During Part II of my conversation with “Working for You Isn’t Working for Me: The Ultimate Guide to Managing Your Boss” authors Katherine Crowley and Kathi Elster, we covered everything from the failure of many bosses to recognize the non-business side of employee relationships, to bosses being terrorized, to what it means for employees to take back their personal power, to learning to accept one’s boss–and more. Read on for interview Part II (of three):

1.    The 8 phases of the distressing employee/boss cycle seems very similar to progression of a non-work toxic relationship. It seems that many bosses forget the interpersonal aspect of employee relationships and focus on the business side only–would you agree?

Kathi: I think we both agree with that, and that’s why we write these books, and why we do executive coaching. Because they don’t want to do this–the people part.

Katherine: And we understand that most people in management today have not received management training, and probably, in addition to being a manager, also have their own workload that they are attending to. That seems to be the way it’s structured right now. And the tendency is to focus on my workload and to wish that my employees will do what they need to do to get their work done.

Katherine: One thing that seems so interesting is when colleagues don’t get along. Again, arguing and conflict tend to mount in stressful times. So when two members of a staff don’t get along, they become furious that, I have to spend part of my day helping them resolve this conflict. Not avoiding those things and stepping in and finding out what’s going on is really the best remedy.

2.    Can the tables be turned? Is it possible for these same things to happen to bosses as a result of their employee behavior?

Kathi: Yes.

Katherine: Absolutely. A boss can be terrorized by an employee.

Kathi: And they also will hire somebody and there will be a honeymoon, thinking that person is what the resume said, and then they get disappointed that the person undersold and is under-delivering. It does happen in reverse.

Kathi: But you know, there’s a power thing-–the boss still has more control. The boss can let them go. We wrote this book with that in mind, that it went both ways.

3.    Is it much harder to deal with and fix a bad boss/employee relationship that’s in the 7th or 8th phase, rather than the 1st or 2nd? Is the process different?

Katherine: These are progressive stages, so by the time you get to 7 or 8, you’ve been in pain for quite some time, you’re caught in this relationship, you feel trapped and have tried all kinds of things to change it. It’s not a pretty picture. A boss, if they realize their employee is in the 7th or 8th phase, could have an a-ha moment and stage an intervention and say we have to change what’s going on between us, how can we do it? If both parties are willing, there’s a possibility of it changing.

4.    In Chapter 2, you talk about boss behaviors that drive employees crazy. We see these personalities and behaviors in our non-work lives too–but in the workplace, do these behaviors have potential to be more toxic?

Kathi: They are toxic in general. But what happens at work is that a boss has a power over you, so it may feel worse at work.

Katherine: I think it can feel more toxic at work. It would be as toxic as if you were having this problem with someone else with whom you depend on for your livelihood. So, in other words, the intensity of the difficult experience is especially great with bosses because you literally feel your survival depends upon this person. Whether it actually does or not, that’s the feeling state, so I think you can have just as toxic an experience in a really bad marriage or with a really horrible parent.

Kathi: In a way, a bad boss/employee relationship is like the parent/child relationship. We have a lot of different authority figures in our life, and sometimes when you get married, that person you also perceive to be the authority figure in your life, and you project, so, it’s very similar.

Katherine: What’s interesting is as adults, generally, we spend more time at work than anyplace else, unless you’re at home, and so one of the things we always notice is that you’re talking about the bosses inside and outside of the workplace, you talk to the grocery check person about it, you’re talking about it at parties—you’re talking about it all the time. I think because we spend so much time in the workplace, the amount of real estate a difficult boss takes up in your brain can be all-consuming, because not only all day are you thinking about it, but when you go home and are with your family or are with your friends, you’re thinking about it.

5.   Do you think a lot of bosses become complacent if employees have been with them for a long period of time, assuming everything is fine–and that’s when they hit a snag in the relationship?

Katherine: I do, only because if you just assume everything is fine–assuming is always just a dangerous activity. And what I’ve found, when I’m meeting with some of those employees, is that no one is checking on them and they’re not being given even some kind of feedback can lead them to look for opportunities elsewhere, or to feel like they’re not measuring up. Again, no information creates too-easy avoid for the employee to assume not pleasant things.

