Cell phone use leads to other risky driving

A new survey shows that more than 80 percent of teens said they use their smartphones while driving.

To compound that problem, a new report from State Farm says that American teens who choose to be distracted by their smartphones when they're behind the wheel are also more likely to participate in other dangerous driving behaviors, like speeding, driving under the influence of drugs or alcohol, or failing to wear a seatbelt.  

This past July, State Farm conducted a survey of teen drivers ages 16-19 that explored distracted driving behaviors. A strong relationship was revealed between teens' willingness to use their smartphones while driving and participating in these other risky behaviors.

A clear relationship also emerged between admitted smartphone use behind the wheel and self-reported car crashes. Compared with those who have not been in a crash, those who have been in a crash were more than three times more likely to report watching videos and browsing the internet while driving and two to three times more likely to send and read texts, take pictures, record video, read and update social media, and play games on their cellphone while driving.

"Young drivers learn many of their driving behaviors from their parents," says Chris Mullen, director of Technology Research at State Farm. "In our survey, teens who indicated that their parents used cellphones while driving were more likely to report participating in many of these distracting activities. This tells us that parents have it in their power to help alleviate these dangerous activities by demonstrating safe driving themselves."

Other findings from the survey include:

• The majority of teens understand that using their cellphone while driving is dangerous and they also know that it is illegal. When asked why they still participate in these behaviors, top reasons included wanting to stay in touch with family and friends, and "it is a habit."
• Those teens who refrain from using their smartphone while driving report doing so for safety reasons and because it is illegal in their state.
• Teen drivers' perceptions about their state laws impact their driving behavior.  Regardless of the actual law, teens were more likely to use their phones while driving if they thought it was legal to do so, and less likely if they thought it was illegal.
• Those survey respondents who have their own car were significantly more likely to participate in distracting behaviors while driving than were those who share the family car.  

The full report with survey results can be downloaded from the State Farm Newsroom page.  

Methodology

In July 2016, the State Farm Strategic Resources Department used an outside panel vendor to conduct an online survey of U.S. consumers ages 16-19. Survey responses were received from approximately 1,000 consumers who reported having a valid driver's license, driving at least 1 hour per week, and owning a smartphone.

A number of changes were made to the survey research in 2016 such that results in this report should not be compared with the results in the 2015 "Teens and Distracted Driving" report also produced by State Farm.

Talent shortage continues growing in U.S.

Nearly half (46%) of U.S. employers report difficulties filling jobs due to lack of available talent, a significant increase from 32 percent reported in 2015, according to information release Tuesday.

The latest Talent Shortage Survey from ManpowerGroup showed that for the seventh consecutive year, skilled trades positions remain the hardest to fill in the United States, followed by drivers, sales representatives, teachers and restaurant and hotel staff.

As skills shortages escalate and the demand for talent intensifies, many employers are looking inside their own organizations for solutions, with nearly half (48%) of U.S. employers choosing to upskill their own people. This represents a significant jump from ManpowerGroup's 2015 survey, when just 12 percent were using training and development as a solution.

"Low unemployment paired with shorter skills cycles due to the speed of technological change means employers across the United States are struggling to fill positions. We see this particularly  in industries like manufacturing, construction, transportation and education," said Kip Wright, senior vice president of Manpower North America.

"When the talent isn't available, organizations need to turn to training and developing their own people – and in many cases this means first identifying the skills that will be required in increasingly digital industries, like manufacturing. That's why we're working with organizations like the Digital Manufacturing and Design Innovation Institute (DMDII) to map future skills needs and develop tomorrow's talent," he said.

When asked why they are struggling to fill certain jobs, employers cite a lack of applicants (23%), lack of experience (18%), lack of hard skills or technical competencies (16%) and candidates looking for more pay than is offered (16%).

For more details on the U.S. talent shortage, visit www.manpowergroup.us/talent-shortage.

Summary of Global Results:

Hiring managers report the most severe talent shortage in Japan (86%). Nearly 3 in 4 employers report difficulty filling jobs in both Taiwan (73%) and Romania (72%), while talent shortages are an issue for 69% of employers in Hong Kong and 66% in Turkey.

Across all 42 countries and territories as a whole, Skilled Trades positions remain the most difficult vacancies to fill worldwide for the fifth consecutive year. Vacancies for IT Staff are the second most difficult to fill – up from ninth place in 2015. Last year's second- and third-placed jobs – Sales Representatives and Engineers – slip back to third and fourth, respectively.

