I enjoy history. Looking back to see how events transpired that helped to shape that period of time under the historical microscope is fascinating. The adage that history is "written by the winners" is certainly true, but it can be perceived as negative, as though the entire story hasn't been told because the perspective of the other side isn't considered.
I disagree with that notion because while in the moment, the events, as they play out, can't possibly be considered in the context of the future. When evaluating from the comfort of that future, one can certainly see the moving pieces impacted the realities of the past.
We are always living in an unforeseen future's history, regardless of political, social, and economic climate. Some presents turn out to be more historical than others, and this moment in which we live seems like one that will be looked back upon as a significant time in the history of the United States. Mostly because of two very significant factors, two wars being fought, and an economic condition. The the likes of which arguably have not been seen since at least the late 1970s, but possibly since the Great Depression.
It is with such consideration that I viewed the president's State of the Union (SOTU) address last night and the dueling punditry that followed that poured over the 7,000+ words of the text. After such amateur analysis, I began to consider if, historically speaking, the SOTU has ever had any significant impact. I think the answer is most likely direct impact from the SOTU is rare, and what it has become in modern times is nothing more than a political infomercial for the party in control of the executive. Last night's address, I believe, will prove no different.
Here ye, here ye: You can't ignore your staffing resources anymore
I'm officially sounding the bell on this one. In the past year, we've talked to many companies about workforce management and planning, and to be honest, much of the response was lukewarm at best. "We don't have that many orders, why talk about adding or changing suppliers? Why do I need to look at my strategy when we have very little activity?"
They have been understandably concerned with other pressing issues like full-time staff who are unhappy and ready to leave. They are content to wait it out. They have no resources to do anything, and there is little motivation or executive support to dedicate time or resources to contingent labor.
Contrary to conventional wisdom, I would suggest that now is the time to look for opportunities to reposition your staffing supply chain, and possibly your overall workforce strategy. Chances are your organization is not the same as it was 12-18 months ago. More to the point of my bell-ringing, suppliers, managed services providers (MSP), and vendor management systems (VMS) are not the same as they were in 2008.
They have been understandably concerned with other pressing issues like full-time staff who are unhappy and ready to leave. They are content to wait it out. They have no resources to do anything, and there is little motivation or executive support to dedicate time or resources to contingent labor.
Contrary to conventional wisdom, I would suggest that now is the time to look for opportunities to reposition your staffing supply chain, and possibly your overall workforce strategy. Chances are your organization is not the same as it was 12-18 months ago. More to the point of my bell-ringing, suppliers, managed services providers (MSP), and vendor management systems (VMS) are not the same as they were in 2008.
In case you missed it: Jan. 22
Here's a quick look back on what's been happening in terms of employment and the economy over the past two weeks:
Reuter's: "Jobless rates seen high for many more years." The U.S. Conference of Mayors and research group Global Insight released a report indicating that unemployment rates will likely peak in most U.S. cities in 2010. But it will take many more years before jobless rates return to the lows experienced during the last decade.
Workforce Management: "Chrysler Rushes to Hire as It Refills Product Pipeline." Chrysler has started rushing to hire a mix of full and contract employees as product development resumes. The automaker has already hired 400 engineers in engineering design and 200 more in quality.
---> Just think, if this is happening among corporations in one of the worst-hit industries of the recession, what can we expect from other industries?
NetworkWorld: "Forrester: Tech downturn 'unofficially over.'" Forrester Research predicts the U.S. IT market will grow by 6.6 percent, and the global market by 8.1 percent in 2010. However, the report doesn't discount the possibility that a double-dip recession could still emerge, sending the market in the opposite direction.
Outsource Portfolio: "Surprise: As unemployment grows, so does recruitment process outsourcing (RPO)." A recent study by the Everest Research Institute found that despite growing unemployment (currently at 10 percent), RPO continues to grow at a healthy rate. Manufacturing and health care firms are the leading adopters of RPO in North America. Globally, manufacturing, high-tech, and telecom are driving the trend. Meanwhile, the RPO market is becoming increasingly competitive. M&A in the industry is growing as new vendors emerge, and others attempt to enhance their capabilities.
