the new employment marketplace: myths and realities
TRANSCRIPT
The New Employment Marketplace: Myths and RealitiesPresented by Margaret Resce Milkint, Managing Partner
A Changing Marketplace
Agenda
• Review the current state of the marketplace.
• Understand current hiring trends and strategies.
• Market your company in the current environment.
• Keep employees engaged and motivated during economic shifts.
A Changing Marketplace
In Reality…
As companies try to build staff back up, they are finding that the talent pool is not as plentiful as they thought.
-Jackie Greener, North American Practice Leader, Towers WatsonSource: Knowles, Francine. "Firms Rebuilding Talent Pipelines." Chicago Sun-Times 13 Sept. 2010.
“Companies have had to downsize and a lot of good talent has had to leave. There has definitely been a shrinkage of available talent for the pipeline because there’s a thinner and smaller talent pool.”
A Changing Marketplace
Current State of the Industry
• U.S. unemployment rate for August, 2010– 9.6 percent
• Unemployment rate for insurance carriers and related industries, as of August 2010 – 4.9 percent
Source: Bureau of Labor Statistics
A Changing Marketplace
Difficult Disciplines to Recruit
On a scale of 1-10 (10 being most difficult)
Actuarial 6.9
Executives 6.5
Technology 5.7
Underwriting 5.4
Product Management 5.3
Sales and Marketing 5.1
Compliance 4.8
Claims 4.7
Accounting 4.3
Source: The Jacobson Group and Ward Group 2010 Labor Outlook Survey
A Changing Marketplace
Industry Growth 2008 to 2018
According to the Bureau of Labor Statistics, the finance & insurance industry is expected to grow by 5 percent from 2008 to 2018.– Securities, commodity contracts, financial
investments & related activities expected growth: 12 percent
– Credit intermediation & related activities industry (banks) expected growth: 5 percent
– Insurance carriers & related activities expected growth: 3 percent
A Changing Marketplace
Industry Job Growth: 2008-18
Insurance industry labor market is expected to grow at 2.9 percent.
Source: Bureau of Labor Statistics
3.0
8.4
11.1
3.6
11
14.1
Total U.S. Employment
Claims
Computer Systems Analysts
Agents
Customer Service Representatives
Accountants
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Expected Growth
61.4%19.7%
13.4%
5.5% 12‐Month Revenue Plan
Increase Revenue 61.4%
Flat Growth 19.7%
Decrease Revenue 13.4%
Don't Know 5.5%
39.4%
45.7%
15.0%
12‐Month Staffing Plan
Increase Staff 39.4%
Maintain Staff 45.7%
Decrease Staff 15.0%
Source: The Jacobson Group/Ward Group July 2010 Insurance Labor Market Study
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12-Month Staffing Plans
Source: The Jacobson Group/Ward Group July 2010 Insurance Labor Market Study
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Significant Trends
• High unemployment rate universally, yet lower unemployment rate for insurance/financial industry
• Lack of qualified/skilled candidates• Age of qualified talent pool/mass
retirement• Lack of interest in industry• Decrease in company loyalty• On-boarding/training
Source: The Jacobson Group/Ward Group July 2010 Insurance Labor Market Study
A Changing Marketplace
Significant Trends
• Company factors (reputation, stability, leadership)
• Location (cost of living, commute)• Compensation/benefits (flex schedules,
telecommuting options, career pathing/advancement)
• Work/life balance• Generational expectations
Source: The Jacobson Group/Ward Group July 2010 Insurance Labor Market Study
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The New Marketplace
• Career security vs. job security
• No more job for life• Strategic
contribution vs. tactical production
• Required soft skills vs. hard skills
• Work life vs. personal life
A Changing Marketplace
In Reality…
Overall, confidence in hiring managers is disturbingly low. (key finding, Towers Watson Global Workforce Study, 2010)
A Changing Marketplace
Top Hiring Trends
• Pursuit of passive job seekers• Hire for fit, train for skill• Formal employee retention and
engagement strategies• Reliance on recruiters• “Recruitment culture”• Hiring from within• Strategic succession and leadership
development planning
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The Changing Career Market
• Career security vs. job security• No more job for life• Strategic contribution vs. tactical
production• Required soft skills vs. hard skills• Work life vs. personal life
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Change Never Stops
• Cultural Issues• Business Issues• Societal Demands• Environment• Technology• Demographics
A Changing Marketplace
You Have a Need, Now Make a Plan!
