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Cynthia Giles

Cynthia Giles

The Global Talent Picture


Globe

Warm off the press:  Manpower Inc.’s 2010 Talent Shortage Survey.   After checking in with more than 35,000 employers across 36 countries and territories, Manpower found that:

Although the current global economic situation has increased the number of overall job seekers in labor markets worldwide, there is still a notable talent shortage in many countries and industry sectors. So the immediate problem is not the number of potential candidates. Rather, it is a talent mismatch: There are not enough sufficiently skilled people in the right places at the right times.

The biggest gaps are in Japan (76%), Brazil (64%), Argentina (53%), Singapore (53%), and Poland (51%).  In the Americas overall, 34% of employers are challenged to fill some positions, but that’s down a bit from 2009, and still a little below the global average.  North American employers are in much better shape than their South American counterparts, with only 14% having problems in the U.S. and 21% in Canada.  Whether North or South, technicians are the hardest to find, with secretaries/admins in the second position, followed by laborers and sales representatives–and those top categories remain similar across other regions as well.

As for Europe overall:  Ireland (4%), the United Kingdom (9%) and Norway (11%) are doing just fine in the talent match department, but in Italy, Germany, France and Greece 20-30% of respondents report gaps, with Sweden, Spain, and the Netherlands all hovering in the teens.

Although the report includes a category for the Middle East and Africa, it seems to be empty—i.e., there is no information included for any country in those regions except South Africa, where the talent match gap is reasonably small, at 16%.  On the other hand, Asia and the Pacific are above the global average, with high numbers across the board for a regional average of 41%.  That’s a substantial increase of nine percentage points over 2009.  Japan’s sky-high number leads the region, with Australia and Hong Kong also problematic at 45% and 44%  respectively.  Bright spot: India at just 16%.

World of Work’s Newsline offers this analysis from Manpower chairman and CEO Jeffrey A. Joerres:

Employers have gotten more specific about the combination of skill sets that they are looking for, not only seeking technical capabilities in a job match, but holding out for the person that possesses the additional qualities above and beyond that will help drive their organization forward.

Job seekers who want to be competitive will have to develop higher skill levels, Joerres concludes, as companies look for ways to do more with less.  Uncomfortable reality:  The employment future could include both an increasing number of unfilled positions and a rising level of unemployment.


(Our brightly colored globe is an “orthographic projection, centred on 40 degrees S, 170 degrees W, with shoreline data from GSHHS.”)

Some Notes about Mental Health and the Hiring Process


Labyrinth

In a recent post I noted that concern over post-traumatic stress disorder (PTSD) could be one reason for high unemployment rates among veterans.  Potential employers may fear—or even assume–that soldiers who served in combat zones are likely to suffer from PTSD.  And unfortunately, it’s not possible to dismiss these concerns as unjustified.  Rates of depression, dysfunction, and even suicide are reportedly high among troops who have fought in Iraq and Afghanistan.

On the other hand, not all or even most combat veterans experience psychological difficulties, and even those who do are not necessarily unable to become productive employees.  As AMVETS communications director Ryan Gallucci explained in a recent Washington Post op-ed:

Veterans’ advocates and media outlets have called attention to how PTSD is a normal reaction to the abnormal and profound realities of combat. This message was intended to help veterans recognize it is okay to seek counseling while readjusting to civilian life. Unfortunately, the public may have received the message differently, assuming that all of today’s military men and women must suffer from some kind of mental illness.

In reality, any job applicant, veteran or not, could be experiencing psychological difficulties, or might have been diagnosed with a psychiatric disorder.  So it is no more fair to assume that vets are ticking time bombs than to think of every job-seeker as a closet crazy.

Mental health is a complex matter, and there are no simple answers to the dilemmas faced by recruiters and HR organizations.  The best plan is to take a step back, view the entire issue objectively, and approach it as a matter of good management.  The Canadian consulting group Mental Health Works offers some excellent information for employers, including an overview of best practices for the hiring process.  A couple of key tips:

  • When creating/posting job descriptions, identify any essential psychological skills required for the position. “Include any interpersonal or ‘emotional’ competencies that the job requires, such as the ability to multi-task or strong decision-making skills under pressure.”
  • When reviewing resumes, don’t assume that gaps necessarily mean an employee is not capable. “People with a mental illness may have gaps in their resume due to periods of illness or hospitalization,” but if your organization is committed to equal opportunity hiring for people with disabilities, that fact should not be disqualifying.

Unlike physical disability, which is often evident and relatively easy to understand, mental illness can seem like a mystery—and that makes it more difficult to craft and implement positive policies in this area.  For a better understanding of the psychological challenges that face combat troops, read about an innovative program that embeds mental health professionals in U.S. National Guard units.  And for insider views of living with mental challenges, learn from Temple Grandin (an expert on animal behavior who writes about her experiences as an autistic person) and Kay Redfield Jamison (a psychiatrist who herself copes with manic-depression).


