The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and more jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. High-tech, manufacturing and construction saw the largest rise in jobs requiring specific skills. Most organizations expect these trends to continue or accelerate in the next 3-5 years.
Changing Employee Skills and Education Requirements—Changes in the Workforceshrm
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. Industries like high-tech and manufacturing predicted growing demand for skills in science, technology, engineering and math. Overall, there was a trend toward needing more highly educated employees with bachelor's degrees or advanced degrees.
Changing Employee Skills and Education Requirements—Training Budgets, Resourc...shrm
The document summarizes findings from a survey about training budgets, resources, and strategies. Key findings include: most organizations (57%) had a training budget in 2011, with state/local government, federal government, and finance being most likely and construction/mining/oil/gas and manufacturing being least likely; the median total training budget was $50,000, with high-tech, federal government, and finance having the highest; and most training occurs on-site or through employer-provided off-site options, while a small percentage of budgets are spent on remedial education.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The document summarizes findings from a SHRM survey about the ongoing impact of the recession on the high-tech industry. Key findings include:
- Job applicants often lack basic skills in writing, math, science, and technical skills. They also commonly lack applied skills in IT, critical thinking, and communication. The most difficult positions to fill are engineers, high-skilled technical roles, and scientists.
- Three-quarters of organizations find it difficult to recruit for new positions requiring new skill sets. Most organizations are having trouble recruiting for specific jobs. Reasons include candidates lacking the right skills, experience, or being outside the salary range.
- Common recruiting strategies include using social media, expanding search regions,
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
This document summarizes the findings of a SHRM survey on global competition and hiring strategies. Key findings include:
- Over half of organizations used social media to deal with recruiting challenges, followed by collaborating with educational institutions and expanding advertising. Larger organizations were more likely to use these strategies.
- 14% of organizations believed they faced global competition for hard-to-fill jobs, with high-tech most likely to see this. One-fifth sponsored foreign workers and 8% hired through other visas to fill positions.
- 64% of organizations hired US veterans, up from previous years. Government agencies were most likely to hire veterans for hard-to-fill roles.
The document analyzes
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
Changing Employee Skills and Education Requirements—Changes in the Workforceshrm
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. Industries like high-tech and manufacturing predicted growing demand for skills in science, technology, engineering and math. Overall, there was a trend toward needing more highly educated employees with bachelor's degrees or advanced degrees.
Changing Employee Skills and Education Requirements—Training Budgets, Resourc...shrm
The document summarizes findings from a survey about training budgets, resources, and strategies. Key findings include: most organizations (57%) had a training budget in 2011, with state/local government, federal government, and finance being most likely and construction/mining/oil/gas and manufacturing being least likely; the median total training budget was $50,000, with high-tech, federal government, and finance having the highest; and most training occurs on-site or through employer-provided off-site options, while a small percentage of budgets are spent on remedial education.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The document summarizes findings from a SHRM survey about the ongoing impact of the recession on the high-tech industry. Key findings include:
- Job applicants often lack basic skills in writing, math, science, and technical skills. They also commonly lack applied skills in IT, critical thinking, and communication. The most difficult positions to fill are engineers, high-skilled technical roles, and scientists.
- Three-quarters of organizations find it difficult to recruit for new positions requiring new skill sets. Most organizations are having trouble recruiting for specific jobs. Reasons include candidates lacking the right skills, experience, or being outside the salary range.
- Common recruiting strategies include using social media, expanding search regions,
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
This document summarizes the findings of a SHRM survey on global competition and hiring strategies. Key findings include:
- Over half of organizations used social media to deal with recruiting challenges, followed by collaborating with educational institutions and expanding advertising. Larger organizations were more likely to use these strategies.
- 14% of organizations believed they faced global competition for hard-to-fill jobs, with high-tech most likely to see this. One-fifth sponsored foreign workers and 8% hired through other visas to fill positions.
- 64% of organizations hired US veterans, up from previous years. Government agencies were most likely to hire veterans for hard-to-fill roles.
The document analyzes
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
This document summarizes the findings of a survey by the Society for Human Resource Management (SHRM) on recruiting and skills gaps in California. Some of the key findings include:
- About half of California organizations reported difficulty recruiting for full-time positions in the past year, most commonly due to candidates lacking technical skills, work experience, or competition from other employers.