• Keep up with the changing market by updating your hiring process.
• Think outside of the box.– Social networking– Referrals and warm introductions
We don’t need to market our company to potential employees in this market. With a high unemployment rate, quality talent is easy to find.
A Changing Marketplace
In Reality…
Now more than ever employers must communicate their brand to potential employees to ensure a successful, lasting hire.
A Changing Marketplace
Employer Branding
• Attract the right fit.• Build brand advocates .• Potentially repel “non-fits” and lower
rate of bad hires.• Reduce time to fill positions.• Create greater internal engagement.
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Candidate’s Upper Hand
• Potential employees seek companies that provide values/opportunities that match their needs.
• Your company must be able to present itself as a desirable option.
• You must be more aggressive in positioning your company as an employer of choice.
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Always Be Recruiting
• Use any and all candidate sources, including those previously untapped.
• Promote diversity; consider unique backgrounds and experiences.
• Be able to articulate your company culture and vision with passion at all times.
• Enlist your current successful employees to help get the word out.
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Always Be Recruiting
• Consider rewards for employee referrals.
• Know your company perks and benefits.
• Advertise and promote your jobs with pizzazz!
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Sell Your Company to Potential Employees• Your Website
– Know your site and where people go.– Partner with marketing and human
resources.
• Social Networking– Utilize Facebook, YouTube, Twitter,
and LinkedIn.– Have a plan and policy.
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In Reality…
While employers believe that only 37 percent of employees are actively or passively searching for a new job, 65 percent of employees are actually engaged in a job search.
Source: Towers Watson Global Workforce Study
“Competitive employers are thinking about a lot more than just pay. They’re thinking about all the things they can use to attract, motivate and retain.”
-Ryan Johnson, Vice President of Research, WorldatWork Source: Knowles, Francine. "Firms Rebuilding Talent Pipelines." Chicago Sun-Times 13 Sept. 2010.
A Changing Marketplace
Three Levels of Engagement
• Cognitive Engagement: employees focus very hard on work, are rarely distracted and think about very little else during the work day
• Emotional Engagement: employees are emotionally engaged with their work, put their hearts into their jobs and are excited when they perform well
• Physical Engagement: employees are willing to go the extra mile for their employer and stay until the job is completed, while exerting the energy to perform
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Engagement Spectrum
ActivelyDisengaged
EngagedDisengaged
19% 54% 29%
Source: 2008 BlessingWhite Employee Engagement Report and 2003 Gallup Management Journal Study on Engagement
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Critical Levels of Discontent
• 60 percent of employees intend to leave their jobs in 2010.
• One in four are networking and updating their resumes.
• Only 13 percent are not job searching and intend to stay.
• According to the Bureau of Labor Statistics, it costs one-third of an employee’s salary to replace him/her.
Source: Right Management 2009 Survey
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How Does Employee Engagement Affect the Bottom Line?
• It is estimated that actively disengaged workers cost U.S. businesses approximately $300 billion per year.
• Organizations with engaged employees experience the following advantages:– Reduced turnover (-24%)– Higher business scorecard (+7%) – Higher customer satisfaction ratings (+2%)– Higher revenue growth (+10%)
Source: 2008 BlessingWhite Employee Engagement Report, 2003 Gallup Management Journal Study on Engagement, 2008 DecisionWise engagement survey
A Changing Marketplace
Create a Positive Work Environment• Provide honest feedback, early and often. • Offer variety in the position.• Bring human touch into the workplace.• Reinforce the right behaviors to get the right
results.• Show your appreciation at the time it is
deserved, not just at the holidays or quarter-end.– Gift certificates– Early starts to holidays/weekends– Paid days off
A Changing Marketplace
Empower Talent
• Develop your own. • Involve the employee in the development
process.• Understand each employee’s individual
career goals.• Create individual development plans for
each employee.• Define measurable objectives and goals.• Give the employee ownership of the
process.
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Questions & Answers
Thank You!
Contact:Margaret Resce Milkint
Managing PartnerThe Jacobson Group
(800) [email protected]