Sea Turtles — expats who want to return one day to their home country — are a very interesting talent acquisition source abroad. Often this source is overlooked and underestimated when recruiting internationally. Intelligence Group wrote a whitepaper on this subject: why are Expats a relevant talent acquisition source? How can you recruit their unique knowledge and know-how back home?
The Supreme Court’s decision to strike down Section 3 of the Defense of Marriage Act as unconstitutional is likely to have one particularly positive side effect for employers: an influx of diverse talent in the workforce in states that recognize same-sex marriage. keep reading…
Certainly, Facebook, Google, Microsoft, and Twitter would like them to. Those firms are all involved in a push to get people from outside Ireland to move to the Emerald Isle as its tech sector grows fast and its pool of skilled employees grows not fast enough. keep reading…
The concept of “corporate coworking” is among the boldest corporate people management concepts of the decade. If you’re not familiar with the concept, it varies from traditional coworking, which is a well-established concept where a group of startups and entrepreneurs share a facility that supports their getting launched.
There is a new model, which I call “corporate coworking,” where the employees of a major corporation share a facility that also houses startups and/or employees from another corporation.
The primary goal is not to save real estate costs, to provide space for expansion, or to provide remote work options. The objective is to generate and test new and innovative ideas.
On the Surface, it May Appear to Be a High-risk Approach keep reading…
After 30 years of recruiting outstanding senior staff, mid-level managers, and company executives, I can now state unequivocally that the single most important step in the passive candidate recruiting process is the 30-minute exploratory interview. Here’s why: keep reading…
Where’s it easier to get candidates to move to, and where’s it harder? That’s a question the search firm Heidrick & Struggles asked 50 of its U.S. search consultants. The least “recruitable” cities: Los Angeles, San Francisco, and Detroit (we’d have posted the results sooner, but we were stuck in LA traffic).
What candidates don’t like is bad schools, bad weather, a bad commute, high housing costs (or trouble selling their current homes) and limited opportunities if you end up leaving the job you’re being recruited for. They also want a good business culture with big companies, partly for job options for the spouse, as well as an airport with good flight options, and as safe a town as they can find.
Living in LA, we can tell you the weather is a plus, though some natives do complain that’s it’s too hot when it’s over 75 and too cold when it’s under 74. But with so many folks we know looking to flee the city because of the schools, as well as having a tough time with underwater homes, we get all that.
An Embarrassment of Riches
With all the whining about how hard it is to find quality hires we thought we were in a parallel universe when we read that the supply of “extremely bright, qualified, and eager candidates is so high that it is nearly problematic.” keep reading…
High pay, high housing costs, and an increasingly global recruiting environment have sent the recruiting market in California’s Silicon Valley back to the late 1990s.
Leaders from Genentech, Brocade, Electronic Arts, and other Valley companies talked about Silicon Valley recruiting at a July 18 event at Electronic Arts, put together by, among others, Brenda Rogers of Roku (the streaming-player company sporting a 67% employee referral rate) with help from CKR Interactive’s Andrew Gardiner, known by many as the founder of BAjobs.com.
Below are some highlights of that discussion entitled “recruiting top talent in the wake of a tsunami” put on by the Bay Area Human Resources Executives Council.
Moving From “Pay to Opportunity” keep reading…
In the war for talent, are you sitting comfortably behind the castle walls or conquering new territory? If you’re going to start storming the gates of your competitors, in my Game of Thrones-inspired metaphor, you’ll need the best and brightest on your side. The top talent who can help you build your company into a force to be reckoned with might not have gotten the memo to move nearby. Hiring locally just doesn’t cut it anymore.
If you’re only looking for talent in your own backyard, you’re missing out. Just because you’re missing this top talent doesn’t mean your competitors are as short-sighted. Many recruiters and hiring managers will turn away out-of-state candidates as soon as they see an unfamiliar zip code. If your company doesn’t see talented candidates out of the area as worth the time, those candidates will get swept up by someone else. In the war for talent, now you’re losing.
Times are changing and the conventional wisdom no longer applies. With over 8 percent unemployment, many candidates are giving far-flung companies a try. This could be the best time for you to get in on the ground floor of finding the top talent no matter what their geographic location might be. So let’s break down some of the common myths regarding long-distance candidates:
Myth: Candidates Won’t Relocate keep reading…
A group of Detroit businesses are encouraging Silicon Valley-ites like laid-off Yahoo employees to take a look at the Motor City. Quicken Loans, Detroit Venture Partners, Rockbridge Growth Equity, and Fathead.com are among the companies involved in the move-to-Michigan push, which includes efforts to spread the word on social media like Google+ as well as a special website for job-seekers to upload resumes.
Meanwhile, Twitter is opening up a Detroit office, apparently “to be closer to automakers” and to be part of the city’s comeback.