- The most difficult positions to fill were scientists, engineers, managers, IT specialists, and medical professionals. California organizations found it more difficult to recruit educators than the rest of the U.S.
- Common skills gaps among candidates were in writing, computer skills, English language proficiency, critical thinking, and professionalism/work ethic.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Comp...shrm
This is part two of the five-part series conducted in collaboration with MassMutual. Approximately one quarter (22%) of organizations include variable compensation (e.g., bonuses and commission) in their group long-term disability plan. Among the organizations that do protect variable compensation in their long-term disability plan, 93% indicate the compensation is protected at the same percentage as the base plan selection.
The 2012 IT Skills and Salary Report found reasons for optimism in the IT field:
1. Average salaries increased 6.2% from 2011, rising to $84,552. Nearly two-thirds received a raise and bonuses were up as well.
2. Demand for tech professionals is expected to grow in 2012, with 65% of companies planning to increase staff.
3. Job satisfaction among IT professionals appears to be rebounding, with 60% reporting satisfaction, up from 43% in 2011. Increased compensation, job security, and training opportunities contribute to higher satisfaction.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
The Ongoing Impact of the Recession—California Recruiting and Skill Gapsshrm
The document summarizes the findings of a survey conducted by SHRM on recruiting challenges and skill gaps in California. Some of the key findings include:
- Over two-thirds of organizations found it difficult to recruit for new positions requiring new skills. Nearly two-thirds also had difficulty recruiting for specific jobs.
- Common reasons for difficulty included candidates lacking the right skills, experience, or being outside the salary range. Competition from other employers was also cited.
- Surveyed organizations reported skills gaps among applicants in areas like writing, English proficiency, critical thinking, and technical skills. Healthcare, engineering and scientific roles were the most difficult to fill.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
This survey from SHRM examines hiring strategies and challenges in California. It found that over half of California organizations used social media and recruitment agencies to deal with recruiting challenges. The most effective strategies included using recruitment agencies, social media, expanding advertising, and targeting passive job seekers. California organizations were less likely than other U.S. organizations to collaborate with educational institutions or seek talent from non-traditional sources. The survey also examined global recruitment and hiring of veterans.
This document summarizes the results of a DACUM (Developing A Curriculum) workshop with a panel of industry experts in precision machining. The panel identified key worker behaviors, general knowledge and skills, current trends, future directions, concerns, recommended certifications, adult education training needs, and advice for students in the precision machining field. The top three priorities for precision machining according to the panel are safety, quality, and cost.
Availability risk of skilled resources in Oil&Gas SectorRoopesh Kotecha
The document discusses the impending crisis many energy, chemical and oil & gas companies face as up to half of their skilled workforce retires over the next 10 years. This will result in a huge loss of institutional knowledge and proprietary practices. To address this, the document provides 6 recommendations for companies to ensure they survive this crisis, including establishing ongoing training programs, partnering with colleges/universities, leveraging existing talent, rethinking benefits, asking more from vendors, and investing in automated technologies.
University recruiting nace.survey_2013Donna Graham
The document summarizes key findings from a survey of 242 employer organizations on college recruiting conducted by the National Association of Colleges and Employers. It finds that over half of entry-level hires in 2011-12 were new college graduates, including more with advanced degrees. Most employers choose schools based on program quality and career center support, but recruiting success correlates more with major offerings and past experience at a school. On average, 39.8% of interviewed candidates receive offers, and 74.8% of offers are accepted. After one year, 90% of new hires remain with their organization.
CMI's paper argues that the Government is right to look at the issue of women's under representation in the boardroom, not only for reasons of fairness but because it will be to the benefit of business to draw on a wider talent pool and a diversity of viewpoints.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
These are the slides presented for the Final round of Capitalizer 2019 organized by BUP Finance Society. We made the valuation and presented in front of the judge
The SHRM survey found that over half of organizations did not hire any 2013 college graduates. Of those that did hire graduates, most positions were full-time. Compensation offered to 2013 graduates was about the same as in previous years. While over half of organizations plan to hire graduates in the future, many current openings require more experience. The survey also found that graduates are often lacking skills in writing, business acumen, and critical thinking. Certain skilled positions like engineers are very difficult to fill with new graduates.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
This document lists 100 things to watch in 2013 according to JWT, an advertising agency. It begins with background on JWT's track record of previous predictions. The main section lists 100 emerging trends in a variety of categories like technology, retail, food, media and more. Each trend is described in a sentence or two. The document emphasizes that many of these trends point to a future of more personalized, data-driven experiences and services across many domains.