Reuter's: "Jobless rates seen high for many more years." The U.S. Conference of Mayors and research group Global Insight released a report indicating that unemployment rates will likely peak in most U.S. cities in 2010. But it will take many more years before jobless rates return to the lows experienced during the last decade.
Workforce Management: "Chrysler Rushes to Hire as It Refills Product Pipeline." Chrysler has started rushing to hire a mix of full and contract employees as product development resumes. The automaker has already hired 400 engineers in engineering design and 200 more in quality.
---> Just think, if this is happening among corporations in one of the worst-hit industries of the recession, what can we expect from other industries?
NetworkWorld: "Forrester: Tech downturn 'unofficially over.'" Forrester Research predicts the U.S. IT market will grow by 6.6 percent, and the global market by 8.1 percent in 2010. However, the report doesn't discount the possibility that a double-dip recession could still emerge, sending the market in the opposite direction.
Outsource Portfolio: "Surprise: As unemployment grows, so does recruitment process outsourcing (RPO)." A recent study by the Everest Research Institute found that despite growing unemployment (currently at 10 percent), RPO continues to grow at a healthy rate. Manufacturing and health care firms are the leading adopters of RPO in North America. Globally, manufacturing, high-tech, and telecom are driving the trend. Meanwhile, the RPO market is becoming increasingly competitive. M&A in the industry is growing as new vendors emerge, and others attempt to enhance their capabilities.
Why you need to communicate with all job applicants
As of December, the Bureau of Labor Statistics reported the number of unemployed persons at 15.3 million. With so many people out of work, it's no surprise that companies and HR departments are being overwhelmed with an influx of resumes and applications. Add to the equation understaffed departments already being stretched to the limits. What you'll likely get is a pool of candidates feeling slighted or discouraged by unanswered applications and a lack of communication.
What I'm here to tell you today is that it's imperative to respond to each and every candidate. Not just the ones you plan to bring in for an interview. The communication can be as simple as an automated e-mail message, "Thanks for your application. We'll contact you if we have any positions that match your credentials." Or a, "Thank, but no thanks," message that is sent to unqualified candidates.
What I'm here to tell you today is that it's imperative to respond to each and every candidate. Not just the ones you plan to bring in for an interview. The communication can be as simple as an automated e-mail message, "Thanks for your application. We'll contact you if we have any positions that match your credentials." Or a, "Thank, but no thanks," message that is sent to unqualified candidates.
How HR can become leaders in workforce management in 2010
A new survey by the Conference Board Research Group found that only 45 percent of Americans are satisfied with their work, the lowest level ever recorded by the group. Look around. This means that if you're not dissatisfied, the person sitting next to you probably is. Or, more importantly, someone who works for you is probably unhappy and ready to leave his or her job.
Temporary staffing is typically a leading indicator, and we see dissatisfaction and job movement as a lagging indicator. When we start to see satisfaction tick up, with fewer people leaving voluntarily, it will be a pretty good indication that we are truly in the midst of a recovery.
For now, we're left wrestling with why this is happening. Paraphrasing one of my favorite lines from the movie Fletch Lives, figuring out that people don't like more work, less pay, layoffs, no bonuses, etc. doesn't take Sherlock Holmes to figure out ... Larry Holmes could've figured that one out.
Here are a couple of the broader issues as I see them.
Now is a great time to show some leadership in workforce management. Here are a few suggestions for doing so:
As we pick up the pieces of 2009 and move ahead, there's tremendous opportunity for those poised to take advantage. Leading is about looking forward with an eye on the lessons of the past. If you can retain your performers (maybe even attract a few), and you have a workforce strategy that is agile and flexible, you'll be a leader in the one area that really matters -- talent.
