Boise trends 2013

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Boise trends 2013

  1. 1. Dr. Philip GardnerCollegiate EmploymentResearch Instituteceri.msu.edu
  2. 2. Today’s Agenda• Overview of the College Labor Market – Snapshot of past three years – Focus on this year• The transition into the workplace – All about skills• The gatekeeper: internships• Workforce readiness project for the BV
  3. 3. It’s was a very good year – except still not enough jobsA REVIEW OF YEARS PAST
  4. 4. • Strong group of outliers: big & small • No tail: clustered around no change • All majors in play • Tech fields slow; marketing &Highlights from sales 2010-2011 • West lagged behind
  5. 5. • Broad and deep • All Majors: major influence • Sectors: Government down and manufacturingHighlights from sliding 2011-2012 • Size: David and Goliath
  6. 6. SETTING THE STAGE FOR 2012-2013
  7. 7. Macro & Micro Events • Big Events – European slide – China: internal adjustments – Energy: US back in the game – Inflation • Fiscal Cliff • Micro events – Jobs – Consumers – Supply: too many
  8. 8. THE YEAR 2012-2013
  9. 9. Sitting On the Fence• Winners • Losers – Hospitals – Big Banks – Health care – Coal – Construction: Home – Big Energy – Construction: – Defense contractors Infrastructure – Luxury Goods Retailers – Alternative energy – Casinos
  10. 10. Obstacles in Reaching Hiring Targets – Budgets and staffs – No short term plans & lack of support from the top – Competition – Students • You have met Emmie! – Career Services
  11. 11. N-S-E-W• Direction hiring is expected to take – Big shift from last year – Employer outlook continues to improve – My grass is greener than your grass! – Only 24% with definite plans (last year 42%) – 45% will increase the number of Bachelor hires this year – stays about the same
  12. 12. Hiring Targets: 2012-2013 Projections for 2012 -2013 Number Of Average Average ChangeDegree Employers Number Of Number Of Year Over Year Reporting Hires Hires (%) (2012) (2013)Associate’s 667 7.6 10.2 31Bachelor’s 1,931 22.2 23.3 5MBA 517 5.8 5.1 -6MS/MA 716 10.3 10.2 -1Ph.D. 238 4.6 5.0 8Professional 168 15.5 14.7 -4Total Hires 2,057 33.4 34.4 3
  13. 13. Good News: In Certain Places• Organizational Size – Thanks for the little guy – Middle holds – Large companies sitting on the fence• Economic Sector – Leading the charge: Oil, Financial Services, Wholesale, Construction, Retail, Transportation – Falling behind: Utilities, Ag (short-term), Information Services, Manufacturing, Health
  14. 14. Majors• Soft: – Engineering: electronics, fabricated metals, military segments – Accounting: CPA firms decrease – Computer Science: market reality• Strong: Finance, Marketing, Supply Chain, HR, Adv-PR-Communication (sales)• Keeps rockin’: All majors
  15. 15. Mark Zandi’s Job Growth Projections Education & Health Services Leisure & Hospitality 27% 24% Financial Services Retail & Wholesale Construction 11% 17% Other 8% 6% 7% Professional & Business Services
  16. 16. Starting Salaries• What’s not in your wallet? – Not much: 75% not increasing salary – 5% indicated they are offering signing bonuses – Nearly 20% have some type of performance bonus – Slight rise in commission based salaries – Health care coverage in lieu of $$$$
  17. 17. Key Recruiting Strategies• Internships• Career Fairs – Mostly for finding interns• Alumni from target schools (Bronco network)• Social media
  18. 18. Internships• Primary purpose – Full-time employment• Golden Goose still laying eggs – 65% seeking internships – 17% seeking co-ops – 33% offering summer positions with pay• Unpaid situation – Many with unpaid are motivated to help profession or social responsibility
  19. 19. Handling the skills shortage• Training• Technology (the next tragedy)• Recruiting (the new time dimension)
  20. 20. Critical Issues• Faculty• Skills• Attitudes and Behaviors
  21. 21. Employers’ Takes on AcademiaAcademic professors do not understand the critical business skills needed and provide poor counseling/advice to students. …many new grads are having difficultyarticulating the relevance of their study to the job they have applied to.
  22. 22. Employers’ Takes on the Skills Gap We need people who know how to use Excel and other professional programs, write professional documents, communicate in a professional manner, and have a basic knowledge of how a professional organization acts