Shrm aarp2012strategicwpfinal-120408175603-phpapp02J. Kim Scholes
The survey found that:
- 40% of organizations have conducted strategic workforce planning assessments to identify future workforce needs over the next 5 years.
- 27% of organizations are becoming aware of potential shortages of younger workers with needed skills as older workers retire.
- Nearly half of organizations believe potential loss of talent from retiring older workers will cause problems for their organization or industry over the next decade.
- Organizations are taking steps like increased training, developing succession plans, and offering flexible work arrangements to retain older workers and prepare for potential skill gaps.
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
This document summarizes the findings of a survey by the Society for Human Resource Management (SHRM) on recruiting and skills gaps in California. Some of the key findings include:
- About half of California organizations reported difficulty recruiting for full-time positions in the past year, most commonly due to candidates lacking technical skills, work experience, or competition from other employers.
- The most difficult positions to fill were scientists, engineers, managers, IT specialists, and medical professionals. California organizations found it more difficult to recruit educators than the rest of the U.S.
- Common skills gaps among candidates were in writing, computer skills, English language proficiency, critical thinking, and professionalism/work ethic.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Comp...shrm
This is part two of the five-part series conducted in collaboration with MassMutual. Approximately one quarter (22%) of organizations include variable compensation (e.g., bonuses and commission) in their group long-term disability plan. Among the organizations that do protect variable compensation in their long-term disability plan, 93% indicate the compensation is protected at the same percentage as the base plan selection.
The 2012 IT Skills and Salary Report found reasons for optimism in the IT field:
1. Average salaries increased 6.2% from 2011, rising to $84,552. Nearly two-thirds received a raise and bonuses were up as well.
2. Demand for tech professionals is expected to grow in 2012, with 65% of companies planning to increase staff.
3. Job satisfaction among IT professionals appears to be rebounding, with 60% reporting satisfaction, up from 43% in 2011. Increased compensation, job security, and training opportunities contribute to higher satisfaction.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
The Ongoing Impact of the Recession—California Recruiting and Skill Gapsshrm
The document summarizes the findings of a survey conducted by SHRM on recruiting challenges and skill gaps in California. Some of the key findings include:
- Over two-thirds of organizations found it difficult to recruit for new positions requiring new skills. Nearly two-thirds also had difficulty recruiting for specific jobs.
- Common reasons for difficulty included candidates lacking the right skills, experience, or being outside the salary range. Competition from other employers was also cited.
- Surveyed organizations reported skills gaps among applicants in areas like writing, English proficiency, critical thinking, and technical skills. Healthcare, engineering and scientific roles were the most difficult to fill.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
This survey from SHRM examines hiring strategies and challenges in California. It found that over half of California organizations used social media and recruitment agencies to deal with recruiting challenges. The most effective strategies included using recruitment agencies, social media, expanding advertising, and targeting passive job seekers. California organizations were less likely than other U.S. organizations to collaborate with educational institutions or seek talent from non-traditional sources. The survey also examined global recruitment and hiring of veterans.
This document summarizes the results of a DACUM (Developing A Curriculum) workshop with a panel of industry experts in precision machining. The panel identified key worker behaviors, general knowledge and skills, current trends, future directions, concerns, recommended certifications, adult education training needs, and advice for students in the precision machining field. The top three priorities for precision machining according to the panel are safety, quality, and cost.
Availability risk of skilled resources in Oil&Gas SectorRoopesh Kotecha
The document discusses the impending crisis many energy, chemical and oil & gas companies face as up to half of their skilled workforce retires over the next 10 years. This will result in a huge loss of institutional knowledge and proprietary practices. To address this, the document provides 6 recommendations for companies to ensure they survive this crisis, including establishing ongoing training programs, partnering with colleges/universities, leveraging existing talent, rethinking benefits, asking more from vendors, and investing in automated technologies.
University recruiting nace.survey_2013Donna Graham
The document summarizes key findings from a survey of 242 employer organizations on college recruiting conducted by the National Association of Colleges and Employers. It finds that over half of entry-level hires in 2011-12 were new college graduates, including more with advanced degrees. Most employers choose schools based on program quality and career center support, but recruiting success correlates more with major offerings and past experience at a school. On average, 39.8% of interviewed candidates receive offers, and 74.8% of offers are accepted. After one year, 90% of new hires remain with their organization.