Temporary staffing is typically a leading indicator, and we see dissatisfaction and job movement as a lagging indicator. When we start to see satisfaction tick up, with fewer people leaving voluntarily, it will be a pretty good indication that we are truly in the midst of a recovery.
For now, we're left wrestling with why this is happening. Paraphrasing one of my favorite lines from the movie Fletch Lives, figuring out that people don't like more work, less pay, layoffs, no bonuses, etc. doesn't take Sherlock Holmes to figure out ... Larry Holmes could've figured that one out.
Here are a couple of the broader issues as I see them.
- In late 2008, most people were probably happy to be employed and glad they weren't the first to go. As we moved into 2009, the remaining staff was saddled with more duties and this "lucky to be here" feeling starting to wear thin. As it became apparent that things weren't getting better, they started to look for other opportunities, both because of job dissastifaction and because their paychecks weren't getting any bigger.
- For younger workers who were promised greener pastures and great opportunities when they entered the job market, the reality they found was much different, and taking (or keeping) a low-level job became their only option. Worse yet, for older workers who were keeping an eye on their slowly recovering 401(k) accounts, they may not have wanted to work in the first place, much less at a low level job, or for less pay, and longer hours.
Now is a great time to show some leadership in workforce management. Here are a few suggestions for doing so:
- Engage your workers now. Take a look at what's motivating (or not motivating) your workers, and show them that while we are all in the same boat, at least you're willing to listen. Better yet, make sure your managers are engaging your workers. A lot of people leave their managers, not their jobs. Train your managers to listen to workers' concerns and find creative ways to react.
- Look for short- and long-term options for augmenting your workforce. Vacancies hurt morale. Overworked employees may feel hopeless. Look beyond the hiring freeze to temporary workers or independent contractors. Build a case for even short-term staff augmentation to get projects moving now. Helping to create some momentum in the business can have a great impact on worker satisfaction.
- Review your workforce strategy and mix. This is important any time, but now is a perfect opportunity to look back at how you dealt with the past 18 months and prior, when hiring was robust. When things pick up will you go back to business as usual, or have your skill requirements changed? Where will you spend your time when things pick up? Do you have the staff, or are some things, like recruiting or vendor management better outsourced?
As we pick up the pieces of 2009 and move ahead, there's tremendous opportunity for those poised to take advantage. Leading is about looking forward with an eye on the lessons of the past. If you can retain your performers (maybe even attract a few), and you have a workforce strategy that is agile and flexible, you'll be a leader in the one area that really matters -- talent.
How recent (or not-so-recent) grads can get a job in 2010
Today we're going to do something a little different. We've spent the past nine months or so discussing the new reality of the workforce with you. That is, the HR executives, procurement managers, and business leaders tasked with building and managing a workforce that will help you drive business and effectively compete in today's global economy. However, as the newest member of the blogging team, I'd like to offer a new perspective and take a more holistic look at the employment situation in the U.S. Specifically by speaking to employees and job candidates about the workforce and career issues they're facing.
So here it goes.
So here it goes.
The Seamless Workforce in 2009: Year in review
The task of strategically developing a workforce that intelligently leverages every aspect of the talent supply chain is no small feat. It requires discrete analysis of every facet of the workforce and all channels to recruit, develop, and manage talent.
After a survey in early 2009 disclosed that many organizations continue to use only remedial methods for simply categorizing its workforce, The Seamless Workforce was launched. The objective: To add to the public discourse over the very real challenges that face the strategic and cost efficient development of a talent supply chain.
For those just joining the discussion, consider what we, as talent professionals and consumers, faced in 2009. Here are the top five Seamless Workforce posts from the past year.
After a survey in early 2009 disclosed that many organizations continue to use only remedial methods for simply categorizing its workforce, The Seamless Workforce was launched. The objective: To add to the public discourse over the very real challenges that face the strategic and cost efficient development of a talent supply chain.
For those just joining the discussion, consider what we, as talent professionals and consumers, faced in 2009. Here are the top five Seamless Workforce posts from the past year.