For more details on the talent shortages around the world, including an interactive data explorer tool, infographics, videos and thought leadership articles, visit ManpowerGroup's Talent Shortage web page atwww.manpowergroup.com/talentshortage.

'It's Only a Play' opens Corn Stock winter season

When you’re going out for an evening and looking for something to do, a play called “It’s Only A Play” may not seem too thrilling.

But before you pass on it, you should know you would be missing out on a lot of laughter.

Corn Stock Theatre opens its Winter Playhouse season with “It’s Only A Play” at the theatre center in Upper Bradley Park. The six-show run opens Friday at 7:30 p.m. and continues Saturday at 7:30 p.m. and next week on Thursday through Saturday at 7:30 p.m. and Sunday, Oct. 30 at 2:30 p.m.

Director Gary Hale has put together a mix of Corn Stock regulars and community theatre newbies in the comedy by well-known playwright Terrance McNally. “It’s Only A Play,” which debuted in 1982 and has had two revivals since, is a behind-the-scenes look at what goes on when the cast and crew of a Broadway show await the opening night reviews.

Hale, who is directing his first full-length play at Corn Stock, said he agreed to direct this show because of the humor and the characters. “I thought it was a fun show when I read it. I like comedy and I thought this would be a great one to showcase the talent we have here and that it would be a real crowd pleaser,” he said.

“It’s been a great experience. We laugh at something new every night and it seems we discover things in the play we didn’t realize were there before, which is fun and adds nuances,” he added.

The cast includes Corn Stock and local community theatre veterans Nate Downs as James Wicker, Trish Ballard as Julia Budder, Mollie Huisman as Virginia Noyes and Chris Peterlin as Ira Drew. Michael Downey, who portrays Peter Austin, is back at Corn Stock after a hiatus of several years and Zachary Robertson (Frank Finger) and Jordan Zimmerman (Gus P. Head) are making their Corn Stock debuts.

“I am extremely lucky with this cast. They all have great talent. I was very much aware of the talent of the veterans but I had never seen Michael, Zack and Jordan before. I kind of feel I’ve discovered some talent that can do a lot of good theatre here,” Hale said.

 “It’s Only A Play” has no deep messages in it, he added, but he still believes there is something important audiences can take away from it.

“What I think people will get from this show is a real appreciation for creative artists. I mean, thank God they exist. This shows how it really is, how even when they get bad reviews they just get right back out there and do it again for the love of the art,” he said.

“We must value these people for the important role they play in society. Our cast does a great job making the characters real and sympathetic. That isn’t always easy to do.”

Tickets for “It’s Only A Play” are $12 for adults and $8 for students and can be reserved at www.cornstocktheatre.com or by calling (309) 676-2196.

Season tickets for the winter season are on sale, as well. They cost $50.

The rest of the Winter Playhouse season is a mixture of comedy and drama.

• “Tea and Sympathy,” a drama about a teen-aged students at a private boys school who is trying to find his way while learning what it takes to be a man. Directed by Rebekah Bourland. Production dates Nov. 11-12 and 17-20.
• An Evening of One Acts, featuring three one-act pieces directed by Doug Day, Celeste Wohl and Cindy DeVore. Production dates are Jan. 13-14 and 19-22, 2017.
• “Blood, Bloody Andrew Jackson,” a musical that is described as a “rock invocation of the seventh U.S. President set in an alternate universe that draws parallels to today’s political/populist landscape.” Directed by Chip Joyce. Production dates Feb. 10-11 and 16-19, 2017.
• “A Man For All Seasons,” an historic drama about Sir Thomas More, whose courage and convictions led to his execution during one of the most tumultuous periods in British history. Directed by Tim Wyman. Production dates March 3-4 and 9-12, 2017.

Oberhelman to retire in March; Umpleby named new CEO

Caterpillar Inc. will undergo several changes at the top in the next six months, the company announced Monday.

Doug Oberhelman, chairman and CEO since 2009, will leave the CEO position at the end of the year and the chairmanship at the end of March, the company said. That will be less than a year before company policy would force him to retire at 65, anyway. He has been a Caterpillar employee for 41 years.

Oberhelman will be replaced as CEO by Jim Umpleby, a Caterpillar group president since January, 2013 and a 35-year employee of the company.

Then, in April 2017, Caterpillar director Dave Calhoun will become chairman of the board of directors.

The separation of the duties of chairman and CEO was decided by the Caterpillar board when it met last week. The two positions have been joined since 1990, when Donald Fites became chairman and CEO.

