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IN THIS ISSUE
Newsletter Sponsors
A Note from the Editor
Breaking News
Today's Recruiting News Headlines
Featured Recruiting Jobs
Weekly
Article:
AS TO FINDING QUALIFIED
TALENT
Employment and
Economy Stats
Special Trials and Discounts
Recruiting
Polls and Trends
Layoffs and Downsizing
Report
Recruiting Essential Bookmarks
Upcoming Conferences
Site Of The Week:
HoneyBaked Ham
Final Note - On The Lighter Side
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A Note From The Editor
Employers: Tomorrow is Veterans Day -- do you know
how many/which of your employees deserve this special
day of recognition? Have you thanked them for their
service to our country and for the talents they bring
your organization? Have you been proactive in letting
other veterans know that you are a “military friendly”
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Breaking News
Jobless Claims Lower Than Expected
The number of Americans
filing initial claims for jobless pay rose last week to
333,000, the Labor Department said on Wednesday, but was
still lower than expected by Wall Street.
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Today's Recruiting News Headlines
View HR/employment
news
headlines or our Recruiting
Newswire.
Please send us with your
press releases, news items, personnel changes, etc. Click
here for submission instructions.
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Featured Recruiting
Jobs
This section highlights
several recruiting related positions recently posted on
Recruiting Jobs. To view all jobs or to register
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Weekly Article
AS TO FINDING QUALIFIED
TALENT
By
YVONNE LA ROSE
We talk a lot about the lack
of qualified people, especially in relation to the
coming workforce shortage. I proffer that the shortage
is artificial. In fact, we have two overlooked,
overlapping populations that are a rich source of
qualified personnel. Both exist and await exploitation
at this instant.
Oh, the In-House Talent
Oversight
 Kevin
Wheeler pointed out during his June 2004 Los Angeles
metrics symposium that a rich source of talent is
in-house personnel. No doubt some have toned down their
resumes in order to get a shoe in the door. Too often
once a person is hired, they find themselves doomed to
being pigeon-holed in that same position for the rest of
their organizational lives. Opportunities for which they
are profoundly qualified go to new hires or others
already in those echelons simply because no one bothered
to look a little deeper into the existing talent pool.
Instead, the lost opportunity costs of promoting
existing in-house talent is multiplied by the costs of
external advertising, recruiting, and interviewing.
Talent acquisition costs can be saved by looking deeper
within the existing talent base.
Ah, the Under-Employed
Malady
Not just in-house personnel
constitute a lost opportunity. Also disregarded are the
in-house under-employed. As we leave the dust of the New
Millennium Depression, we need to survey our internal
potential talent pool landscape – the under-utilized
one. What we’ll discover as we strive to regain full
employment is that there is a thick layer of
under-employed. In many instances, they became part of
the typically overlooked strata because they took a
common sense approach to living – they vied for and
accepted a position below their past experience as a
means of covering the minimum living standard while the
economic storm clouds dissipated.
What usually happens to this
segment of the workforce is that in order to save
dollars, workers are asked to work longer hours or more
hours per week. As the work/life ratio becomes nearly
non-existent, morale will slip and thoughts of going
elsewhere – where there’ll be appreciation for “what I
have to offer” and pay in accordance with the many roles
the candidate fills – become cemented as a more
reasonable option.
Too seldom we – nay, I would
say never – ask the forward-looking question “but do you
have experience in doing …” during the interview.
Getting the answer to this critical question will reveal
the gold mine we have sitting before us. This is a gold
mine that can significantly cut recruiting and training
costs because the experience and know-how already exist.
The need to groom for promotion is negligible. All
that’s required is a short period of orientation so that
the new hire learns the organizational methods before
they move into their proper position.
Non-Traditional
Experience Measures
In this regard, Lou Adler
points out from his Los Angeles July 21, 2004 Hiring 2.0
workshop, the basis for many of our lost quality hires
is using traditional measures rather than
performance-based methodologies that demonstrate
comparable experience and ability. Lou further explains
that when we begin using performance-based methodologies
for screening and interviewing candidates, we will open
a greater candidate pool that is more inclusive of not
only women but all manner of diverse candidates.
According to Lou, “Many
people can perform the job with a different mix of
skills by demonstrating competency in comparable rather
than identical accomplishments.” So it is advantageous
for us to view not only our candidates but also in-house
talent with a view toward comparable experience. The
oversight of assuming complacent satisfaction with
low-rung opportunities gives short shrift to both sides
of the hiring desk. It is a better practice to consider
whether the candidate has developed the desired skills
through non-traditional avenues and via comparable
experiences, not just the standard.
