Recruiting in the Year 2005 --Or Thereabouts-- Some Thoughts on the Future
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Transcript of Recruiting in the Year 2005 --Or Thereabouts-- Some Thoughts on the Future
© Copyright, 2001Global Learning Resources, Inc.
Recruiting in the Year 2005--Or Thereabouts--
Some Thoughts on the Future
Kevin B. WheelerGlobal Learning Resources, Inc.
© Copyright, 2001Global Learning Resources, Inc.
Over Next 5 Years. . .
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1991 1992 1993 1994 1995 1996 1997 1998 1999 2000(est)
Pe
rce
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U.S. Unemployment Rates 1991-2000
•More rational stock market
•Employment shift from large companies–Small firms will dominate
–Free agency will climb
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Workforce Trends
• Population growth down
• Skilled workers down
• Older, aging workforce
• Changing generational attitudes
• Increasing diversity
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© Copyright, 2001Global Learning Resources, Inc.
Population: 3,819,762 (July 2000 est.) Age structure: 0-14 years: 23% (male 440,824; female 419,740) 15-64 years: 66% (male 1,263,710; female 1,254,958) 65 years and over: 11% (male 191,511; female 249,019) (2000 est.) Population growth rate: 1.17% (2000 est.)
Comparison rates: US 1.0%
Japan 0.2%China 1.0%
New Zealand Stats
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20502040203020202010200019901980197019601950
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60
40
20
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Percent
0-14 years old65 years and older
Dependents-Developed WorldYoung and Old as % of Working Age Population
0 - 14 = 27% 65+ = 22%
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Unskilled vs. Skilled Jobs
1950 2000
60% Unskilled
20% Skilled
65% Skilled
15% Unskilled
Source: Milken Foundation
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Engineering and engineering technologies declined 16 percent between 1986-87 and 1991-92, and then posted a further 3 percent decline between 1991-92 and 1996-97.
Computer and information sciences grew rapidly during the 1970s and mid 1980s, but dropped 37 percent between 1986-87 and 1996-97.
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Towers Perrin Findings
• Employees generally are "in the market," in some way, most of the time.
• Employees don’t place much emphasis on a long-term relationship with a particular employer.
• Employees define their relationship with their employer in increasingly complex ways.
• Employees care about different things when they’re joining a company than when they’re deciding whether to stay or how much of their discretionary effort to give.
Source: Towers Perrin, August 2001
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Towers Perrin Employee Categories
Balanced Careerist
42%
Co Careerist28%
Fast-Tracker12%
Experimenter12%
Free Agent6%
Source: Towers Perrin, August 2001
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Three Generations Interact
• Baby boomers– 36-54 years old– 28% of the population
• Gen X– 24-35 years old– 16% of the population
• Gen Y– 6-23 years old– 25% of population
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Smiles
* Then: Long Hair* Now: Longing for hair
* Then: Keg.* Now: EKG.
* Then: Moving to California because it's cool.* Now: Moving to California because it's warm.
*Then: Getting out to a new, hip joint.* Now: Getting a new hip joint.
* Then: Rolling Stones.* Now: Kidney stones.
* Then: Growing pot.* Now: Growing pot belly.
* Then: Trying to look like Marlon Brando or Elizabeth Taylor.* Now: Trying NOT to look like Marlon Brando or Elizabeth Taylor.
* Then: Take acid.* Now: Take antacid
* Then: Passing the driver's test.* Now: Passing the vision test.
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Different Strategies for Different Generations
Boomers-Career path-Security-Promotion/Status-Something to make a difference
Boomers-Career path-Security-Promotion/Status-Something to make a difference
Gen X-What in it for me?-Money/Options-Titles & power-Focus on NOW
Gen X-What in it for me?-Money/Options-Titles & power-Focus on NOW Gen Y
-Leadership/Mentorship's-Project-oriented work-Egalitarian/Social concerns-Balance-Fair pay for work done
Gen Y-Leadership/Mentorship's-Project-oriented work-Egalitarian/Social concerns-Balance-Fair pay for work done
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Labor/Skills Supply Changes Everything We Think About
Recruiting
Fundamental Premise:
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Supply & Demand
• Most of 20th century, supply outpaced demand.
• Primary demand was for unskilled to semi-skilled workers.
• Employers could choose from a wide variety of candidates.
• Employers set salaries and conditions.
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Recruiter’s 20th Century Roles
• Screened resumes/CVs
• Second guessed hiring managers
• Spent lots of time interviewing candidates
• Focused energy and time on administrivia – scheduling, coordinating, arranging.
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The “Old” Model
• Warehouse mentality- Store CVs
• Primitive “forklifts” and retrieval systems
• Poor “stocking” systems
• Applicant tracking systems are internal and do not lower costs or improve speed of hire.
