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A new report from the Orange Future Enterprise coalition, entitled “The way to work: space, place and technology in 2016,” predicts four work scenarios by the year 2016. These scenarios include the following:

Disciples of the Cloud

In this first scenario, the report says this world is similar to the living and working environments at many large companies today. Commuting and clear-cut divisions between work and personal time are big elements of this scenario. Most employees’ work productivity is monitored and measured by others in the organization.

Electronic Cottages

This second scenario focuses on telecommuting employees and/or employees who commute a very short distance to a small hub office. In this environment, employees’ work activities are monitored. However, there is a greater emphasis on individuals’ lifestyles, and they are more connected to their local communities.

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You’ve read the headlines in 2006: Intel is reorganizing. And later in the year: Intel is laying people off.

In the eye of the storm is Dorenda Kettmann, Intel’s director, global staffing, who I met with yesterday in Silicon Valley. Kettmann is upbeat but realistic about Intel’s staffing.?

“I think it’s OK,” she says, of Intel’s employee morale, and seemingly of the entire situation at Intel in general. Employees simply want to know, she says, “what are we doing, why are we doing it, and what do we have to look forward to,” and want some sense of security about their jobs. Relieved of worry about whether they’ll have a job, they can focus on doing well at the one they’ve got.

Kettmann’s department is splitting up, with the most strategic work separated from the more tactical/operations work. That tactical/operations work will be combined with other Intel operations — all part of the reorganizing. Intel is still finalizing what will be in each department, and how the two sections will work together.

On top of that, Intel’s moving from a PeopleSoft recruiting system (part of its larger PeopleSoft HRMS) to a Taleo system, with the “go-live” date scheduled for November 15.?

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Article and research by Charles Handler and Mark C. Healy

For the last three years, Rocket-Hire has surveyed ERE readers who use Web-based screening and assessment products as part of their hiring process. The information we have been able to gather from this research has been a valuable part of our efforts to track important trends in the use of screening and assessment tools.

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Monster Worldwide’s former chairman and chief executive, Andrew McKelvey, has resigned from the board after declining to be interviewed by a board committee reviewing stock option grants, according to a filing with the Securities and Exchange Commission.?

Earlier this month, McKelvey resigned as chief executive officer and chairman due to a belief that he could “no longer dedicate the number of hours required” for the company’s review of its stock options grants.

However, he remained on the company’s board of directors and was elected chairman emeritus.

On October 29, McKelvey tendered his resignation for both positions, effective immediately.

McKelvey and his legal counsel had a previously scheduled meeting with the special committee of the board reviewing stock options on October 30. However, the committee was informed on Sunday that McKelvey had declined to be interviewed and would not provide assurance that he would appear at a later date.?

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This checklist continues last week’s article about comparing your onboarding program against the design components of a “world-class” onboarding program.

Part 3: Operational Design Components

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The war for talent is favoring job seekers, according to the latest Manpower Professional survey of nearly 32,000 employers across 26 countries and territories in July and August.

The survey included 1,000 U.S. employers.

Educated professionals like accountants, engineers, and nurses are calling the shots, with 45% of employers reporting difficulty filling these types of positions.

Overall, 38% of U.S. employers are paying higher wages to fill similar positions compared to the previous year.

In the service, transportation, and utilities and construction sectors, 41% of employers said they were paying higher salaries to recruit professionals.

In government agencies, wage increases jumped to 43% compared to last year.?

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The results of Korn/Ferry‘s most recent online executive quiz shows that a new title would do little to keep a current employee satisfied.

In fact, when asked whether a bigger job title would be enough to convince workers to stay at a job that they would otherwise leave, 85% said no and 15% said yes.

However, 42% of respondents reported an increase in fancy titles in order to retain talent with their current employer.

Of the approximately 36% of respondents who claimed they have received a bigger job title with their current employer in the past two years, 54% said their job has changed dramatically. The remaining 46% claim that they are performing roughly the same job.

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Many recruiters consider their hiring manager clients a bit weak on interviewing skills, assessing competency, and recruiting top people. Of course, most managers consider their recruiters a bit weak on understanding real job needs and finding qualified candidates.

A good candidate prep can sometimes reduce this gap.

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If you think it’s difficult attracting and retaining qualified nurses and other skilled medical staff now, just wait until hospitals have a hard time attracting and retaining patients.

According to the newspaper Hindustan Times, at least 40 American corporations are participating in a health plan to send some employees abroad to receive medical treatment. United Group Programs, a health insurer in Boca Raton, Florida, began offering the program six months ago. Of its 4,300 corporate clients, 40 have signed on to the plan that sends employees who seek non-emergency medical procedures to countries such as India, Malaysia, Thailand, and Singapore.

Whether it is for back surgery or hip replacement, employees are not forced to go overseas for these procedures, explains Jonathan Edelheit, vice president of United Group Programs.

