According to Fortune’s 100 Best Companies to Work for 2018 these 100 companies have 160,000 unfilled jobs.
As you know when the Bureau of Labor Statistics announces unemployment approaching 4 percent most economists believe the actual number currently looking for work is closer to zero. So, what happens? Bloomberg News reporters discovered that employers found ways to cope with tight labor markets and still make money. Businesses have pulled in workers from the sidelines – including retirees, immigrants, and the homeless – and retooled processes to use less labor.
I’m guessing, after a quick look around your company, there’s still some empty chairs and maybe a few folks have chucked retirement returning as contract workers but, nothing as radical as the Bloomberg folks discovered, right?
We all know what happens with chairs remain empty for too long. Missed deadlines. Sloppy customer service. Extra hours. Maybe that end of week-tired feeling creeping into Wednesday?
I’m a recruiter so my next statement will sound a bit self-serving. (I’m also someone who spent over three decades in management and filling empty chairs was a priority because empty chairs equal loss in revenue.) If you’re dealing with any of the above-mentioned malaise your management is letting you and your organization down. Get up from your chair, march into the top-dog’s office and ask/demand to know what’s being done to fill the open positions.
If using external recruiters isn’t part of the conversation mention PointClear Search. See, I told you, self-serving and in this instance you’re the “self”.
Manchee@PointClearSearch.com or Roger@PointClearSearch.com
Before the days of internet driven non-stop, instant communications my employer, WSJ, engaged with Xerox to improve listening skills believing if we became proficient in actually hearing what was being said productivity would increase. And, it did. For some more than others but that’s another story.
I read today around 1/3 of the workforce is so overwhelmed by their company’s communication’s tools they’re thinking of quitting their jobs. Management acknowledges significant loss in revenue to due to missed or poor internal communications – over three billion dollars in annual profits from wasted time alone!
The Dynamic Signal study found that most workers (51 percent) do not feel properly informed by their company, ultimately feeling disconnected (57 percent), unhappy (33 percent) and not valued (76 percent) for their work, resulting in workplace departures.
Being able to listen to others is imperative in the communication process. This means not only listening with your ears, but also being able to comprehend what the person is saying. And receiving confirming feedback.
I’m a recruiter so helping companies find talent is my job but none of us in this profession want to deal with a workforce incapable of managing communications. To management I’d suggest immediately setting basic communications guidelines holding department heads accountable. To HR leadership I suggest all exit interviews probe for this issue reporting progress to senior management. To those faced with a wide array of tools, time demands and that awful feeling of having missed something really important don’t quit but do demand management deliver a workable fix.
A workable fix could be as easy as (a) severely limiting using the annoying, “reply all” response, (a) taking a few minutes each morning before opening one’s computer to make a prioritize TO DO list and, the really tough one, ignoring the internal chatter.
Let’s say you’re earning over $300k. Again, in the New Year, your quota was raised so to make the same this year you need to sell $360k. Company offers competitive benefits like unlimited paid vacation (on a modest base) and open-bar Fridays. Account Services is on top of their game but are increasingly spread thin putting more pressure on keeping promises and delivering on time.
So, you looked at your 2017 calendar and tax return only to discover some enlightening facts. Like, after taxes, your earnings were $160k. Over the course of this job you’ve had 3 managers and the company has had two senior level house cleanings. Across 52 work weeks you managed 12 days’ vacation and 12 holidays including Cinco de Mayo.
Here’s where the data tells the real story. You average 12.5 hours working each day not counting commuting: 236 days X 12.5 hours = 2950 hours/year roughly equal to $55 per hour after taxes. Now, go find the last plumber or electrician’s bill and take a look at their hourly fee.
Since educator’s salaries are a hot news topic did you know a secondary school administrator in Silver Springs, MD hourly mean average pay is $53.41 according the U.S. Bureau of Labor Statistics (2017)? If you’ve read this far and your head is exploding consider having that intro chat with the next recruiter who reaches out and take the conversation beyond money. You might discover there’s some exciting aspects to living with a company you’ve never considered.
I read a short piece on finding talent in tight markets (read: low unemployment) written by a CEO of a full service ad agency whose early career was working with a major consulting group.
She asked the question, “So what’s a small business to do when competing for talent with companies that might have bigger purse strings and a sexier name?”
To address the issue most companies, large and small, should either fire their HR department or, in a kinder gesture, isolate the educable from the “sheep” and teach them look for problem solvers. You know the type – it’s the person who leans away from consensus, the person who tends to break process and the person who has a record of delivering when others are still doing what they’ve always done regardless of results.
If you want your company to do great work – you know, the stuff that’s positive-disruptive employing the game-changing strategy that has clients and the competition saying, “wish I’d thought of that” remove your industry-only blinders, look across the entire business horizon and dig-deep for the next generation of leaders and thinkers.
That’s what we do for our clients.
It has been our experience that the majority of the job descriptions we see for marketing roles contain very specific job experience requirements. To me, this flies in the face of conventional wisdom. Ask any CMO of a large, publicly held company, they will tell you that marketing skills are transferable across industries. Therefore, a skilled and experienced marketing person should be able to transition from CPG to financial services or financial services to pharmaceuticals or… There might be a steep learning curve but a motivated, intelligent person will succeed and the company benefits from having a fresh perspective on its marketing challenges. This industry-only practice seems to unnaturally eliminate some very good potential candidates.
So, why does this practice continue to exist? I can think of two reasons. First, companies don’t allocate the time required or have confidence in their on-boarding process. So they hire someone who will “hit the job running”. Or second, they’re afraid to make a mistake. If the candidate doesn’t work out for reasons that have nothing to do with experience or skill set, the hiring manager has a built-in excuse, “But he/she had all these great jobs and recommendations”.
At PCS, we like to look at a prospective position in terms of what skills are necessary to be successful at the job and how will the person fit into the culture – and that has to go both ways. We believe that’s the winning formula for a successful placement.