CMI's paper argues that the Government is right to look at the issue of women's under representation in the boardroom, not only for reasons of fairness but because it will be to the benefit of business to draw on a wider talent pool and a diversity of viewpoints.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
These are the slides presented for the Final round of Capitalizer 2019 organized by BUP Finance Society. We made the valuation and presented in front of the judge
The SHRM survey found that over half of organizations did not hire any 2013 college graduates. Of those that did hire graduates, most positions were full-time. Compensation offered to 2013 graduates was about the same as in previous years. While over half of organizations plan to hire graduates in the future, many current openings require more experience. The survey also found that graduates are often lacking skills in writing, business acumen, and critical thinking. Certain skilled positions like engineers are very difficult to fill with new graduates.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
This document lists 100 things to watch in 2013 according to JWT, an advertising agency. It begins with background on JWT's track record of previous predictions. The main section lists 100 emerging trends in a variety of categories like technology, retail, food, media and more. Each trend is described in a sentence or two. The document emphasizes that many of these trends point to a future of more personalized, data-driven experiences and services across many domains.
Shrm aarp2012strategicwpfinal-120408175603-phpapp02J. Kim Scholes
The survey found that:
- 40% of organizations have conducted strategic workforce planning assessments to identify future workforce needs over the next 5 years.
- 27% of organizations are becoming aware of potential shortages of younger workers with needed skills as older workers retire.
- Nearly half of organizations believe potential loss of talent from retiring older workers will cause problems for their organization or industry over the next decade.
- Organizations are taking steps like increased training, developing succession plans, and offering flexible work arrangements to retain older workers and prepare for potential skill gaps.
5tipsforpresentingtoexecutives 120813124313 Phpapp02[1]J. Kim Scholes
The document provides 5 tips for presenting to executives: 1) Get to the point in 1 minute, 2) Talk about problems winning in the marketplace rather than today's problems, 3) Sell a vision before discussing details, 4) Lead with stories rather than data, and 5) Don't be afraid of executives but show how your project can help address their fears. The tips are summarized using humor and examples to engage executives as the intended audience.
Shrm 2013 Holiday Schedules 121018161542 Phpapp0J. Kim Scholes
The document summarizes the key findings of a SHRM survey on 2013 holiday schedules. It found that over 90% of organizations will observe major holidays like New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving, and Christmas. Fewer organizations close for religious holidays besides Christmas Eve and Christmas Day. Overall, 12% of organizations will be closed between Christmas and New Year's Day.
The document discusses the major provisions of the Fair Labor Standards Act (FLSA), including coverage, minimum wage, overtime pay, recordkeeping, and exemptions. It provides details on:
- The FLSA applies to over 130 million workers through enterprise coverage of businesses doing at least $500,000 in annual sales or individual coverage.
- The minimum wage is currently set at $7.25 per hour and must be paid to covered, non-exempt employees for all hours worked.
- Overtime pay at 1.5 times the regular rate of pay is required for hours worked over 40 in a workweek by covered, non-exempt employees.
- Various exemptions exist including the "white collar" exemption
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
Changing Employee Skills and Education Requirements—Education and Career Adva...shrm
The document summarizes findings from a survey on education and career advancement conducted by SHRM and Achieve. Key findings include:
- Most organizations reported that employees with only a high school diploma can be eligible for promotion at least some of the time. The most common career paths for these employees are promotions to hourly supervisor or one-step promotions.
- Manufacturing, health, and government most often offered promotions to hourly supervisor for these employees. Some industries said possibilities were endless depending on aptitude and work ethic.
- Additional training needs varied by job level but commonly included job-specific training. Additional education requirements also varied but a bachelor's degree was often needed for professional-level jobs.
Changing Employee Skills and Education Requirements—Post-secondary Certificat...shrm
This survey from SHRM and Achieve examined post-secondary certificate and credential requirements across industries. It found that salaried professionals, skilled labor, and management positions most commonly require certificates. Certificates are least required for executives, administrative roles, and low-skilled labor. While not required, certificates are also viewed favorably for management, professionals, and executives. The survey included responses from over 4,000 HR professionals in industries like health, finance, manufacturing, and government.