Kathi: I also think that as your career changes, every couple of years, every 5-10 years, we tend to have different needs and wants at work, so while at one point in our life you may have wanted a high-powered TV job, and then 10 years later, maybe you have children and maybe then you want to only work four days a week. So, anything could happen where the employee’s needs change, and therefore the work environment probably has to change. And nobody wants to talk about that.

Katherine: Right. When you have a good employee you don’t want them to change.

6.    Can you talk a bit about the importance of employees taking back their personal power?

Katherine: This idea, about taking back your personal power is our second step, about detaching. The aim of detaching is to get some emotional distance, and the reason why you have to take back your power is the tendency with a difficult boss, to give that person your power, to have their description of you, their reaction to you, define who you are. So taking back your personal power isn’t necessarily about changing the boss; in fact, it’s absolutely about taking care of yourself. So, there are these three areas of restoring your energy, repairing your emotional state, and rebuilding your confidence. And those activities don’t really involve “the boss.”

Kathi: When we coach people, this is what we have found–the boss is not coming in for coaching. They are not the ones losing their sense of  grounding–it’s the employee. So, it’s very difficult for them to look at the situation objectively when they’re not feeling well, and their confidence is below ground, and all of that. And people resort to all those bad habits. When they don’t like the boss, they start drinking, they start not taking care of themselves, isolating, getting depressed. So, it’s really critical that we do get people to understand that they do have control, that the boss only has control over your paycheck, or whether you’re going to keep that job, but you have control over yourself. And you can’t really make smart decisions, or capture this relationship and do well in this relationship, if you’re not taking care of yourself. And then you can build from there.

Katherine: It’s almost like we let difficult bosses hold us hostage emotionally. And so what we’re talking about is letting yourself out of that jail. Here are some actions you can take to reconnect with your physical health, with your emotional health and with your confidence, understanding that you do have skills, you do have value, and you do deserve good things.

Kathi: I mean, you rarely will somebody say, I hate my boss, so I’m going to take up tennis. You don’t think that way. You think, I hate my boss, so I’m going to go get a big bottle of wine and watch terrible TV. You feel like crap, so therefore you’re going to feel like crap. It’s the complete opposite.

7.    You talk about accepting who your boss is at some point, and then focusing on the things that you can do.

Kathi: Acceptance is a really important aspect of this, and no one likes to hear it–-no one wants to accept. But when we’re giving a workshop and we explain it this way, it sometimes helps. Everyone has a family member who they wish wasn’t in their family–-but eventually you grow to accept that person. You accept that they’re going to drink too much at Thanksgiving, that they’re going to do something stupid. Eventually you grow to accept it and it’s part of the family. So we’re all capable of accepting, but we don’t want to. But we’re capable of it, and it’s really important, if you can accept your boss they way they are, then you can build from there. But if you continue to fight it, you’re always in a battle.

Katherine: One of the things we always say to people is, you’re telling me I have to approve of this person, and that’s not true at all. What we’re saying is, acceptance is acknowledging the reality of who the person is. It’s a careful distinction, but it’s a really important one. I can’t work with a chronically late boss if I don’t come to terms with the fact that this person is chronically late.

Kathi: So once you accept that, then you start to build in the time buffers without resentment. You start to come up with strategies that actually make you both successful, without resentment. Because there’s something you have to accept about everybody; no boss is perfect. They may be great at supporting you and communicating but maybe they’re not good at getting you a raise.  There’s always something.

Stay tuned for the final part of our interview next week — and catch Part I here if you missed it.

According to the survey, one third (34 percent) of human resource managers said missing open enrollment costs employees, on average, at least $500 in out-of-pocket expenses. Twenty percent reported that it costs employees more than $1,000 while 10 percent reported it costs employees more than $2,500.

Another major finding from the survey is that one of the main reasons employees don’t participate in open enrollment or take advantage of certain benefits is simply because they’re unaware these programs even exists. 

The impact of employee open enrollment on employers 

It’s to your benefit to make your employees aware of their options – and assist them in making better informed financial decisions – during open enrollment. Taking the following extra steps to make your employees aware of their money-saving options will increase their satisfaction levels, increase productivity and boost their feelings of loyalty (something that, according to Harvard Business blogger Michael Watkins, companies need to foster now more than ever if they want to retain their best performers). 