The employees can choose to get the surgery in the United States and pay the deductible and co-insurance, which could cost them a couple thousand out of pocket, or go overseas with a friend or spouse. The advantage is they pay nothing out of pocket if they go overseas, he notes, in addition to a fully funded vacation abroad.

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Corporations have been working hard to get us to buy their products and services for decades. Over the years, they have moved from print and billboards to television and movies.

They have learned to be sophisticated and fun. In fact, many of us email our friends funny and entertaining advertisements. Lots of people watch the Super Bowl just because of the commercials that corporations spend millions of dollars preparing.

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International recruiting agency Robert Walters has allegedly issued a blanket ban on using certain words or phrases in job ads following the United Kingdom’s passage of the Employment Equality (Age) Regulations to remedy age discrimination.

According to the Daily Telegraph, the company wants to avoid the following: energetic, youthful, vibrant, quick-learner, self-starter, high-flyer, gravitas, newly qualified, soon-to-be-qualified, dynamic, experienced, ambitious, hungry, fit, energetic, and recent graduate.

Effective October 1, one of the biggest changes under the new law is that employers will not be able to impose compulsory retirement before 65. Currently, many employers state that 60 is their standard retirement age, according to the BBC.

Yet other elements to the law have left recruiters puzzled, particularly over how to revise job postings. Some recruiters wonder whether it is acceptable to include references to modern degrees such as media studies or information technology. Others question whether it is now illegal in an advertisement to specify the minimum number of years’ experience an applicant should have.

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Employees in Europe are more likely to receive training and development opportunities next year compared to 2006, with fewer large base-pay increases, according to a Mercer Human Resource Consulting survey of more than 430 companies.

To avoid raising their fixed costs, the organizations want to focus on training, non-cash rewards, and bonuses to top-performing employees.

Approximately 16% of respondents from mostly multinational European companies are planning to increase their investment in base salary rises next year, whereas 58% say they will spend more money on training and career development initiatives for their staff.

The survey notes that 32% of companies say they will invest money in annual cash bonuses, 44% report the use of non-cash rewards, 16% in retirement benefits, and 20% in healthcare benefits. ?

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As an owner of an IT staffing firm, I am always looking for good recruiters and have had the pleasure to work with some very skilled people over the years.

If I could somehow blend the better traits of all of them into one mythical person (RecruiterX), he or she would show the following skills:

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The Immigration and Customs Enforcement agency is planning to hire 2,000 agents to work at its division responsible for controlling illegal immigrants and promoting immigration law enforcement.

An internal email memorandum told current employees that the hiring will begin in Miami, Los Angeles, Dallas, Houston, and Phoenix, according to GovExec.com.

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World-class is a term that is often used and misused by those in human resources. It’s important to realize upfront that good or even very good onboarding programs are quite common, but they are also quite different from the few existing “world-class” programs.

Almost by definition, the number of world-class programs in any field is extremely small. For example, to be considered as world-class in an Olympic sport, you must win a gold, silver, or bronze medal. Such an achievement is truly unique and the winners of this world-class status always number below one-half of 1% of the total number of participants in the sport.

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Always the same old reprieve, “You should do full-cycle recruiting. You would make so much more money!” Sometimes it gets a little harsher and sounds like this: “You’re a fool not to do full-cycle recruiting. You would make so much more money!”

No, I wouldn’t. I don’t want to do full-cycle recruiting. I don’t have the patience for the human emotion thing that goes on in it. I spent the first half of my career catering to the whims and desires of others. I’m not about to finish it with a flourish in the full-cycle recruiting business.

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Fast-forward four years, when approximately 20% of nurse leaders and 35% of nursing employees will have retired, according to a new survey of 980 nurse leaders in the United States and Canada.

Now fast-forward 14 years to 2020, only to discover that these estimates get worse. The data shows that by then, 75% of current nurse leaders say they plan to retire, with more than 50% of their nursing employees also retiring.

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The convergence of several factors has likely led to the steady rise in the number of articles, conferences, and consulting calls focused on workforce or talent planning.

There have been more venture-funded start-ups this year than any time since 2001, initial public offering activity is up, and the demand for new college graduates increased by 13% this year (according to U.S. News.com) while these graduates’ interest in corporate jobs declined.

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These are the times that try recruiters’ souls. Even the best of them.

With corporate recruiting activity continuing to surge, many corporate recruiters say they are busy keeping up with their organizations’ robust recruiting objectives, let alone working to fill the jobs that were the most difficult to staff over the summer months, and which may remain unfilled.

The challenge of recruiting in a seemingly buoyant economy — driven perhaps by the continued growth of corporate earnings, the retreat of oil prices from record highs, and modest inflation — remains a balancing act as corporate recruiters take their messages to a labor market emboldened by the increasing availability of good-paying jobs.

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The Akron Beacon Journal plans to merge its online and offline recruitment services to employers and job seekers across northeast Ohio with Monster by mid-November. ?

The co-branded job search and recruitment website will combine the Monster brand with local market coverage from Akron’s sole daily newspaper and its website, Ohio.com.

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