This document discusses a study on employee perspectives on training in Qatar's oil and gas based industries. It investigates the views of Qatari workers at six major companies on the significance of education for training, the match between their education and jobs, needs for further training, and training opportunities provided. Key findings include that while formal education provides basic skills, continuous training is more important for developing specific skills needed in these industries. Most workers felt their education matched their jobs and needed further training to enhance skills. Educational attainment did affect some training outcomes but not factors like training objectives or facilities.
Accenture 2013 Skills and Employment Trends Survey: Perspectives on Training accenture
- The survey found that a skills gap persists among large US companies, with 46% concerned they won't have the needed skills in the next 1-2 years.
- While 51% of companies expect to increase training investments, 35% admitted they had not invested enough in the past.
- The biggest skills shortages are in IT, engineering, R&D, and sales. Companies face consequences like losing business and revenue due to skills gaps.
- To address shortages, companies plan to increase training, make learning part of jobs, and partner with educational institutions.
The Ongoing Impact of the Recession—Recruiting and Skill Gapsshrm
Two-thirds (66%) of organizations that are currently hiring full-time staff indicated that they are having a difficult time recruiting for specific job openings, an increase from 52% reported in 2011. HR professionals indicated that the top four applied skills gaps for job applicants are critical thinking/problem solving (53%), professionalism/work ethic (46%), written communications (41%) and leadership (38%).
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industryshrm
Over three-quarters (79%) of organizations in the manufacturing industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 68% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (54%), lack of the right work experience (46%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (28%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Professional Servic...shrm
Over two-thirds (70%) of organizations in the professional services industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 57% in 2011. The top reasons given for recruiting difficulty were lack of the right work experience (50%), lack of the right skills among candidates (49%), and competition from other employers (39%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
Changing Employee Skills and Education Requirements—Minimum Education Require...shrm
The document summarizes key findings from a survey conducted by SHRM and Achieve on changing education requirements for employees. Some of the main findings include:
- Organizations across all industries project that future jobs will require more skills, education and credentials compared to current roles.
- Manufacturing saw the largest differences between current and future requirements for skilled labor and administrative/secretarial jobs.
- Many industries forecast an increase in the percentage of administrative/secretarial jobs requiring an associate's degree.
- Most industries project education requirements for professional jobs to level off at a bachelor's degree, with some industries like government more likely to require advanced degrees for managers.
- Organizations expect increased demand for advanced
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Recruitment & Retention in Industrial & Manufacturing of VietnamThinh Nguyen
The document discusses opportunities and challenges for Vietnam's manufacturing labor market in the era of Industry 4.0. It finds that professional skills are the top priority for both candidates and employers. Candidates prefer stable jobs and commit long-term to their employers. However, many leave previous jobs due to low salaries and lack of promotion opportunities. Training programs focus mainly on hard skills but traditional methods dominate. Retaining employees requires competitive salaries and bonuses. Manufacturers face shortages in both quantity and quality of candidates.
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
SHRM Survey Findings: The Ongoing Impact of the Recession—State and Local Gov...shrm
One-half (52%) of organizations in the state and local government that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 34% in 2011. The top reasons given for recruiting difficulty were the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (53%), lack of the right skills among candidates (43%), and competition from other employers (35%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
What’s going on in the complex world of the engineer’s mind? To find out, GlobalSpec asked engineers. Those responding to this survey shared with us exactly how they view the pace of engineering, available resources, knowledge management practices, performance measurement and the impact of megatrends on their day-to-day work environments.
This document discusses strategic workforce planning across multiple industries. It identifies key workforce trends in each industry and the "five rights" of workforce planning: right size, right shape, right place, right skills, and right cost. Some common trends identified include aging workforces, increasing demand for technical skills, and rising costs of labor. The document provides analysis of workforce needs and recommendations for each of the following industries: oil and gas, finance, energy, telecommunications, engineering, healthcare, and consumer goods. Strategic workforce planning is necessary to address skills gaps, succession planning, and other challenges to ensure organizations have the right talent to execute their strategies.
This document provides a summary of key findings from McLean & Company's 2022 HR Trends Survey. Some of the main findings include:
- Recruiting remains the top organizational priority, while providing a great employee experience has risen to the second priority.
