Baby Boomer Retirement – The Employment Policy Foundation (EPF) estimates that around 80 percent of the looming labor shortage will be due to lack of skill instead of the number of available workers to take the boomers’ place. The majority of the baby boomers are highly skilled and have decades of experience behind them. The upcoming labor force lacks the skills and talent that the up and coming companies require to stay competitive within the world.
The Forthcoming Talent Shortage – Storm #1 Baby Boomer Retirement – Seventy-six million baby boomers were born between 1946 and 1964. The oldest of the baby boomers are already retired and the Bureau of Labor and Statistics projects that many more will leave the workforce due to death, disability, or retirement by 2018. This will adversely and dramatically affect the U.S. economy, especially the workforce. In addition to the baby boomer retirement crisis, BLS estimates that there is a much smaller pool of skilled workers coming in to take the baby boomers’ place in the workforce.
International Competition – Over the next 15 years, approximately 3.3 million American jobs and $136 billion USD in annual salaries will be lost to India, China, the Philippines and Malaysia. Many more foreign companies will be establishing operations in the US and competing for US workers right here.
Globalization of the workforce - Next year it is anticipated that 100,000 Chinese and 100,000 Indian immigrants will leave the United States to return home to work. What was once a trickle of emigration, has now become a waterfall.
Increasing numbers of Americans are seeking work assignments abroad in the new rapid growth economies. Many countries are facilitating movement by easing immigration restrictions.
The Forthcoming Talent Shortage – Storm #4 The failure of the US educational system and the resulting decline in STEM candidates –
The Forthcoming Talent Shortage – Storm #5 The Talent Mismatch – Fifty-two percent of U.S. employers have reported difficulty filling the talent shortage—a 38 percent increase over last year. This is one of the fastest growing concerns of US employers – and this was reported while the economy was still in the early stages of recovery. By 2020, it is estimated that approximately 10 million new skilled workers will be necessary to fill the talent shortage.
The numbers are not there! Gen X and Gen Y cannot replace the retiring Baby Boomers. – So who will take the boomers' place? It is reported that the “baby bust generation” (Generation X) totals only 47 million and the “echo boom” generation (Generation Y) totals about 60 million. About half of the generation Y population are teenagers and college age students. Consequently, this generation will not be filling the boomer’s jobs in the near future. The workforce crisis has started and will continue growing much faster than colleges will graduate highly skilled professionals.
Motivation of Candidate – The barriers to immigrating to the United States are many and substantial. Only the most motivated clear the hurdle.
The Diversity of Candidate – Diversity has its own rewards by stimulating new ideas and creating a fusion of divergent thought processes. The leadership influence of highly motivated, loyal hard-working employees can have a profound impact on the domestic staff.
Visionary Candidates – Considering the high level of sacrifice involved in leaving a home, culture, family and friends, most immigrants are driven by a sense of vision. This visionary ability translates into advantages for US employers.
The cornerstone of corporate accomplishment begins with the formulation of a well-stated policy. If there is no immigration policy, uncertainty and misinformation will dictate the course and the results.
An immigration policy should clearly state that the company is proud to sponsor qualified applicants for immigrant and nonimmigrant benefits.
An immigration policy should be part of the larger affirmation of company diversity.
An immigration policy must be published to be effective. The language should appear everywhere that affirmative action language appears, such as recruiting materials and on the company website.
Atlas, at each annual review, may consider serving as the employer sponsor for the employee’s lawful permanent residence.
Upon management approval, Atlas may elect to serve as the immigrant employer sponsor. In such case, Atlas shall pay any legal fees or costs required by law to be paid by an employer. Such sponsored immigrant employees shall pay for all other legal fees and costs incurred in the immigration process.
Recruit for Future Needs Based on Available Tactical Immigration Timetables
Example: A hospital needs 100 qualified and licensed Registered Nurses. The processing time is currently approximately 48 months (except for Canadian and Mexican RNs under NAFTA’s TN visa). The hospital can project its needs for RNs for the period 48 months from now. By beginning to process the visas now, full staffing can be achieved within 48 months.
Where the employer has a continuing need for specific talents or job skills, the employer can project those needs over the next five years and by filing the appropriate number of petitions and applications each year, assure a steady flow of specialized talent each year.
Employers too often think of immigration as a last resort to fill a particular need.
By expanding recruiting to include international candidates located here and abroad, the pool of candidates will include greater numbers of the 4% candidates.
By being proactive in strategic immigration planning, employers can gain tremendous competitive advantage
Conclusion By careful strategic immigration planning, it is possible to create a powerful competitive advantage by successfully recruiting outstanding staff from the United States and abroad! Mexico
Q & A Thailand “ The world has amazing talent, let’s not squander it!”