MANAGEMENT RECRUITERS OF Vancouver, LLC
December 2010 Volume IV Issue 12
Top Candidates Are Moving, but Employers Fear They Won’t Find Them
Increasingly, hiring managers are finding themselves in a strange quandary, feeling like the drowning man dying of thirst. Headlines every day are shouting of high unemployment, long lines at work centers, and avalanches of resumes after every job posting. Yet, finding top candidates remains as hard as ever.
In a recent survey conducted by several MRINetwork offices, three out of four respondents said they were still having a hard time finding the right candidates. One hiring manager said, “We have too many positions open and not enough support to fill all of them in a timely manner.”
Another manager, looking further in the future noted, “Lots of retirements are coming up, and not a lot of people are ready. When the economy recovers, many employees will retire, but there’s a small pool of leadership talent available – we have a dilemma coming up.”
Despite the efforts to fill vacancies, managers note that they are looking beyond just filling empty seats. Less than five percent of respondents said they are only focusing their hiring on replacement candidates.
“This is a time in the economic cycle when employers are able to really pick up the type of impact players who will drive their organization,” says Jack Downing, managing partner of WorldBridge Partners - Chicago, an MRINetwork affiliate. “Companies are taking this opportunity to top grade their talent, and just generally increase the capabilities in their companies even if positions aren’t open.”
The portability of candidates, though, is a double-edged sword and managers are frightfully aware of it. Before the recession, it is estimated that 30 percent of top talent were looking for new opportunities, today as much as 70 percent are.
“It is difficult for us to achieve the goals we have set for our company without talented people in place,” said one manager.
According to the Labor Department, the quit rate, the ratio of people who voluntarily leave their job in any given month compared to the total U.S. workforce, has been steadily increasing since bottoming out late last year. As it grows, it indicates both the willingness and ability of employees to change jobs.
One method respondents cited to save their best employees, strange as it may sound, is to hire someone else. Even with raises, bonuses, and promotions, overloaded employees become frustrated, eroding the corporate culture and leading to inevitable departures. Bringing in new talent early to ease that burden can raise morale and help retain the top talent that already exists.
As one respondent put it, “Without the right people in place, we spend a lot of time training, teaching, coaching, disciplining, hiring, and terminating. The right people make most of that go away, as well as increasing employee engagement and improving culture because the people fit well together.”
“It’s no real surprise that 99 percent of companies list talent acquisition as one of their top five priorities,” notes Downing. “What is surprising is how many holes employers see in their hiring processes, yet leave them unfilled.”
Only 10 percent of respondents believed they have outstanding talent acquisition processes in place. “We should have a more dedicated effort toward recruitment and keep on track,” says one manager. “We lose people in the process.”
Notable International Events
• Ireland became the second EU member country to receive a bailout during the recession, accepting €85 billion. While the country agreed to steep austerity measures, Ireland was able to keep its competitive 12.5 percent corporate tax rate, which has been credited for much of the country’s success in attracting new businesses.
• A month after the Reserve Bank of Australia began raising interest rates, the country seems to have slipped into negative GDP growth with sharp decreases seen in profits for construction and financial services-based companies, according to data from the Australian Bureau of Statistics.
MANAGEMENT RECRUITERS OF VANCOUVER
September 2010 Volume IV Issue 9
Recent MRINetwork® Analysis
“It’s almost like social media has replaced the white pages,” Ms. Halverson said. “Recruiters don’t even know how to find you if you don’t have a presence online. It’s nonnegotiable — you have to have a profile on a social networking site.”
- Nancy Halverson
MRINetwork SVP of Learning and Talent Development
As quoted in the New York Times, August 25, 2010
Notable International Events
• Despite austerity measures in the United Kingdom, GDP grew at 1.2 percent in the second quarter, beating estimates of 1.1 percent. Expectations are for growth to reach 2.2 percent in 2011.
• The Chilean economy mostly sidestepped the depths of the recession by the government releasing capital reserves to prop up its banking system. After a devastating earthquake in February, GDP growth is on track to exceed 5 percent in 2010.
• After contracting by 1.8 percent in 2009, South Africa’s economy is on track to grow by 2.9 percent in 2010.
unemployment rate was 4.4 percent, the job opening rate was 3.3 percent, almost a one to one ratio.
“The truth is that the top candidate you want coming out of a recession is the person who has been battle tested, so by definition, these candidates are usually employed, and they are elusive,” notes McKinnon. “They are often risking the job they already have just by talking to you, and if they don’t feel like they are being personally sought out, their motivation to participate can evaporate and the candidates you are left with aren’t the best you could have had.”
Employee confidence in the job market continues to teeter with shifting news. The recent bounce back of the quit rate from 1.3 to 1.5 percent seems to be remaining stable, though well below its rate from a few years ago. After a .1 percent fall in consumer spending in June helped fuel talk of potential deflation, spending rose .4 percent in July, beating expectations.