  23. 23. Employers’ Takes on Attitude There is an overinflated sense of self and abilities…College students have an attitude of entitlement that they are owed a job, and it should be at a specific dollar amount, even though they do not have a basis for that dollar amount. Many candidates don’t project that they are interested, optimistic, and want to help the company succeed.[We have] retention issues because candidates resign due to business challenges being more than they expected or are willing to try to accomplish.
  24. 24. The Transition 1950 to 1989 • No experience necessary • Tenure in 1st position: 4 to 5 years • Companies did most of the training • 65% of college hires with Fortune 500 • Legacy system for recruiting and accountability
  25. 25. The Transition Since Early 1990s • Experienced required • Tenure in first position 12 to 24 months • Most organizations provide little or no training • Skills & expectations have soared (employers) • 35% to 40% of college grads hired by Fortune 500 • Still rely on legacy practices and accountability measures
  26. 26. Benchmark: 12 Essentials • Developing  Working in a Diverse professional Environment competencies  Managing time and • Communicating priorities effectively  Navigating across • Solving Problems boundaries • Balancing Work and life  Acquiring knowledge • Embracing Change  Thinking Critically • Working Effectively in a  Performing with Team integrity www.careernetwork.msu.edu (click on resource guides)
  27. 27. The Higher Standards◦ Initiative: The Holy Grail◦ Build and sustain professional relationships◦ Analyze, evaluate and interpret data◦ Engage in continuous learning◦ Communicate through persuasion and justification◦ Plan and manage a project◦ Create new knowledge◦ Seek global understanding◦ Mentor and develop others◦ Build a team  Paper is available at www.ceri.msu.edu (check under paper archives)
  28. 28. Case study: Boise – Top Skill Cluster• Able to perform with integrity• Able to solve problems• Able to manage time and priorities• Able to take the initiative• Able to analyze, evaluate, and interpret information• Able to contribute to a team• Able to effectively communicate orally• Able to build and sustain working professional relationships
  29. 29. Case study: Boise – 2nd Cluster• Able to embrace change.• Able to acquire knowledge• Able to manage and synthesize different sources of information.• Able to effectively communicate through writing• Able to create original ideas and innovations (be innovative).• Able to plan and manage a project• Able to develop further professional competencies.
  30. 30. Case study: Boise – Top A&B• Takes responsibility and is accountable for work and behavior (accountable)• Demonstrates a strong work ethic (work ethic)• Displays sound judgment and controls feelings/emotions in work situations (maturity)
  31. 31. Case Study: Attitudes & Behaviors II• Works with limited direction (self-directed)• Cooperates with co-workers in a respectful, sincere manner (humility)• Conveys passion for work and career (passion)• Functions effectively in an ever changing environment (adaptable)• Completes assignments and other commitments punctually (punctual)
  32. 32. WORKFORCE READINESS PROJECT
  33. 33. Phase II & III• Phase II: BSU Alumni – Career Progress – Skills & Competencies for Success – Preparedness• Phase III: BSU Current Students – Career Aspirations – Employer Expectations: Skills & Competencies
  34. 34. Preliminary Results: Phase II• Top Skills: 1st Position • Top Skills: Current Position – Able to manage time and – Able to manage time and priorities priorities – Able to perform with – Able to take the initiative integrity. – Able to effectively – Able to effectively communicate orally communicate orally – Able to solve problems – Able to solve problems. – Able to think critically. – Able to think critically – Able to acquire knowledge – Able to acquire knowledge – Able to take the initiative – Able to perform with – Able to integrity analyze, evaluate, and – Able to interpret information analyze, evaluate, and interpret information
  35. 35. Time to shareQUESTIONS & THOUGHTS
  36. 36. ceri.msu.edu

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