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A Kennedy Information Publication | April 28, 2009 |
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Welcome to Recruiting Trends Bulletin, a twice-weekly e-zine for recruiting professionals, from the editors of RecruitingTrends.com. In this edition:
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Thought Leadership
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A Kennedy Information Publication
April 28, 2009
Welcome to Recruiting Trends Bulletin, a twice-weekly e-zine for recruiting professionals, from the editors of RecruitingTrends.com.
In this edition: New Candidate Profiles for a New EconomyHalf of Laid-Off Workers Find JobsRecruiters Helping Candidates Succeed at Job FairsNews for RecruitersUpcoming Recruiting EventsJobs for Recruiters Thought LeadershipBy Barbara Poole
Gone are the days of valuing consistency over
entrepreneurial spirit. Today’s companies learn to manage the
delicate balance by hiring employees who, regardless of their position,
are infused with the ideals of entrepreneurship.
As recruiters, we have been accomplished stewards of our company’s
culture. It has been an easy task to quickly ascertain, through skillful
interviewing, whether a candidate presents as a skill set and cultural
chemistry "fit" for the organization. In the past (which may be as
recent as 2008) desirable candidate attributes sounded like a laundry
list of consistent behaviors that assured 1) the candidate’s
ability to succeed as a team player, and 2) that the candidate did not
make wave while doing so.
Enter the economic crisis of 2009, and the criteria for hiring once
viewed by recruiters as effortless have vastly changed. The pre-layoff
staffing patterns of organizations have been drastically altered. In
these de-layered organizational models, we find certain characteristics
that mark a warning for those of us charged with casting the net for the
company’s future human capital. Organizations emerge as leaner,
under more scrutiny, and more accountable for shareholder (and in some
cases, government) value, all while charged with out-performing the
competition if they are to survive. These mandates come at a time when
management and front line employees are reeling from cutbacks and the
change in the way business needs to be conducted going forward.
Consistency hiring outdated
To move beyond the cubicle culture
so pervasive in today’s large companies, it is important to realize
that senior managements’ past hiring practices may very well have
led to the level of rampant employee disengagement we see today. By
hiring to a profile of consistency, corporations ensured a
compliant employee base, who in reality is detached from the broader
business issues of the organization. The resultant loss of productivity
is tragic, and has led to the downfall of far too many companies and
jobs across the nation.
More. . .
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Despite it being one of the most challenging hiring environments in the
nation’s history, 41% of workers who were laid off from full-time
jobs in the last three months reported they found a new full-time,
permanent position while another 8% found part-time work. This is
according to a survey from CareerBuilder that included 807 workers who
were laid off from full-time jobs within the last 12 months. The survey
was conducted between February 20 and March 11, 2009.
"This is encouraging news for the 3.3 million workers who have lost
their jobs in recent months," says Brent Rasmussen, President of
CareerBuilder North America. "It’s going to take longer to find a
job in today’s market, but there are opportunities out there in key
areas such as healthcare, government, education, sales and technology.
It’s important to devote five hours or more to your job search
every day, check online listings, talk to recruiters, join social
networking sites – use all the resources you have available to
you."
Comparing Gender and Age
More men than women who were laid off
in the last 12 months were able to find full-time employment – 59%
of men compared to 49% of women. Comparing age brackets, workers ages 35
to 44 were the most likely to find full-time jobs after a layoff at 68%.
Workers ages 18 to 24 were the least likely at 41% followed by 46% of
workers age 55 and older.
Severance and Long-term Savings
The financial implications of
job loss were significant for affected workers. Of those workers who
were laid off in the last 12 months, only 32% received a severance
package from their employers. Sixty-nine percent reported the severance
sustained them for 2 months or less. One-in-four said it sustained them
for less than one month. Forty-five percent of workers who were laid off
in the last year had to tap into long-term savings as a result of losing
their jobs.
More. . .
By Tony Lee
The
popularity of job fairs waxes and wanes with the economy, and in our
current downturn, these gatherings are back again with a vengeance. From
big cities to small towns, job fairs are being organized by national job
boards, local chambers of commerce and all sorts of organizations
in-between. And there’s no doubt that bringing together employers
that have available jobs to meet with eager job hunters is a great
concept.
The catch from the employers’ perspective is in making sure that
candidates have the correct expectations before they head off to a local
fair. As a participating recruiter, everything you can do to help
prepare candidates for the experience will make the day that much more
valuable for you and them.
When a laid off project manager was preparing to attend a recent job
fair in a New Jersey suburb, for example, he focused on the same things
he thought about when he first attended job fairs 10 years ago: the look
of his suit, the quality of his resume, and the best way to avoid
traffic while getting to the hotel ballroom. Things have changed, and he
was in for a big surprise.
The fair was scheduled to run from 9am to 3pm, and the job seeker
arrived around 10:30am. He was greeted by a line of fellow job hunters
that, as far as he could tell, stretched from the ballroom down two
hallways and into another empty ballroom. And that was just to register
to attend.
More. . .
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