In case you missed it: Jan. 8
Happy New Year! We were having an internal debate yesterday about how long you can continue to wish people a happy new year before it becomes irrelevant or just plain odd. Some of my colleagues think we're already starting to push the limits, with next week being the absolute maximum, but in my opinion, the phrase doesn't get old until February.
It's perfectly acceptable to bestow holiday wishes to your friends, family, and colleagues up until, and including, Jan. 31, since it's in the same month during which the holiday falls. Don't ya think?
Regardless, I hope you all had a wonderful holiday season, and aren't struggling too much to get back into the work routine. Here's a brief look at some of the interesting stories we've seen since the start of 2010.
It's perfectly acceptable to bestow holiday wishes to your friends, family, and colleagues up until, and including, Jan. 31, since it's in the same month during which the holiday falls. Don't ya think?
Regardless, I hope you all had a wonderful holiday season, and aren't struggling too much to get back into the work routine. Here's a brief look at some of the interesting stories we've seen since the start of 2010.
December unemployment and the double dip recession
Today's BLS unemployment report is, as I wrote yesterday, exactly why we at The Seamless Workforce try to remain pragmatic. Yesterday, there was plenty of good news predictions regarding today's BLS numbers. But, as it turns out, we lost more jobs last month than had been estimated, and unemployment remains at 10 percent (probably much higher, if discouraged workers are factored in).
85,000 jobs lost and unemployment at 10 percent.
85,000 jobs lost and unemployment at 10 percent.
Preparing for tomorrow's BLS unemployment report
You may have noticed that we tend to be pragmatists here. Especially when it comes to the monthly Bureau of Labor Statistics (BLS) reports on unemployment. A recent CNNmoney.com article on the jobs market indicates that tomorrow's BLS numbers will be more good news to the economic world, and those of us who depend on employment in our day-to-day.
Payroll processing firm ADP reports that private-sector employers cut 84,000 jobs in December, the fewest since March 2008. The story also includes some very optimistic suggestions about 2010 in general, including this from Joel Prakken of Macroeconomic Advisers: "We're moving in the right direction, and I think we're only a month or two away from reporting a positive top line number."
Let's hope that Mr. Prakken is correct, but in the mean time, let's prepare for some more moderate possibilities.
Payroll processing firm ADP reports that private-sector employers cut 84,000 jobs in December, the fewest since March 2008. The story also includes some very optimistic suggestions about 2010 in general, including this from Joel Prakken of Macroeconomic Advisers: "We're moving in the right direction, and I think we're only a month or two away from reporting a positive top line number."
Let's hope that Mr. Prakken is correct, but in the mean time, let's prepare for some more moderate possibilities.
The Virtual Edge: How remote and virtual employment leads to competitive advantage (Part 1 of 5)
Our first guest post of the new year is actually the first in a five-part series. It comes from Geoffrey Dubiski, Chief Talent Scout and Managing Director of Sumner Grace, a consulting firm that solves talent and human resources challenges for organizations. ~ Mike Zambon
There are many reasons for a company of any size to review opportunities for its employees to work at remote locations or virtually. However, there are just as many that prohibit a company from reviewing and accepting these types of arrangements.
In this series, we will examine the upside of these arrangements, how they give a competitive advantage, and the underpinnings of why companies are reluctant to implement them.
There are many reasons for a company of any size to review opportunities for its employees to work at remote locations or virtually. However, there are just as many that prohibit a company from reviewing and accepting these types of arrangements.
In this series, we will examine the upside of these arrangements, how they give a competitive advantage, and the underpinnings of why companies are reluctant to implement them.
What to expect in 2010: emerging workforce trends
As we get ready to take on what we anticipate to be another challenging year, we've put together a list of the top trends we expect to emerge in 2010. Hopefully, you've already accounted for some of these in your planning. However, as we saw this year, plans can change with the weather these days.
So, in no particular order, here are our projections for 2010.
So, in no particular order, here are our projections for 2010.
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