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Recruiting in the Year 2005 --Or Thereabouts-- Some Thoughts on the Future

Recruiting in the Year 2005 --Or Thereabouts-- Some Thoughts on the Future. Kevin B. Wheeler Global Learning Resources, Inc. U.S. Unemployment Rates 1991-2000. Percent. Over Next 5 Years. More rational stock market Employment shift from large companies Small firms will dominate

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Recruiting in the Year 2005 --Or Thereabouts-- Some Thoughts on the Future

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  1. Recruiting in the Year 2005--Or Thereabouts--Some Thoughts on the Future Kevin B. Wheeler Global Learning Resources, Inc.

  2. U.S. Unemployment Rates 1991-2000 Percent Over Next 5 Years. . . • More rational stock market • Employment shift from large companies • Small firms will dominate • Free agency will climb

  3. Population growth down Skilled workers down Older, aging workforce Changing generational attitudes Increasing diversity Workforce Trends

  4. New Zealand Stats 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%

  5. Dependents-Developed WorldYoung and Old as % of Working Age Population 0 - 14 = 27% 65+ = 22%

  6. Unskilled vs. Skilled Jobs 1950 2000 65% Skilled 60% Unskilled 20% Skilled 15% Unskilled Source: Milken Foundation

  7. 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.

  8. 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. Towers Perrin Findings Source: Towers Perrin, August 2001

  9. Towers Perrin Employee Categories Source: Towers Perrin, August 2001

  10. 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 Three Generations Interact

  11. * Then: Long Hair* Now: Longing for hair* Then: Keg.* Now: EKG.* Then: Moving to Californiabecause it's cool.* Now: Moving to Californiabecause it's warm. *Then: Getting out to a new, hipjoint.* 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 BrandoorElizabethTaylor.* Now: Trying NOT to look likeMarlon Brando orElizabethTaylor. * Then: Take acid.* Now: Take antacid * Then: Passing the driver's test.* Now: Passing the vision test. Smiles

  12. Different Strategies for Different Generations 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 Y-Leadership/Mentorship's-Project-oriented work-Egalitarian/Social concerns-Balance-Fair pay for work done

  13. Fundamental Premise: Labor/Skills Supply Changes Everything We Think About Recruiting

  14. 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. Supply & Demand

  15. Screened resumes/CVs Second guessed hiring managers Spent lots of time interviewing candidates Focused energy and time on administrivia – scheduling, coordinating, arranging. Recruiter’s 20th Century Roles

  16. 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 The “Old” Model

  17. Resumes Received Screened Resumes POSITION A Current Supply Model ADVERTISE IN LOCAL PAPER OR ON A JOB BOARD SCREENINGOUTWALL

  18. 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. Supply & Demand Changes

  19. New Strategies & New Recruiting Skills What Do You Do?

  20. 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 Understand the Trends

  21. C+C+C EducationalInstitutes ContactMgmt ATS CorpRecruiters Agencies Screening TargetedMktng JobBoards Strategic Linkings Connections Convergence Collaboration

  22. Everything is Internet-based Branding & creation of employment identities are vital Its mostly about relationship development & management Focus is around a talent strategy There have to be multiple sources and categories of candidates -- competitive intelligence 5 Key Themes

  23. Development New Sources • Interns • High School Programs • Employee promotions • Specialized Job Boards • Non-Traditional Events • Elderly • Handicapped • Free Agency New Model JOB MATCHING Proprietary Talent Community Referrals Web Visitors Open Positions On-going WebCreated Relationships Alumni Relationships -Better defined -Better Planned -Diverse sources SCREENING Strategy is key. Timelines are short.Quality has to be high. Focus is on relationships and candidate experience.

  24. Help Wanted Advertising Trends Economy.com (left), The Conference Board (right)

  25. 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 New Concepts

  26. 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) Emerging & Connecting Technologies

  27. 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.? What IS This?

  28. 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 And These?

  29. 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 What is a Talent Strategy?

  30. A step-by-step process The people andbudget you have Capabilities • Turnover knowledge • Retention plans • Growth targets • Workforce assessments • Competency analysis • Succession plans • Internal transfer opportunities • Recruiting Skills • Corporate University • e-Learning strategy • Number of available skilled people • Number you can develop • Career development projections

  31. 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. A Candidate-Centric World

  32. 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 Emerging Ideas

  33. 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. World Class Recruiting System

  34. 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 World Class Recruiter

  35. Are You Ready? Thanks. Kevin Wheeler Global Learning Resources, Inc. California, U.S.A. 510-659-0179 kwheeler@glresources.com www.glresources.com

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