A View to the Future
The prudent move is to learn
more than whether the candidate can use a copier and
type more than 35 words per minute. This is the time to
cull through some of those old interview notes for the
candidates who did not reveal in their resumes that
those other five to ten years of experience was in
positions of responsibility, successfully interacting
with government entities, writing reports, managing
budgets, cutting costs, turning profits, and having
staff that reported to them. Oh well, if interviewing
questions about that type of background weren’t asked or
the expediency caused that oversight, a good remedy is
to keep an interviewing checklist with items on the
order of:
-
Promotion Interest
-
Promotion Potential
-
Management Experience
-
Report Writing
-
Budgets and Costs
-
Negotiations
I’ll let our metrics gurus
calculate how many corporate dollars can be saved by
doing this type of additional screening as we interview
and determine whether the candidate is qualified. If
this exploration is overlooked, I would dare say there
is a large pool of “qualified hires” that are not
being hired. It is thus apparent that the longer there
is qualified talent languishing and under-utilized, the
lower corporate morale will slip, the higher the
turnover rate will go, along with further recruiting
costs.
A good recruiter will become
aware of these additional marketable skills and
background in their candidates and promote them to the
client. Not only is there the potential for increased
recruiter fees if an outside recruiter, but the
potential for a more meaningful and satisfying match for
both the client as well as the candidate.
The Other Under-Employed
This brings me to a unique
class of qualified, under-employed hires who not only go
overlooked but tend to get buried in the organizational
frenzy for getting the right person. Last year I talked
with you about the candidate worth a closer look. It’s
obvious that they’re more than qualified for the
entry-level position for which they’ve applied. There is
refinement in the way they handle things. Their
communication and negotiation skills are impressive. Yet
we greedily screen and hire this talent for the less
than optimal opportunities, giving no consideration to
the fact that they are extremely qualified to do more
and be promoted to a situation more in keeping with
their abilities, speaking to them in condescending
tones.
Survivors of domestic abuse
are not completely unqualified for positions of
responsibility. Nor are they traditionally from
impoverished, needy backgrounds, in lack of education or
intelligence. According to National Domestic Violence
Hotline (NDVH), about a quarter of women (26%) with
incomes above $50,000 have reported domestic abuse in
their lifetimes by a spouse or boyfriend. People who
have achieved this salary range have made other
significant employment accomplishments. These are people
who have been in positions of responsibility.
Accomplishments they bring to bear are equally
traditional and nontraditional. So screening them by
using traditional tools will more than likely reveal an
extraordinary talent who is under-reaching their
potential. They, like their New Millennium Depression
survivor counterparts, take positions far below their
capabilities and experience for the sake of getting back
into the workforce. Screening these candidates using
performance-based methodologies will expose an even
richer talent. The important matter is to screen with a
view to seeing the entire person and their potential.
The NDVH reports that still
another quarter of women (37%) with incomes of $16,000
or below report the same abuse. Survivors of domestic
abuse are more likely to be in this economic stratum.
It’s because, through no conscious fault of their own,
they have lost assets and other material resources.
Making a comparison of the two statistics, it is safe to
assume that there is some homogeneity between the two
populations. The important issue here is to do
performance-based screening in order to cull the
qualified talent.
Some Recruiting
Methodology Refinements
As we look forward in our
recruiting and hiring initiatives, we should begin to
re-examine our screening protocols. It is important for
us to rethink how we conduct our quest for the
“qualified talent” so that we don’t miss some rich
opportunities.
One of the things we need to
put at the top of our recruiting checklist is to search
our in-house talent pool before we do an external
search.
Under-employed,
under-utilized employees are lost gold mines. Rather
than give them away to another industry, a competitor or
allow them to become a competitor, the opportunities
they afford are worth the time it takes to get the full
story about their potential addition in other, more
significant roles within the company.
In addition to doing an
internal search for talent, we need to enlist our human
resource professionals to make certain their screenings
of potential talent include analysis of candidates for
their experiences beyond the advertised desired
qualities, that evaluate experiences and qualifications
candidates have in comparables, and the candidates’
interest in promotional opportunities (especially in the
near future).
Having a good interviewing
checklist is critical. All too often, the interview
focuses only on the immediate situation without a view
to other opportunities with higher responsibility and
remuneration for which the candidate is a match. It’s
important to dig for the unstated background that is
rich in management, responsibility, successful decision
making that’s been camouflaged just to get in the door.