Caterpillar has often in the past named its new CEO months before the current leader retires in order to ensure a smooth transition, as was done before Oberhelman took over from Jim Owens. Caterpillar spokeswoman Rachel Potts said this situation is no different and that Oberhelman’s decision to retire was his own.

The announcement came just a day after the Wall Street Journal wrote a piece about how Oberhelman led Caterpillar to its highest earnings and profit ever in 2012, then watched it struggle through an unprecedented down cycle the last four years because of stagnation in the commodities market. In the article much was made of the fact Caterpillar, under Oberhelman, invested heavily in the mining industry, including the acquisition in 2011 of mining equipment manufacturer Bucyrus Inc., just before mining companies halted orders.

The last four years was the first time in Caterpillar history it has had that many consecutive years of decreased sales and revenues. Still, the company has remained profitable and has done well for stockholders with higher dividends, but it also has cut its workforce by more than 10,000 employees worldwide, including in central Illinois to cut costs.

In its news release, the company noted that Oberhelman “has reinvigorated the company’s focus on serving customers while also driving a culture of quality and safety.”

During his tenure, the company said:

• Product quality levels have reached historically high levels.
• Market position for machines has significantly increased. 
• New Lean Management processes have simplified and sped production capabilities, improving product availability for dealers and customers. 
• The company has increased its quarterly dividend by 83 percent since 2010.
• The balance sheet is strong, and at the end of the second quarter of 2016, Caterpillar's Machinery Energy & Transportation debt-to-capital ratio was 39.0 percent, with $6.764 billion in cash as of June 30, 2016.
• Global safety metrics for employees have dramatically improved, with the Recordable Injury Frequency improving each year.  
• Caterpillar has been granted nearly 7,300 patents worldwide.
• The company dramatically expanded its commitment to lower owning and operating costs for customers by connecting new and existing equipment through digital technology and data analytics.

"Our people have heard me say many times that my greatest responsibility as chairman and CEO is to manage Caterpillar for today and position the company and its future leaders for long-term success," Oberhelman said. "It has been an honor and a privilege to lead this company, and I am confident in the choice of my successor, Jim Umpleby."

"During the last four years, Caterpillar has faced unprecedented global economic conditions that have significantly impacted the industries served by our customers, as those industries and economic growth in many regions around the world have slowed or severely contracted. Faced with these challenges, our employees have responded like champions. We have improved our market position and grown our field population.

“Our product quality is at historically high levels, and I believe we are leading the industry in digital capabilities. I am confident that Caterpillar is stronger than ever, with product quality, power, technology and innovation that is the envy of our competitors. Add to that lean and agile manufacturing capabilities and an unrivaled global distribution channel. The future is bright," Oberhelman added.

Umpleby, 58, joined Caterpillar in 1981 when the company acquired Solar Turbines Inc. He’d been at Solar for less than a year at the time.

Since joining Caterpillar, Umpleby has worked numberous positions of increasing responsibility in engineering, manufacturing, sales, marketing and customer services. He served overseas assignments in Asia, including Singapore and Malaysia, from 1984 to 1990. He was named vice president of Caterpillar and president of Solar Turbines, which continues to be a wholly owned Caterpillar subsidiary, in 2010 and then was elected by the board as a group president in 2013. He has been over the company’s energy and transportation business since then.  

Umpleby was born Donald James Umpleby III in Highland, Indiana, a Chicago suburb, and earned a degree in mechanical engineering at Rose Hulman Institute in Terre Haute in 1980.

"For more than 91 years, Caterpillar equipment has been renowned for its quality, durability, innovation and value," Umpleby said. "I have been privileged to work with Caterpillar employees and dealers in supporting our customers as they develop the world's infrastructure and improve standards of living and quality of life. I look forward to leading our dedicated team as we build upon the accomplishments of those that have come before us."

Calhoun will be non-executive chairman of the board. He is senior managing director and head of Private Equity Portfolio Operations of The Blackstone Groups L.P. He has been a Caterpillar director since 2011.

"I am honored to take on these new responsibilities with Caterpillar, an iconic and global leader," Calhoun said in the news release. "Following a deliberate succession process, the Board confidently elected Jim as Caterpillar's next CEO. He reflects the best attributes of Caterpillar's culture and leadership. I also want to compliment Doug for his outstanding leadership as chairman and CEO, as the capstone to more than four decades of service. His leadership in the last four years has been remarkable as the company has successfully navigated an incredibly difficult cycle while positioning Caterpillar to take full advantage of the next upturn."

Umpleby’s replacement as group president will be named later.