(Thanks to AnonMoos—great handle!–for the graphic variation on a classic Cretan labyrinth.)

Gen Z: New Kids in the World

In the month of May, 2010, 13-year-old Jordan Romero became the youngest person to climb Mount Everest, and 16-year-old Jessica Watson completed her solo sail around the world.  Meanwhile the preternaturally gorgeous and phenomenally talented jazz singer Nikki Yanofsky—who was just 12 when she debuted at the 2006 Montreal Jazz Festival–has released her first major CD.  (Even if you’re not a jazz enthusiast, listen to her ballistic version of Take the “A” Train . . . and marvel.)

Right around age 12 seems to be the new normal for launching a superstar career.  The Today Show recently featured a segment with pre-teen movie critic Jackson Murphy (youngest nominee ever for a NY Emmy) and sixth-grader Grayson Crouch went straight from a school recital to a major recording contract, after posting his Lady Gaga cover on YouTube.

So what’s up with these kids?  And why should you care?

There have always been young phenoms (think Judy Garland or the Jackson Five)—and in any case, your company probably doesn’t need to hire any juvenile sailors or singers.  But these young people are different from the shooting stars of yesteryear, and they are setting a brand new standard for their generation.  That’s the generation, by the way, that will be knocking on corporate doors in just a few years.

Child stars of the past were almost all either “managed” into the limelight by their parents, or they were born into show biz families.  Most struggled with fame and many lost the fight, ultimately succumbing to drugs, criminal behavior, even suicide.  The list of those casualties would be very long.

But these new exemplars seem different: composed, self-directed, realistic, and multi-talented.  They are members of “Generation Z,” a born-after-1995 group also referred to as “Net Gen” because they have grown up with the everywhere Internet.  Their constant exposure to information and entertainment may have created a higher level of talent maturity—and of course the broad opportunities for personal exposure today make it easier for people in general (even oldsters like Susan Boyle) to find fame.  There’s a lot more to consider about Gen Z, though . . .

For some useful insights, check out Penelope Trunk’s post What Generation Z Will Be Like at Work.  In fact, browse around her Brazen Careerist blog, which offers young professionals frank advice “at the intersection of life and work.”  If you’re not in or that familiar with Gen Y, a few minutes in Penelope Trunk’s world will give you a sense of how (and how much) it differs from Gen X.

Then consider that Gen Z is likely to be even more different its predecessor, and you have some idea of what it may be like to recruit the graduates of 2015 and beyond.  Takeaway: Start thinking about the next wave of workers RIGHT NOW.  These kids aren’t losing any time–and neither should businesses that want to grab the best and brightest ahead of their competition.

Needless to say, this will require a corporate website located on the leading edge of design, content, and functionality.

Data: The Next Big Thing in Social Media?


Many Eyes

Well, probably not the next really big thing.  But data sharing has certainly begun to establish a perch in the social media world.  And companies that make use of other social networking opportunities should keep an eye on the developing social data space.

What is the social data space? A broad definition would include one of the most-visited websites in the world:  Wikipedia.  Wikipedia provides a location in which people can work together to amass and improve information on almost any topic imaginable.  Insofar as data and information are the same thing, Wikipedia is the ultimate in social data publishing.

A more strict definition would focus on data that fits in spreadsheets–and visualization sites like Many Eyes, Tableau Public, and Swivel that allow users to format and share spreadsheet data online.  Users can bring their own info (for example, non-sensitive business data) or grab some from an open source (typically a government agency or non-profit organization) and create an information graphic that is publicly visible.  Others can add to the product, link to it, or comment on it.

Essentially, the social data space is like YouTube for facts and numbers.  In addition to the data viz sites already mentioned, there are also sites that make it easy to get/create/share just the data itself.  Socrata, for example, offers an easy-to-use interface for accessing government info like White House visitor records, and also hosts user-created datasets that range from Le Sarkometre (the 113 promises made by candidate Sarkozy) to World’s Largest Cathedrals (embellished with photos, Wikipedia links, and factoids like approximate volume).  There are even specialty sites like StatPlot, where sports fans have communal fun with figures.

The introductory video on Tableau Public’s home page offers a nice look at the possibilities of data visualization, and the blog Information Aesthetics has in-depth reviews of Many Eyes and Swivel that will help orient newcomers to the data viz space.  IA also offers an overview of Google’s data apps.

Relevance for corporate recruiting?  It’s common practice now for companies to have an established social media presence that includes (at least) YouTube, Facebook, and Twitter.  They may also use other social media channels targeted to particular user groups.  So for companies that do a lot of recruiting in the areas of technology, science, IT, analytics, and so on—it seems like the social data space would be a natural next step.  Businesses could post interesting visualizations based on their own data, look for passive candidates in the online communities, and embed interesting/relevant visualizations in company weblogs, just like YouTube videos.

I don’t know of any companies or recruiters actively utilizing the social data space, but it’s bound to happen.  Worth considering, anyway!