• Most focus on INTERNAL, BACK-END
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Current Supply Model
SCREENING
OUT
WALL
Screened Resumes
ADVERTISE IN LOCAL PAPER OR ON A JOB BOARD
POSITION
A
Resumes Received
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Supply & Demand Changes
• By 2005 skills demand will outpace supply in almost all categories.
• Candidates will choose from a variety of employers.
• Employers will have to “select in” instead of out.
• Candidates will set many of their work conditions.
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What Do You Do?
• New Strategies & New Recruiting Skills
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Understand the Trends
• Connecting– Tools are linking and vendors are merging features
• Collaboration– Third party agencies, internal recruiters, candidates,
employees are working together
• Convergence– Roles are blurring, functions are merging, new types of
employment and employees emerging
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C+C+C
ATS
Screening
ContactMgmt
TargetedMktng
EducationalInstitutes
JobBoards
Agencies
Strategic Linkings
Convergence
CorpRecruiters
ConnectionsCollaboration
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5 Key Themes
1. Everything is Internet-based
2. Branding & creation of employment identities are vital
3. Its mostly about relationship development & management
4. Focus is around a talent strategy
5. There have to be multiple sources and categories of candidates -- competitive intelligence
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New Model
On-going WebCreated Relationships
Referrals
Alumni Relationships
Web Visitors
Proprietary Talent Community
Open Positions
-Better defined-Better Planned-Diverse sources
Strategy is key. Timelines are short.Quality has to be high. Focus is on relationships and candidate experience.
•Interns•High School Programs•Employee promotions
Development
•Specialized Job Boards•Non-Traditional Events•Elderly•Handicapped•Free Agency
New Sources
SCREENING
JOB MATCHING
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Help Wanted Advertising Trends
Economy.com (left), The Conference Board (right)
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New Concepts
• No large resume warehouses – talent communities
• All-the-time communication via email, instant messaging, e-letters, etc.
• On-line screening – better matching
• Focus is EXTERNAL, FRONT END
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Emerging & Connecting Technologies
• Supply & demand data, job indexes, salary information
• Planning tools and templates
• Candidate targeted marketing
• Screening & assessment tools
• Candidate Relationship Management tools
• Communication suites (email, chat, e-news)
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What IS This?
• Guru.com
“We're a new kind of home for independents. We provide them with job opportunities, career guidance, and support services - and we don't take a cut of their pay when we find them work.
We help companies find great talent fast. And we charge them in a revolutionary way - one flat fee that's dramatically less expensive than the markups charged by traditional recruiters.?
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And These?
• eWork-eWork operates one of the largest talent marketplaces on the Web with over 300,000 registered users.
• eLance -the leading professional services marketplace for web-based projects used by businesses worldwide. Buyers tap into a highly qualified pool of professional talent and get a wide range of projects completed online
• Salary.com- offers job finder, candidate finder, job links and career fairs
• Free Agent.com- Barter, find work, look for workers, list projects
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What is a Talent Strategy?
• A forecast of likely demand
• A knowledge of likely supply
• A methodology of getting at or developing the supply or of changing the demand
• An understanding of your capabilities
• A prioritization of need
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Capabilities
SUPPLYFORECAST
DEMANDFORECAST
TACTICSRESOURCESTALENT
STRATEGY
The people andbudget you have
A step-by-step process
•Workforce assessments•Competency analysis•Succession plans•Internal transfer opportunities
•Recruiting Skills•Corporate University•e-Learning strategy
•Turnover knowledge•Retention plans•Growth targets
•Number of available skilled people•Number you can develop•Career development projections
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A Candidate-Centric World
• Candidate-centric mindsets will take over from position-centric views– Candidates are driving
• All recruiting will become one-to-one. • Employment categories will fade away.• Focus will turn to selling each candidate on
a custom position – probably with custom pay and benefits.
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Emerging Ideas
• Focusing on presenting jobs as if they were products– sales mentality
– career benefits stressed, guarantees
– on-going development focus
• Emergence of “new” talent agencies– Combining employee development & acquisition
functions into one
• Development of Talent Strategies
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World Class Recruiting System
• Based on the Internet.• Uses technology extensively for finding,
assessing, communicating with, selling and administratively tracking candidates.
• Focused on creating and fulfilling an overall talent strategy.
• Involved in both finding and creating skilled staff.• Highly collaborative.
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World Class Recruiter
• Collaborates and shares rather than competes.• Creates an image and a brand for their organization.• Is a master at marketing and selling the organizations and
the positions.• Becomes a master of identifying and tapping diverse
sources of talent.• Understands the power of competitive intelligence.• Develops talent pools and communities.• Creative experimenter
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Are You Ready?
Thanks.
Kevin WheelerGlobal Learning Resources, Inc.California, [email protected]