COVID-19 Support Disaster Services Financial Planning Government Contracting Legal Structures Licensing & Permits Market Research Startup Cost Target Marketing

Special arrangements for the disabled will be made when requested in advance. Advising services are offered by the Tarrant Small Business Development center without regard to race, color, age, national origin, religion, sex or disability. Special provisions will be made for limited-English speaking individuals.

The Tarrant SBDC is hosted by Tarrant County College and is one of twelve field centers of the North Texas SBDC Network. Funded in part through a cooperative agreement with the U.S. Small Business Administration (SBA).

SBA’s funding is not an endorsement of any products, opinions or services.

For accommodations, please contact the Tarrant SBDC at 817-515-2600. www.tarrantsbdc.org

Creating a Better Tomorrow Through Partnership

We have many ways to partner with your organization: Volunteer Engagement Employee Giving Matching Gifts Naming Opportunities Sponsorships and so much more…

To learn more, visit our website at: www.foundation.tccd.edu/give TCC CORPORATE SOLUTIONS & ECONOMIC DEVELOPMENT | 51

Putting Your Employee on Blast Just starting out in the workforce? Make sure your employer has a road map for your career development. by shika hershel, phd

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n a tight labor market, companies are focused on improving the concept of career development for employees. Indeed, we live in a time where employees have the luxury of thinking in terms of “what can the company do for me?” This is especially true for employees under 30 in the workplace who have quite the salad bar of career opportunities splayed out in front of them.

Just ask Senior Executive Insurance Associate Johanna Navarro for her take on the leverage that the young workforce has at their fingertips. Navarro confirms that part of the reason her firm is successful in recruiting and retaining young talent is because of the amount of training and professional development opportunities afforded them.

“In my company, they really give you all the tools you need to be successful and are able to create a path for growth,” she says. “They place you in extensive training and provide mentorship for you to grow your craft.”

Experts say that due to the current talent shortage, employers need to redesign a career experience in order to combat rising quit rates and falling engagement scores. According to staffing agency Randstad USA, 86 percent of employees leave their jobs due to lack of career development. The issue seems to be particularly important to millennials who are hopping from one career to the next to climb the corporate ladder. Moreover, many entry level jobs currently staffed by humans are in competition with technology, so people occupying those positions need to have a Plan B should those jobs go away. Accordingly, 70 percent of people ages 21 to 39 are currently working in jobs that will be “radically affected” by automation over the next 10 years.

“At my company, being promoted has everything to do with how well you’re performing in your role. Of course, the more training and development you’ve received, the better you perform.”

Part of that damage plan for a young workforce should include an opportunity to advance their careers by understanding how to program and manage that automation. That is precisely the strategy that worked for Navarro. She believes that having the skills to manage the automated components of her job gives her the freedom to expand her creativity in tackling increasingly more technical and skilled issues. The advanced training she received enables her to think more strategically, which ultimately benefits the organization. What’s more, because her career trajectory is part of her employer’s concern, Navarro says she has no plans to leave and find a job elsewhere.

“At my company, being promoted has everything to do with how well you’re performing in your role,” she says. “Of course, the more training and development you’ve received, the better you perform.”

Another employee, Nadia Ali, who is a social media manager at a consulting firm, says she yearns for career advancement and learning and development growth opportunities within her organization. “They’re not offered very often, so I sometimes wonder if I’m in the right place,” she says. Ali, like many employees looking to leave their current company for better opportunities, believes that organizations must take an active role in planning and implementing a career development plan for their workers. “These days, if they don’t, someone else will.”

Many CEOs understand the importance of employee development, but some admit that they do not devote the necessary time and resources to it. Leadership must adhere to the practice of talent management rather than managing talent. Most organizations could benefit by increasing their efforts to establish clear strategies for how talent will be grown from within. But the greatest leaders are not the ones with the most followers; they are the ones who create the most leaders in return.

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From barista to cafe manager, thanks to tuition reimbursement plans.

More Than A Penny For Your Thoughts One of the best forms of employee recruitment and retention is to offer a tuition reimbursement program. by sam osterling

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s today’s workers grow more and more accustomed to moving between companies, employers are looking for more and better ways to retain top talent that go beyond higher salaries. Perhaps one of the best benefits for employee retention is tuition reimbursement, which is a highly visible and tangible investment from an employer in its employees.

Companies from Walmart to Amazon to Starbucks all offer frontline workers and management some form of tuition assistance as a way to enhance and develop internal promotion candidates with relevant job training.

Most companies use a similar structure or structures for their tuition assistance. An employee’s level of assistance will depend on their role within the company, the number of hours they’re studying and the courses offered. For example, BNSF Railroad, based in Fort Worth, offers salaried workers $800 per credit hour of undergraduate coursework,and $1,300 per credit hour of graduate coursework, as long as the coursework is “job related.”