• Boost internal communications. Send out continual email announcements and reminders encouraging people to enroll, and schedule departmental or companywide meetings to do the same.
• Make the process as easy for them to use and understand, as they’ll be more likely to participate that way.  Have HR host workshops with various groups to demonstrate how to use open enrollment, or post a Web tutorial on the company intranet.
• Be up front about any plan increases.  It’s very likely that health care costs at your company are going up, and while you might not be crazy about the idea of telling your employees this, they will appreciate the honest and open communication.  And with the rising costs, you might…
• Consider offering alternative health insurance.  More employers are including consumer-directed  health savings plans among their options this year, according to the Associated Press, which have the potential to cut down on premium payments and giving consumers a tax break.  Whatever you do, you’ll want to…
• Help your employees choose the best plan for them.  Bring in a financial counselor to meet with employees and help them make better informed decisions. Better yet, request a presentation meeting with your carrier to review benefits with your staff and let them ask questions personally.  

How are you keeping your employees in the know about open enrollment?

During our conversation, we covered everything from boss attitudes in our current economy, to recognizing and understanding employee coping tactics, to the severe lack of communication in today’s workplace, to the one thing bosses need to do right now to become better employers–and more.  Read on for interview Part I (of three):

1.    What are the biggest complaints you hear about bosses from employees?

Katherine: I think the biggest general complaint is a lack of communication–-just in the sense of they not either communicating exactly what they want, or changing what they want, or not letting the employees know what’s coming down from above, or not even being clear about what their expectations are or what their priorities are.

Kathi: Yes, I think it’s that whole piece of, they may have an assignment but they don’t really know how they’re being judged on, they don’t know when it’s due, they don’t know when changes were made–-there’s a whole lack of communication.

Katherine: And a sort of a lack of a feedback loop–-here’s what I expect, here’s how you’re doing, here’s where you should put your efforts, and here, now I’m evaluating you. “Just do it.”

Kathi: And there’s a handful of people out there who don’t need much directive, and bosses are always looking for those people. But there’s very few, and those people are not that self-motivated. They need more input.

———-

2.    Have you noticed more feedback from employees since the economy has taken a turn for the worse?

Kathi: Yes, because now they’re really feeling more than ever that everything is secretive. So while they may not have known what the expectations of a certain project were, now they don’t know if the company’s going to exist. So that lack of communication is now really red hot.

Katherine: Also, the bosses themselves are under a great deal of stress, and  have to justify both themselves and their staff. And unfortunately, under stress we revert to our less constructive work habits. So if I’m a boss who has a hard time stating exactly what I want, as I get busier I probably communicate even less of what I need from my employees. Or if I have a hair-trigger temper, you’re going to see that temper more when I’m feeling pressured. Or if I give you mixed signals, if I constantly change my mind, I may trust that decision making even less in these conditions.

Kathi: I think employees are looking for all signs right now. If you close your door more often, that’s a worry sign, you look upset, that’s a bad sign, and without the communication, they’ll make it up. So if I see your door’s closed a lot and you’re not telling me why, you’re not saying, look I have problems with my medical insurance so I’m making a lot of personal calls–if you don’t tell me, I’m going to think you’re having discussions about who you’re going to let go. And then I may tell a co-worker, who’s going to tell another co-worker, and that’s how rumors begin. And fear.

———-

3.    Do you think bosses realize their employees are using coping tactics to deal with them, and are taking a look at themselves and what they may be doing to contribute to employee behavior?

Kathi: No, I don’t think they realize it’s a tactic, I think they just get a headache from it, and they rarely know how to address an employee who’s shutting them out or badmouthing them–-they don’t know how to address it. They just hope that person would go away. These coping tactics are very childish, but yet we all do them.

Katherine: Yeah, bosses really want their employees to be better behaved in tough times.

———-

4.    Do you think some employers are taking advantage more now because of the state of the economy?

Kathi: Absolutely. I think they’re using the power with, I can replace you with somebody younger–-you’re replaceable. We’ve spoken to some employees who are afraid of going on vacation, because if they’re missed, their boss is going to get rid of them. That’s a lot of fear.