“Estimates now say unemployment won’t significantly decrease until mid-2011, but before that happens employers are obviously going to have to ramp-up hiring,” says McKinnon. “The attitude employers take when approaching candidates after such a long downturn is going to be as important as any other factor in the recruiting cycle.”
UNITED ARAB EMIRATES Country Proves Both Stability and Agility in Maneuvering Global Financial Crisis
|The revelation that Dubai, one of the United Arab Emirates’ flashiest states, was near default on its debt late last year was a surprise to the world and signaled a new phase of the global economic crisis. Abu Dhabi, its wealthier cousin state, had to step in to help Dubai remain solvent. While the terms under which Abu Dhabi received its aid weren’t made public—and rumors have suggested the terms weren’t very favorable—the move has been enough to push the issue off the front page.
“It happened. But in this part of the world, people still want to do business in Dubai and the UAE. There might be rumors about the debt crisis, but that doesn’t really affect the viability of doing business in the region,” says Praveen Manghnani, managing director of MRI Worldwide United Arab Emirates.
Manghnani says that Dubai has become a clearinghouse for talent in the Arabian Peninsula. Employers from neighboring Saudi Arabia will often find talent in Dubai, bring the employees to Saudi Arabia for a job and as the job wraps up, they return to Dubai looking for their next assignment.
Saudi Arabia itself is undergoing impressive population growth at a rate of over 2 percent per year fueled by a fertility rate almost twice that of Western European countries.
By comparison, in 2008 the world grew by just 1.17 percent and the United States by .92 percent.
As the UAE continues to establish itself as the business hubof the Middle East, the prevalence of rumors over transparency has become of concern. The UAE Minister of Economy, Sultan Bin Saeed Al Mansouri, recently laid out the beginnings of a rewrite—and often Westernization—of many of the nation’s business laws including arbitration rules.
Such rules, the UAE hopes, will help make the country more attractive not just to foreign companies but to entrepreneurs and potential investors.
In addition to businesses though, the UAE is working to attract more educational opportunities. Beginning this fall, a class of 150 hand-selected students from around the world will be starting at the new NYU Abu Dhabi Institute. But as the school takes pains to point out, it is a university unto itself, not just a satellite campus.
“The quality of talent on the peninsula for both local workers and ex-pats remains phenomenal. Through the recession, employers have become more selective, yet the talent pool has risen to their expectations,” says Manghnani.
The story of the California economy has never been one of straight lines. California has perhaps had more booms than any other state in the country. There was the gold rush, the oil boom, a hi-tech boom first of hardware, then of dot-coms. And most recently what might be considered a boom-boom: the collision of so many booms that the price of real estate inflated even more than the rest of the country. And then it burst.
“Late last year was maybe the darkest period that we had seen in California since I started recruiting here,” says Trent Overholt, president of Management Recruiters of Los Angeles-South Bay. “Both in terms of activity and just feeling.”
Perhaps the most visible effect of the recession in California is a budget deficit nearing $20 billion and the cantankerous fight it has caused in Sacramento. Governor Schwarzenegger, a Republican, recently announced his intention to pay all 200,000 state workers minimum wage until a budget was passed. The State Treasurer, Bill Lockyer, a Democrat, resisted the Governor’s order claiming he didn’t have the authority, a position that has not yet been resolved in the courts.
California’s budget issues, while triggered by the recession, can be almost as easily blamed on the taxpayer revolt of the late 1970s resulting in some of the tightest restrictions on a state’s ability to raise taxes in the country. Proposition 13, passed in 1978, prevented reassessing home values
for tax purposes unless a property is sold or remodeled. Adjustments for inflation were also capped at just 2 percent, well below increases in real estate market values. While the state had learned to live with the restrictions to some degree, when the real estate bubble popped the prices of property plummeted—in some areas as much as 50 percent—homeowners requested reassessments, locking in steeply lower property taxes.
Institutional budget issues will give the recession long coattails in the government’s revenue, but in the broader economy, Californians seem to be becoming more optimistic.
“The biggest demand we are seeing right now is for regional sales managers,” says Overholt. “That doesn’t necessarily mean that companies are seeing increased sales, but it does show that they have growing confidence. The fact that this confidence is becoming more widespread indicates it is not just wishful thinking.”
The Federal Reserve’s Beige Book reported that retail trade and services have firmed over the last six weeks in its San Francisco district. Many businesses reported an uptick in requests for bids, even though those requests have not yet turned into sales. Hi-tech manufacturers saw outright growth in orders for semiconductors and other IT products. According to the Beige Book though, capacity utilization has remained low, meaning companies won’t need to make large capital expenditures to be able to start hiring.
Provided by MRINetwork http://www.blogger.com/www.mrinetwork.com Edited by Michelle Poloni http://firstname.lastname@example.org
|©2010 Management Recruiters International, Inc. An Equal Opportunity Employer. Each office is independently owned and operated.|