- HR departments are spending more time on talent acquisition activities, allocating 25% more time compared to 2021.
- HR continues to play a key partner role in organizational strategy. Additional functions like DEI, CSR, and ESG have also been added to HR's portfolio.
- Perceptions of HR effectiveness have increased but a gap remains between HR and non-HR professionals' views.
- HR headcount has not increased at the
SHRM Survey Findings: The Ongoing Impact of the Recession—Finance Industryshrm
Two-thirds (66%) of organizations in the finance industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 49% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (55%), lack of the right work experience (50%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
Investments in Training on the Rise by US Businesses—Infographic accenture
The Accenture 2013 Skills and Employment Trends Survey: Perspectives on Training research surveyed 400 executives at large US businesses to assess hiring, staffing and training strategies.
SHRM Survey Findings: The Ongoing Impact of the Recession—Construction, Minin...shrm
This document summarizes the findings of a SHRM survey on the ongoing impact of the recession on the construction, mining, oil and gas industries. It finds that these industries continue to face skill gaps in applicants, with deficiencies in writing, math, critical thinking and leadership. The most difficult positions to fill are engineers, technical roles, managers and skilled trades. Nearly three-quarters of organizations said recruiting for specific jobs was difficult. Common challenges included applicants lacking needed skills or experience and competition from other employers. While some industries use strategies like expanding hiring regions or collaborating with schools, global competition for talent remains a concern, especially in high-tech fields.
India Corporate Recruiting Trends 2012Bibin Shivas
1. Hiring in India remains healthy with over 50% of recruiters seeing increased hiring volumes in 2012. Competition for talent and compensation remain the top obstacles.
2. Passive talent sourcing and pipelining candidates continue to be essential recruiting strategies for most Indian companies. Internet job boards and social networks are rising sources of quality hires.
3. Quality of hire is the most important metric, and employer branding is a top priority as recruiters seek to attract top talent in a competitive environment. While data usage needs improvement, India leads in measuring employer brand impact.
The survey found that:
- 40% of organizations have conducted strategic workforce planning assessments to identify future workforce needs over the next 5 years.
- 36% have identified potential skills gaps over the next 5 years.
- 29% have analyzed the impact of workers over age 50 leaving.
- 27% of organizations are becoming aware of potential shortages as older workers retire, up from 18% in 2010.
- 39% are beginning to examine policies around succession planning and phased retirement.
Similar to Shrm Achieve Future Changes Workforce 120925153125 Phpapp01[1] (20)
Impactday maximizinglinkedinandsocialmediafornon-profitspzvupdates-1206081755...J. Kim Scholes
This document provides strategies for non-profits to maximize their use of LinkedIn. It recommends creating an engaging personal profile that highlights skills and experience, and establishing an organization presence on LinkedIn. It also suggests growing the organization through social recruiting and networking by connecting with colleagues, partners, and relevant groups. The document provides tips on using LinkedIn productivity tools and strategies like maintaining an ongoing social media presence to engage supporters.
Shrm survey findings the hiring of 2012 university gradsJ. Kim Scholes
The survey found that nearly half (47%) of organizations hired 2012 undergraduates, an increase from 2011 and 2010. About one-third (31%) hired 2012 postgraduates, also up from previous years. Most hires were for full-time positions, with 64% of undergraduates and 83% of postgraduates in full-time roles. While over half of organizations not already hiring said they had no plans to, publicly owned for-profits and nonprofits were more likely than private companies to hire graduates. The top reason for not hiring was lack of openings, though some graduates were seen as under or overqualified.
Kpcbinternettrends2012final 120530095815 Phpapp01J. Kim Scholes
This document summarizes key trends in internet and mobile usage from a presentation given on May 30, 2012. It finds that while internet and mobile adoption continues to grow rapidly globally, mobile monetization faces challenges. Specifically, mobile advertising rates and revenues per user are significantly lower than desktop levels, constraining revenue growth for companies like Google and Facebook as mobile usage increases. However, mobile traffic and transactions are also growing quickly, presenting opportunities for new business models to better monetize the mobile ecosystem.