Katherine: Right, and a boss can convey that without saying, “Don’t go on vacation,” subliminally, or expecting them to work on vacation.

———-

5.    Is there anything you would tell employers as far as treating employees and addressing their fear? Employers who might be taking advantage of that reality?

Kathi: Yes. That as soon as the economy comes back, they’re going to be looking at an empty office.

Katherine: Fear-based management does not create the best results—that’s all there is to it. Bigger problems arise–-even if that’s handy right now and you think it’s a clever way to keep people in tow, the fact is that if someone is afraid all the time of losing their job, they’re not going to give you their best work, they’re not going to give you their most creative ideas, they’re may not let you know when things go wrong, because they don’t want to get the ax. So, fear-based management, I don’t think, is the most effective tool.

And as Kathi said, with the mobile work force, it really behooves all of us to learn to appreciate differences. What I would say to bosses now is that as difficult as it may seem, your employees need to be seen and appreciated. And disciplined, when it’s required, but they mostly need to be seen. And get some recognition. I’ve met with plenty of employees who know they aren’t going to get a raise this year, but they are happy to work for their employer because they understand that they are valued members of the team. And that means their work is acknowledged, that their ideas are heard, and that the boss, even if that person can’t give them a promotion or a raise, is finding other ways to show their appreciation.

Kathi: In the book, we call managing business parenting. I think if you want to be a manager, you have to be willing to be somewhat like a parent. And you have to be willing to understand that you’re taking on a responsibility of caring for people, and helping them grow. Everybody wants to grow on the job. They don’t want to be stagnant, and that’s a job.

———-

6.    Is there any specific advice you would give to employers, in light of the recession, to help them improve?

Kathi: Yes, I would tell them to be more open about communication and about what’s going on. And if it’s daily, that’s not a terrible thing. But keep people posted, you know, have more meetings about what’s going on. And if you have to talk to them individually about things, don’t avoid those kinds of tough conversations. They know tough things are going to happen, but people are happier when they are prepared than when it comes as a shock. I just read in the Times that 60 percent of workers were let go with no notice; they were just let go on the spot. That’s a lot. And that’s quite upsetting, but if people know there’s something going on, it’s less shocking.

Katherine: And I would also say, help them prioritize. You know, chances are at many companies now there’s been downsizing, so your four staff members are now doing the job that eight people were before. If you want better work out of your staff, help them manage their workload. Help them look at what’s on their plate and make decisions about where to focus their efforts.

Stay tuned for next week’s Part Two of our interview with “Working for You Isn’t Working for Me” authors Kathi Elster and Katherine Crowley.

The survey of more than 2,900 hiring managers and human resource professionals across various industries was conducted by Harris Interactive® from August 20 to September 9, 2009.

Looking Ahead

“Companies are switching their focus from cost containment to growth. Employers who have instituted pay cuts or layoffs in the last year are reporting that they have begun to restore compensation levels and rehire employees,” said Matt Ferguson, CEO of CareerBuilder.

“While these are positive indicators, the pace of hiring will remain restrained. It will take time to rebuild the confidence needed in the nation’s economy to trigger more robust recruitment programs.”

Q3 2009 v. Q4 2009

Who’s Hiring?

• Q3 2009: The number of employers who increased their full-time, permanent headcount in the third quarter was unchanged from the second quarter at 18 percent.

• Q4 2009: Seventeen percent of employers expect to add full-time, permanent employees.

Reducing headcount

• Q3 2009: Fifteen percent of employers reported declines in staff levels in the third quarter, an improvement from 17 percent in the second quarter.

• Q4 2009: Planned staff reductions continue to trend down; 10 percent anticipate a decrease in headcount.

No change in staff or undecided

• Q3 2009: Sixty-five percent of employers reported no change in their number of full-time, permanent employees, while one percent were undecided.

• Q4 2009: Sixty-eight percent anticipate no change, while 5 percent are undecided.

Employers Rehiring, Bringing Back Laid Off Workers, Reversing Pay Cuts and Strategy

Although employers have made moves to scale back spending and minimize risk in the wake of a financial crisis, they are also cognizant of the need to remain relevant and competitive. As the U.S. economy shows signs of stabilization, employers are reversing some of the strategies they had taken to manage through challenging economic times. Many are rehiring and bringing laid off employees back, as evidenced in the forecast:

• Twenty-seven percent of employers reported that, over the last year, they have laid off workers in one area, but hired in another.