On the other hand, Starbucks partnered with Arizona State University specifically for their tuition reimbursement program, which covers all tuition and fees for a hundred different degrees. Other models feature different reimbursement rates for management and frontline workers, and some require 54 | CORPORATE.TCCD.EDU

paying the company back if the employee leaves within a set time frame after using the benefit.

Despite the obvious advantages of such programs, tuition assistance tends to be one of the less-utilized employee benefits. Even if tuition is paid for on a macro level, there are still barriers to using the benefit.

Many tuition assistance programs are based on reimbursement, so the employee must be able to afford tuition for higher education in the first place. In addition, the time commitment for part-time education can be too heavy a lift in addition to a full-time job. On top of all of that, even if the tuition is paid for, higher education is expensive: A student might still need pricy textbooks, a computer and other necessities.

Still, the benefit can reap massive dividends for employers and employees alike. According to a press release from Chipotle, retention rates were almost four times higher for employees who took advantage of the $5,250 annual tuition reimbursement program. Those employees were also nearly eight times more likely to move into management.

Investing in your employees’ education means showing them that their development is the company’s development.

It creates better, more well-rounded future leaders and is a massive boon to retention and employee well-being.

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From Locker Room to Boardroom Former Dallas Cowboy Cliff Harris says pursue your Plan A even if Plan B is working for you. by rick gosselin | illustration by anthony curry

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he clock was ticking down in the 1978 Super Bowl as Dallas quarterback Roger Staubach was taking a knee to seal the Cowboys’ second Lombardi Trophy of the decade.

The clock was also ticking down on a career.

“I didn’t want that clock winding down,” says former Dallas safety Cliff Harris. “This was the Super Bowl. I wanted to keep playing … let’s play a few more minutes. I wasn’t sure how many more minutes I was going to have.”

The Cowboys made it to the 1979 Super Bowl in Harris’ ninth season, but his body was now talking to him. In the NFC championship game against the Los Angeles Rams, he suffered an awkward sideline collision with quarterback Pat Haden. Harris lay on the ground, unable to get up, having suffered a stinger. He would play one more season with the Cowboys in 1979 and suffer another stinger. This one in the Pro Bowl.

When you have one scholarship offer out of high school—and it’s to a tiny NAIA school—a football career is not your Plan A. You can’t expect to sign an NFL contract. You can’t expect to survive a cast of 100 undrafted free agents to become a rookie starter for the Cowboys, America’s Team. You can’t expect to play 10 NFL seasons. You can’t expect to play in six Pro Bowls and five Super Bowls. You can’t expect to be named to the NFL all-decade team for the 1970s.

And you certainly can’t expect a bust in the Pro Football Hall of Fame as one of the 16 greatest safeties ever to play the game.

All that was merely Plan B for Cliff Harris. With two parents and three grandparents who had teaching careers, Harris knew the value of education. Plan A was to earn a college degree 56 | CORPORATE.TCCD.EDU

and find a career outside of sports.

Harris started that career in his eighth NFL offseason, going to work in the energy field for Max Williams at U.S. Companies.

He also worked there in his ninth offseason in 1979, investing some of his NFL earnings in oil wells—oil wells that were hitting and paying off handsomely. Even though his college degree was in mathematics, Harris had discovered his postfootball career.

“I loved geology,” he says. “I’m a real freak about it. If they would have had a geology major at Ouachita, I’d have majored in that. I liked the energy business and it was just starting to boom.”

When Harris reported for work at U.S. Companies for his third offseason in 1980, Williams invited him into his office for a chat and an ultimatum—either football or oil. Take your pick. One or the other. You can no longer have both.

So, at 31 years of age and at the height of his playing career, having just gone to a sixth consecutive Pro Bowl and earning that spot on the all-decade team, Harris walked off the football field and into the energy field.

“I’m a pragmatic person,” he says. “I knew from my seventh year on I was not performing like I did in the previous seasons, even though I was still playing at a high level. I knew I was declining and my neck was something that was creating a real issue for me. I just knew it was time.”

His football career lasted 10 years. His energy career is pushing into a fifth decade, now with Kelcy Warren at Energy Transfer. At 72, Harris still has a day job. And his health.

“I’ve had a good existence for a long time,” he says. “I feel like I’ve been a blessed guy.”

Indeed.

The Workforce Lens Podcast Monthly conversations with DFW business leaders.

In “The Workforce Lens” podcast, moderated by TCC Executive Vice President for Corporate Solutions & Economic Development Shannon Bryant, MEd, CWDP, LSSGB, we connect with business leaders in Tarrant County and North Texas on the evolution of their workforce needs, focusing on how they will continue to grow and thrive today and beyond. Listen to the podcast at corporate.tccd.edu and check back regularly for new episodes.

North Texas has a new home for customized workforce solutions.

The workforce of tomorrow will look different from today – are you ready? We can help, creating customized learning and development solutions to help you grow and thrive. Let us host your team at our new Corporate Center for Learning and Development, located in Alliance.

We’re here to meet your business needs – today and tomorrow.

corporate.tccd.edu