Npr Recruiting For A Big Brand Wo Big BudgetJ. Kim Scholes
The document discusses the challenges of recruiting for NPR with limited budgets and resources. It outlines NPR's talent strategy of leveraging social media and employment branding to manage costs and maximize outreach. This included canceling most major job boards, engaging employees to promote openings to their networks, and building an employment brand focused on NPR.org, referrals, LinkedIn, Twitter and Facebook as the leading sourcing channels. The strategy was developed out of necessity rather than trends.
Alliancedatahrpresentation 120508181901 Phpapp02J. Kim Scholes
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document provides tips for recruiting professionals on how to manage hiring managers. It discusses common problems hiring managers face, such as being overloaded with unqualified candidates. The solution involves improving interactions with hiring managers at each stage of the hiring process. This includes gathering complete information from job descriptions, writing effective job requisitions, asking the right questions, targeting the best profiles, and pitching alternative candidates when needed. The document provides examples and checklists to help recruiters have successful conversations with hiring managers.
Recruiters using social media for hiring can encounter several legal issues. They may improperly access private information stored on social networks without authorization in violation of privacy laws. They also cannot make hiring decisions based on job applicants' union organizing activities or personal characteristics like disability status that are protected under anti-discrimination laws. Additionally, recruiters need to carefully consider what types of information found on social media are actually relevant to the job requirements and avoid making decisions based on unusable information. Companies should establish clear policies on appropriate social media screening that are consistently applied for all applicants.
A Look at How We Reward the Work of Today - and TomorrowJ. Kim Scholes
This document discusses six developments affecting how work is rewarded:
1) Work is increasingly social and connected. Rewards are moving from individual to peer-based and viral.
2) There is a focus on work that matters and makes an impact. Rewards are being designed to tie work to employees' passions and show how their contributions make a difference.
3) Salaries are being viewed as a long-term investment in employees, not just a yearly expense. Rewards must support long-term contributions.
4) There is an adaptability imperative as the nature of work changes rapidly. Variable pay is controversial but can engage employees if well-designed to avoid unintended consequences.
This document provides a global perspective on employee engagement based on a study of over 47,000 employees across 120 countries. It found that only 11% of employees worldwide are engaged at work, while 62% are not engaged and 27% are actively disengaged. Highly engaged workplaces see better business outcomes like 18% higher productivity and 16% higher profitability than disengaged workplaces. Engaged employees also report greater well-being. Understanding what drives engagement can help improve performance and lives worldwide.
The document summarizes the results of a SHRM poll about the ongoing impact of the recession. It finds that in 2011, 77% of organizations had lost 10% or less of employees, up from 65% in 2010. About two-thirds reported no change or mild-to-significant recovery in financial health compared to a year ago. Nearly three-quarters were currently hiring, mainly for non-management and management roles. Most hiring was to replace lost jobs rather than create new positions.
The document discusses shifting generational attitudes in the workplace during economic change. Key findings include:
1) Compensation, benefits, and company stability are the top factors for all generations when evaluating jobs. Healthcare and paid time off are the most important benefits.
2) 40% of workers are more inclined to look for new opportunities outside their current firms, while 31% plan to stay and build tenure.
3) 46% of people plan to work past traditional retirement age due to economic conditions.
In 3 sentences or less, this document summarizes research on changing workplace priorities and career plans of multiple generations during and after a recession. Employee focus has shifted to job security, compensation, and skills development over
The document summarizes steps for renegotiating employee benefit contracts to reduce costs. It outlines that the HR director has fiduciary responsibility to obtain quotes and ensure the company gets the best rates. Getting quotes only from the current broker is not sufficient, as brokers have incentives to maintain the status quo. The document recommends obtaining multiple bids from different brokers/carriers to create competition and lower rates. It provides an example where getting additional quotes revealed over $1 million in potential savings from lower claims costs and commissions. Overall it promotes being an informed negotiator to reduce healthcare benefit expenses.
Anti Corruption As Strategic Csr A Call To Action For CorporationsJ. Kim Scholes
Corruption costs an estimated $2.6 trillion globally each year. While corporations have traditionally focused on compliance to address corruption risks, this paper calls for them to take a more strategic and proactive approach. It recommends that corporations strengthen compliance programs, collective action initiatives, efforts to address corruption on the demand side among public officials, and leverage their unique assets to help solve the critical issue of corruption in developing markets.
1. SHRM Survey Findings: Changing Employee Skills and
Education Requirements—Changes in the Workforce
In collaboration with and commissioned by Achieve
October 3, 2012