• Primary areas of hiring were those linked to revenue, including technology, sales, customer service, and research and development.

Laid Off Workers: Employers are Bringing them Back

• Of employers who had layoffs in the last 12 months, one in four (26 percent) reported their company is planning to bring back some employees they let go earlier in the year.

• Of those rehiring laid off workers, 23 percent started extending job offers to former employees in the third quarter, while 19 percent say they will begin to do so in the fourth quarter.

• Nearly a quarter of employers (21 percent) will start bringing back laid off employees in the first quarter of 2010, while 15 percent are waiting until the second quarter of 2010. Others are holding off until the latter half of 2010 and beyond.

Reversing Pay Cuts

Nearly one in five employers (18 percent) reported their organizations implemented pay cuts in the last 12 months. But when will pay be restored?

Here are the results, broken down:

You can download the full Q4 2009 U.S. Job Forecast here.

As we continue to experience the effects of a sluggish economy, many workers are struggling with household budgets. A whopping 61 percent of workers report they always or usually live paycheck to paycheck just to make ends meet, up from 49 percent last year and 43 percent in 2007, according to a new nationwide survey of more than 4,400 workers by CareerBuilder. Thirty percent of workers with salaries of $100,000 or more report that they too live paycheck to paycheck, up from 21 percent in 2008.

So, how are workers getting by?

• More than one in five (21 percent) workers say they have reduced their 401(k) contributions or personal savings in the last six months to get by. (Six-figure earners aren’t exempt, either; 23 percent report doing the same to make ends meet.)
• More than one-third (36 percent) of workers say they do not participate in any programs such as 401(k), IRAs or retirement plans at all, up from 31 percent in 2008.
• In addition, one-third (33 percent) report that they don’t put any money aside and into their savings each month, up from 25 percent in 2008
• Of those who do set money aside for savings, 30 percent set aside $100 or less per month and 16 percent save less than $50.

“Workers are employing a variety of tactics to help make ends meet in this economy,” said Rosemary Haefner, vice president of human resources for CareerBuilder.

“Whether it’s by keeping a tighter budget, finding ways to bring in additional income or adjusting their savings strategies, workers are doing their best to weather the current storm.  These good financial habits will not only help workers in the short-term, but better position them for the future.”

But just because your employees are employing their own survival tactics doesn’t mean you don’t have a responsibility as an employer to do what you can to help. Haefner offers the following tips to help your employees ride out the economic downturn and prepare for the future (full tips here):

• Keep track of spending – Help employees create a spreadsheet to analyze what they spend each month, including the money spent on those inevitable invisible expenses, such as a morning coffee, cab rides or afternoon snacks. Once they can see where their money goes, they can more clearly see where they can cut back.

• Speak up – Set up a meeting with your employees and members of your HR department, in which employees can learn or be refreshed on what is available to help them save on monthly expenses. Is your company still offering flexible spending accounts, wellness benefits, retail discounts, transit reimbursement or anything else employees may not be aware of? An informal meeting in which employees can ask questions and clear up uncertainties may be extremely helpful for them.

Note: There is a poll embedded within this post, please visit the site to participate in this post's poll.

One in five workers (22 percent) surveyed who were laid off from full-time jobs in the last 12 months landed new jobs with small businesses. Another 59 percent said they are interested in working for a small business. And 29 percent of workers are getting the entrepreneurial bug and considering starting a small business of their own. With those kinds of numbers, it’s not a surprise that small businesses account for most of the nation’s new job creation, according to the U.S. Small Business Administration.

Small businesses will play a critical role in the rebuilding of the U.S. job market,” said Brent
Rasmussen, President of CareerBuilder North America. “As drivers of innovation, small
businesses will help to re-energize the economy and support recovery efforts. In turn, workers
will find that working for a small business can provide a wealth of experience in a variety of
roles, a competitive compensation structure, a flexible work environment and more.

When asked why they wanted to work for a small business (in addition to job growth potential), workers gave the following reasons:

• A family-like work environment –- 56 percent

• More employee recognition –- 49 percent

• A sense that you can make a  difference –- 48 percent

• An absence of corporate red tape –- 46 percent

Small business out there, have you had an influx of formerly laid off workers recently? Do you look to these workers as a valued part of your future organization?

