Ask HR: How to adjust from an office to cubicle; where can a small business find workers?

Johnny C. Taylor Jr., a human-resources expert, is tackling your questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world's largest HR professional society.

The questions submitted by readers and Taylor's answers below have been edited for length and clarity. Anonymously ask your HR questions here.

Question: I have been working for seven years at this company and have always had an office. I was recently moved to a new team and found out this week that I am being moved to a cubicle in a high-traffic area. What is the best way to voice my concern about needing a different location so I can remain focused, efficient and set up to succeed in my new role? — Kashley

Taylor: Because we spend a significant portion of our lives at work, our workspace is very important to us. 

Moving from a private workspace to a cubicle — especially one in a high-traffic area  — can be a transition. 

Consider how you can adjust your workspace to meet your needs. Sound-canceling devices such as a white noise machine, noise-canceling headphones, earbuds or a fan/air purifier are helpful to some people.

If this doesn’t address your concerns, talk with your supervisor. A quieter cubicle space elsewhere or adjusting your space with higher cubicle walls might do the trick.

If not, you could scope out and utilize unused spaces such as a conference room, interview room or lunch room for times when the noise and commotion get to be too much. Or, you could ask your employer about occasionally working from home. 

If you present concerns to your supervisor, speak specifically and share examples of how your workspace affects your ability to focus and be productive. Decreases in productivity, increases in personal frustration and challenges with focus would all support your request for a different workspace. 

But don’t just bring up the problem. Share a few potential solutions. Know that your first solution may not be feasible, so having an alternative will demonstrate flexibility and a commitment to finding the best resolution possible. 

Wherever you end up working, take a positive attitude with you.

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Question: My niece, who owns a small business, can’t find people for her job openings, and two other companies in town have to shuttle people in from surrounding communities to work. In our rural area, farmers can’t even find farmhands. Where are the workers? — Anonymous

Taylor: Your community isn’t alone. Businesses across the United States are asking the same question. Competition for skilled workers is one of the biggest issues currently affecting employers. Smaller communities — especially those far from major metropolitan areas — are up against some of the biggest challenges. 

There are two primary ways employers can be competitive and attract and keep talented workers.

First, create a compelling argument to attract potential employees by explaining and showing the advantages of working for you rather than another company. 

Second, be inclusive and expand your recruiting to include new sources of talented workers. People with disabilities, older workers and retirees, people with criminal backgrounds, veterans, and those without higher education degrees are untapped talent pools. 

While degrees, previous job titles and matching work experience are valid considerations in making hiring decisions, many companies still place too much emphasis on these factors. 

I also want to offer two more unconventional solutions.

If the business is a service that does not require customer contact, consider virtual employees who can handle issues via email, phone or other ways. Use all available means to spread the word about these job openings through local media, social media, personal connections and networking. 

If the role allows for multiple part-time workers, look for individuals outside of the community who might come to the area one or two days a week. You can provide overnight accommodations if they work two consecutive days or add incentives such as mileage or meal reimbursement. 

Thinking differently about who can fill jobs —and how— and by addressing the issue with focus and commitment, companies will, over time, improve their success in hiring.