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By
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Consistency hiring outdated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. . .
News for Recruiters:
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U.S.
Economic Crisis Negatively Impacts Biotech/Pharma/Health: Medzilla
Report
As March saw the end of the first quarter of 2009 draw to
a close, several companies announced layoffs, and while many may have
been small, companies serving the pharmaceutical, biotechnology, and
health care industries were also affected, reports career Web site,
MedZilla. And even as 14,000 new health care jobs were created, the
average job creation in the first quarter was only 17,000 per month, as
compared to 30,000 per month in 2008. Unfortunately,…
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Best
Practices Built Into Total Compensation Statement Software
Total
Rewards Software, Inc., a specialist in on-demand total compensation
statement software develops a best practice methodology called Critical
Success Factor 360. The program combines its on-demand software with all
of its best practice modules into a systematic, 360-degree recruitment
and retention, communication platform. "Traditionally, employers have
provided total rewards statements to their employees and hoped for the
best. They had no visibility into whether employees viewed their
statements, what improvements they would like to…
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SilkRoad
Partners With Simply Hired
SilkRoad technology, a provider of
talent management solutions, announces a partnership with Simply Hired,
a job search engine and advertising recruitment network, indexing more
than five million job listings worldwide. The partnership will enable
SilkRoad customers to expand their reach to potential candidates. Jobs
indexed by Simply Hired through OpenHire™, SilkRoad's recruiting
management solution, will provide customers the ability to distribute
and include their jobs in the organic listings on Simply Hired's network
of over…
-
More...
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