Industry Expectations

• Expected utilization of staffing firms by hiring managers for permanent, full-time positions is reported to be higher in health care and industrial full-time positions over the 2nd quarter
• Office/clerical, technology and professional placements are remaining stable
• No sectors plan to decrease their use of staffing firms
• Temporary hiring in health care is expected to experience the largest gain, with 13 percent more employers expecting to utilize staffing firms this quarter than last.
• Use of staffing firms by employers to find temporary professional positions are reported to increase by 11 percent quarter-over-quarter

Permanent and Temporary Hiring

Of the 13 percent of those hiring managers who say they expect to use a staffing firm over the next three months, nearly one in ten expect to do so to help in their search for permanent full-time employees in the upcoming quarter. Both findings are on par with findings from the second quarter.

In addition:

• Six percent of hiring managers expect to utilize a staffing firm to help fill temporary or contract positions in the upcoming quarter, up slightly from 5 percent in the second quarter.
• Nearly 9 percent of hiring managers in large organizations (500+ employees) expect to hire temporary or contract employees through a staffing firm in the third quarter, compared to just over 7 percent a quarter ago.

“As the U.S. works toward a healthier financial picture, the outlook for the staffing industry is holding steady overall with encouraging movement in some areas,” said Todd McCormick, president of the Recruiter Business Unit and Canadian operations at CareerBuilder. “While remaining cautious in their hiring pace, employers are more optimistic about their use of staffing firms in the fall as they seek out talent to fill interim and long-term positions.”

Job seeker plans

As competition for jobs is fierce, job seekers are thinking outside their comfort zones and seeking new ways to get in front of employers–and staffing firm usage is just one example of this. More and more job seekers are looking to staffing firms to supplement their job search, and nearly one in four say they plan to use a staffing or recruiting firm as part of their search this quarter, up from 22 percent in the last quarter.

Of those not currently using a staffing firm, more than half indicate they would if they were still searching three months from now. Job seekers in the technical, IT and scientific sector continue to be most open to using a staffing firm in their job search, with 34 percent indicating they would consider staffing as part of their search strategy.  The most hesitant job seekers? Those in the industrial sector; four in five say they are not willing to consider working with a staffing firm as part of their search.

One thing is clear — the ways job seekers are searching for jobs is changing along with our economic landscape, and staffing firms are becoming more recognizable and regarded as a worthwhile supplement to a competitive and complex job market.

Want the full report? Access the entire Staffing Supply and Demand Outlook.

An additional three percent found part-time positions; down from 8 percent in the previous survey. The CareerBuilder survey was conducted among 921 workers who were laid off from full-time jobs within the last 12 months.

Speaking of appearances and Susan Boyle-style makeovers, in an interesting twist, the survey found that in a tighter job market with more competition, job seekers (both men and women) are striving to preen their work suits from 1998 feathers a bit. More than a quarter (28 percent) of workers said they have changed their appearance to make themselves more attractive to potential employers.

How, exactly?

• 14 percent said they have lost weight

• 8 percent have changed their hair color or hairstyle

• 5 percent are dressing to appear younger
• Other reported vanity measures: Teeth whitening, enhanced makeup and cosmetic procedures.

Mo’ Money

• More than half (56 percent) of these laid off workers reported they were able to negotiate comparable or higher pay for their new positions.
• Forty-four percent of workers took a pay cut, but that was down from 49 percent in March 2009.

Versatility and unchartered territory

New careers: Workers are also still exploring new departments or even new career paths altogether; 38 percent of workers said they found jobs in a completely new field — and the majority said they really like their new positions.

New places to call home: One in five workers (20 percent) who were laid off in the last 12 months and found jobs relocated to a new city or state; up from 13 percent in March. Of those who are still seeking jobs, 44 percent reported they would consider relocating for a job opportunity (up 5 percent from March).