Lastly, we need to take
steps to harness in our recruiting, hiring and retention
dollars and rid ourselves of the social blinders that
cause us to overlook the qualified talent under our very
noses.
About the Author
Yvonne
LaRose is a Certified Domestic Violence and Legal
Advocate. Her practice as a California Accredited
Consultant focuses on organizational and career
development, especially in regard to diversity. She
emphasizes helping both sides of the hiring desk to
better understand the motivations and desires of the
other in order to develop more successful, long-lasting
relationships.
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Employment and Economy Stats
- New
|
Current Stats
CPI:
+0.2% in Sep 2004
Unemployment Rate:
5.5% in Oct 2004
Payroll Employment:
+96,000(p) in Sept 2004
Average Hourly Earnings:
+$0.03(p) in Sep 2004
PPI:
+0.1%(p) in Sep 2004
ECI:
+0.9% in 3rd Qtr of 2004
Productivity:
+1.9% in 3rd Qtr of 2004
U.S. Import Price Index:
+1.5% in Oct 2004
Source:
BLS.gov
(p) = projected |
Trends Unemployment Rate
5.5% in Oct 2004
5.4% Sept 2004
5.4% Aug 2004
5.5% July 2004
5.6% Jun 2004
5.6% May 2004
5.6% Apr 2004
5.7% Mar 2004
5.6% Feb 2004
5.6% Jan 2004
Employment Cost Index
+0.9% in 3rd Qtr of 2004
+.9% 2nd Qtr of 2004
+1.1% 1st Qtr of 2004
+0.7% 4th Qtr/2003
Change in Payroll Employment
+96,000(p) in Sept 2004
+144,000 Aug 2004
+32,000 July 2004
+112,000 June 2004
+235,000 May 2004
+324,000 Apr 2004
+353,000 Mar 2004
+83,000 Feb 2004
+159,000 Jan 2004
Source:
BLS.gov |
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Recruiting Polls and Trends
Demand for workers and related online job recruitment
activity across the United States remained strong in
October, as the Monster Employment Index held steady,
reporting relatively flat online job demand compared
with September results,
when the Index reached its highest level since its
inception.
With a year of data collected, and in keeping with
best practices, Monster Worldwide has officially
re-scaled the Index using the first twelve months (from
October 2003 to September 2004) as a new baseline. The
newly re-scaled monthly
historical numbers continue to accurately reflect the up
and down movements over the past year, and moving
forward, will serve as the Index's basis of measurement.
According to the newly re-scaled baseline, the
Monster Employment Index measured 114 in October,
maintaining the same record level established in
September. The Index's October 2004 level stands in
stark contrast to October 2003 when
Index results stood at 93. Since that time, nearly every
industry, occupation and region has shown steady
year-over-year and stepwise growth that is indicative of
sustained labor market expansion.
Complete
Report: Monster Employment Index
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Layoffs and Downsizing
Report
Recruiters Network has added
a layoff and downsizing report section to its
newsletter. This section can be a great leads source for
candidates.
More information on how to use this section >>.
As a
change of pace here is some breaking news on hiring:
Dell to build factory in N.C., hire 1,500
workers
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Recruiting Essential Bookmarks
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Upcoming Seminars &
Conferences
Nov 17 Recruiting in
Cyberspace
Nov 18-19
Recruiting 2004 Conference & Expo
Feb 26-27, 2005 -
Extending Your Brand to Employees Conference
March 15, 2005
ERExpo West
Complete calendar for upcoming
conferences and
seminars.
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Site Of The Week
HoneyBaked Ham
Giving Can Be Keeping: Retaining
Employees Through Gift Giving
The holidays are fast approaching, and so
the decision on what to give your employees looms.
Rewarding employees through gift giving can help
motivate and inspire them. Gift giving is an opportunity
to recognize and appreciate your staff for their loyalty
and hard work, a strategy aimed at those employees you
want to keep on your team.
Give a gift employees don’t expect. If
you provide monetary bonuses every year, your staff may
no longer think of it as something special. Thoughtful,
personal gifts that employees can use for themselves or
share with family and friends are always a good bet.
They show employees that they’re your most valuable
asset, and that can ultimately boost morale.
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Final Note - On The
Lighter Side
A strange but true
headline:
Women Allege Boss Spanked Them for Errors
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