Unintended Consequences: Rising Veteran Unemployment


Toyota Vets

The unemployment rate among U.S. veterans of Iraq and Afghanistan has been increasing every year—all the way from 6.1% in 2007 to 14.7% in March, 2010.

Obviously, unemployment is higher overall in 2010.  But in March the composite national rate was about 10%, which means there’s a big difference between vets and most other groups.

A recent USA Today story cites three specific reasons for the high rate of veteran unemployment:

1.  Difficulty in translating military skills to civilian job requirements
2.  Employer worries that reservists will be redeployed
3.  Employer concerns about post-traumatic stress disorder (PTSD)

Reason 2 is just plain practical, from an employer viewpoint—and while very large companies can absorb the absence of employees during deployment, it’s a tougher call for small organizations.  But Reasons 1 and 3 are more complicated.

USA Today notes that vets often have skills that would be very valuable to business, but the skills don’t translate well into “job-application language that civilian employers can grasp.”  To expand transition opportunities for veterans, Sen. Patty Murray (D-Wash.) has introduced legislation that would add apprenticeship programs to educational options under the G.I. Bill, improve resume training, and provide assistance to vets starting small business.

Those measures would certainly help, if passed.  But more business leadership on this topic could also be vital–and a great first step would be a close look at the recruitment process itself.  For one thing, consider the usual emphasis on finding “passive candidates” and “A-level talent.”  Could some of that effort go toward identifying high-value vets?  And for another, examine the amount of reliance on keyword-screening of resumes and applications.  That approach tends to favor applicants who have highly developed job-seeking skills, and may disadvantage men and women recently out of the service.

On the corporate website, check for any subtle factors that might discourage or disadvantage vets, then consider adding (or emphasizing) positive messages.  For one good example of veteran outreach, drop by the Toyota Careers page, where a prominent link leads to their Hire a Hero microsite.

For another example, check out Home Depot, which established its Military Partnership program in 2004.  HD offers a detailed view of its programs supporting employment for service families (including a special invitation to military spouses) and provides a simple, step-by-step guide to job application.  Then listen in on a discussion of how Sodexo uses social media to recruit from the military community.

A lot more ideas, plus a generous helping of inspiration, can be found at G.I. Jobs.com.  And for a U.K. view, visit Veterans World.  Though it may be a bit of cliché, it’s worth repeating that people who have given service to their country deserve at least an even chance to enjoy the benefits they help to secure. Hopefully that’s a position all parties can agree on.

As for PSTD . . . look for a post soon on mental health and corporate recruitment.

“Careers” Meets Crisis: BP

 

BP Screenshot

Is there any good way for the corporate Careers page to deal with a highly publicized business problem such as BP’s Deepwater Horizon spill?

Certainly there is no easy answer to that question, but there are two conventional approaches:

  1. Completely separate the crisis from everything else, including Careers, or
  2. Distribute the crisis message throughout all corporate communications

BP has apparently chosen Option 1.

The BP website has a tab labeled Gulf Response.  Other than that—not a mention of the crisis anywhere.  Not on the Investor Relations page, not on the Careers page, not on the Home page.  Not anywhere, at least as of May 31.

There’s an argument to be made for the isolation strategy, and in some cases it probably is the best approach.  But given the extent and the notoriety of BP’s current crisis, the absence of mention seems seriously unrealistic.

It’s hard to imagine that anyone will come to the BP site without a general awareness of the enormous, still ongoing problem that now confronts the company.  So it seems unfortunate to have the following text in the box titled “Featured job category”:

BP has a remarkable record of exploration – one that’s taken us from the Gulf of Mexico to Indonesia. That’s why we need people with exceptional talents and training to help us make every well better than the last.

Rewriting the Careers page is understandably not a top priority for a company in crisis.  But in BP’s case, all the pages seem untouched, so it’s probably not a matter of priorities, but rather of strategy.

Toyota is the only company that can reasonably be compared with BP in terms of crisis management, at least in recent times.  So how has Toyota dealt with this problem?  In a surprisingly simple—and fairly effective—way:  They have a News feed on the Careers landing page.  Also on the About the Company landing page.

The “News” items are mainly company press releases, so the messaging is controlled.  But there is still an impression of transparency.  And the inclusion of a News section at least acknowledges that something is going on . . .

Beyond the corporate website, BP has a growing social media problem.   A CNNMoney.com story reported on May 26 that “an online movement to boycott BP for its role in the Gulf of Mexico oil spill is growing at a rate of better than 25,000 names a day.”  That won’t hurt BP financially (they don’t own the 11,500 U.S. stations selling their gas), and even if public attitudes did affect their sales, the amount of money lost wouldn’t be a drop in the ocean compared to their other looming losses.  So what difference does it really make if people vent about the company online?

That remains to be seen.  But one reality is that some people thinking of a career with BP will think twice—and may well choose a company that seems more forthcoming.