Despite a challenging job market, workers have been able to find employment opportunities in a variety of fields,” said Brent Rasmussen, President of CareerBuilder North America. “Even though the number of workers who took part-time positions is tracking below last quarter, the number who found full-time jobs is notably higher. This is a positive indication that more workers who were laid off from full-time jobs were able to replace them with new full-time positions instead of taking part-time work as an interim measure to generate income. Part of this job search success is related to workers expanding career options to new industries and locations.

Some may recall the “Friends” episode featuring Chandler and his boss’s habit of touching at work. Chandler was extremely uncomfortable with this “habit,” while his boss (and fellow co-workers) didn’t see anything wrong with it:

Although “Friends” is a humorous look at the topic, it makes one wonder if many employees aren’t comfortable with touching at work, but simply put up with it lest facing alienation by co-workers or even superiors if they complain. With that said, the question of whether touching is deemed appropriate in the workplace likely depends on your particular workplace culture. For some environments, high-fives, hugs, and even shoulder massages are fair game. And again, this is assuming that every employee in the workplace is okay with these gestures. Some may not be — but may simply be pulling a Chandler. And what one employee deems inappropriate can lead to a lawsuit.

As the WSJ article’s writer mentions, however, “touch” is often encouraged in our online worlds, with concepts like Facebook “pokes” and Twitter “nudges.” We are encouraged to share articles and stories with our friends and colleagues or send virtual hugs, high-fives or greeting cards. Are we simply becoming a more touchy-feely society because there are accessible means to do so — and does that shift naturally extend to the workplace?

Many see a touch as a positive in our current economic environment; an arm squeeze, hug, or slap on the back is just another way for co-workers to show support for each other amid layoffs and economic strain and strife.  These same touch-supporters may also see a no-touch work rule as a sign of coldness or lifelessness at work. And as many people spend at least as much time at work as they do outside of work, spending that time in a friendly environment makes that pill a little easier to swallow.

But what exactly constitutes a friendly environment? What do you think — is touching okay or off-limits in the workplace?

Competing with recent grads

A new study from CareerBuilder shows that many mature workers are overqualified for the jobs to which they are applying, and are expanding their job search to include entry-level positions, internships, relocation and other options in an effort to secure gainful employment. Because of changes in the level and type of job they are searching for, mature job seekers are also now competing with recent college graduates and other new work force entrants for entry-level positions — positions which they likely thought were long behind them. And 44 percent of mature workers have been told by employers that they’re overqualified for a job.

What your fellow employers are saying

The good news about all of this? The majority of employers (65 percent) say they would consider experienced candidates who apply for jobs for which they’re overqualified.

• One in four employers (26 percent) reported they have received applications from workers over the age of 50 for entry-level jobs
• An additional 11 percent have received entry-level applications from retirees

Mature workers offer a wealth of knowledge and experience that has translated into a significant competitive advantage for employers,” said Rosemary Haefner, Vice President of Human Resources at CareerBuilder. “Employers are considering mature job candidates for a variety of positions ranging from entry-level to senior-level to consultants to leverage their intellectual capital and mentor other workers. Twenty-nine percent of employers have hired a worker age 50 or older for a permanent position within their organization over the last six months.

“Need internship, will travel”

Mature workers are also seeking out internships as an alternate way to break into longer-term employment.  Seven percent of employers reported candidates 55 and older have applied for internships at their organizations. Over half of them (55 percent) say they would be willing to consider mature workers for internships, while 4 percent have already taken action and hired them.

Relocating to a new city may often be an attractive option for those just out of college or in their early career years, but many mature workers are considering uprooting their current lifestyle and moving to land a new job. Pf mature workers who were laid off in the last 12 months and did not find a new job, 41 percent stated they would consider relocating to another city or state to find employment.

Becoming their own boss

Some mature workers are also using unemployment as an opportunity to open that bookstore, restaurant, or Internet business they’ve been talking about for (what seems like) years. Twenty-three percent of mature workers who were laid off in the last 12 months and did not find a job are considering starting their own business.

What about those who did land a job?

Of those mature workers who were laid off in the last 12 months and found another job:

• 26 percent took a job in another field, with the vast majority (75 percent) reporting that they are enjoying the experience
• In terms of compensation, 48 percent took a pay cut, while 40 percent landed positions with similar pay. Another 13 percent found jobs with a higher compensation rate than what they were previously earning.

Read the full press release on mature workers and entry-level jobs.