Cities part of the Valley-to-Detroit effort are hoping to meet candidates in Palo Alto in May, and then have their favorites come to Detroit to show them around.
A quick look at some of the goings-on in recent days from the recruiting/human resources world:
- If you’re looking for a gift for the busy New York professional who has everything, you can now get them a “PA for a day.” The new temp firm, founded by a PR/events director for a New York ad agency, offers personal assistants for a day — actually for as little as two hours, at a rate of $20 an hour. The company says that “personal assistants cannot and will not assist with any tasks that are illegal, illicit, or questionable.” In addition, “PA For A Day currently does not offer babysitting/childcare services.” We’re not sure if they’re referring to the boss’s kids, or the boss himself.
- Hey LinkedIn, better sound general quarters. You’re under attack by a Norwegian startup. JobCruiter sent out an announcement about its launch with the in-your-face headline “JobCruiter.com Challenges LinkedIn.” The site, says the announcement, has “ambitions of being the best global career network.” Now, here’s the fightin’ words: “Many see today’s career networks just as boring overviews of their contacts where nothing is ‘happening.’” keep reading…
How willing might a South African be to get a new job? What might entice an Australian employee to relocate for a job? A website called the “Global Talent Barometer” launching today gives you a glimpse into what motivates workers in different countries and what’ll drive them to move from one country to the next. Essentially, it’s just a set of pages showing the results of a survey — but a slick set.
The site is being unveiled by a job-board group called The Network, along with a Dutch labor-market research agency called the Intelligence Group. It’s first available to Network customers and its partners such as Beyond.com, with access possibly opening up in 2012.
For an example of what’s up on the site, let’s take India. If you click on India, you can find out, among other things: keep reading…
Even as American consumers were opening their wallets, they were telling The Conference Board they just weren’t very optimistic about 2011. The organization’s Consumer Confidence Index declined in December to 52.5 from November’s revised 54.3.
According to Bloomberg News, the decline was greater than the most pessimistic forecast of the economists it surveyed.
Some analysts viewed the decline with more than a little skepticism, considering the surprisingly robust sales numbers that are starting to come in. keep reading…
One of the key structural changes in the talent economy is directly tied one of the key structural changes in the American economy: the mobility of candidates, which has been encumbered in two ways.
One, the most obvious, is that with more than 11 million homeowners in America owing more than their home is worth, that portion of the workforce is simply not mobile. When combined with homeowners who have near zero equity, that equates to roughly 29% of all mortgage debt being underwater; in rough numbers, 29% of potential candidates will find it very difficult to move in order to change jobs.
Remember, selling a house costs nearly 10% of its value, when you add tax, real estate fees, and other related expenses. Owning with no equity is like renting with no mobility. This drag on candidate mobility up to now has been at least partially masked by continued elevated unemployment and low demand for talent, but the issue is in large part structural until the housing market works through what will prove to be a long recovery process. Importantly, long before housing prices recover, companies will be hiring again, yet nearly a third of the talent pool will be mired with a home they are unable to sell without substantial financial assistance. As a result, candidate relocations are at an all-time low.
Did you see the contest to get a free trip to the #socialrecruiting summit? If you haven’t checked it out,
Here’s what’s going on in the ERE community this week:
- Transformative vs. Temporary Change
- Relocation “Next” Practices
- Creative Sourcing Tactics for $500 or Less
- Are Recruitment Mailings Considered “Commercial Solicitation”?
- Vacancy Rate as a Recruiting Metric
- Featured Group of the Week: TOOLS Group
1. Transformative vs. Temporary Change
Courtney Claiborne writes about the difference between transformative and temporary change saying, “We all agree that change is necessary … that in order to survive in the ever-changing landscape of our chosen professions, we MUST change and adapt — it’s the only way true performance breakthrough can happen. Yet why is it that even though we recognize the NEED to change, so many of us so often (and please forgive me for sounding harsh here) absolutely STINK at making change happen?
How do you encourage transformative change in your organization?
Your company may be sending a brand-destroying message that hiring next year’s summer intern is more important than hiring your next director, vice president, or other C-level executive.
Many firms are hiring college graduates and interns for next summer. In many of those cases, relocation is paid to the college graduate or summer housing is arranged for the intern. A look at the experienced hiring market illustrates an entirely different story. A search in Google for “local candidates only” delivers more than 250,000 results. Sure, several of these openings are for retail or hourly employees where considerable education credentials aren’t required.
But you get:
50,000+ results for “local candidates only” vp
5,000+ results for “local candidates only” mba
If you sift through there a bit, you’ll find some senior openings like Chief Financial Officer and Chief Marketing Officer. Would it not be wise to mix in talent from other regions, if not solely to have different vantage points and a more diverse perspective? The best companies I’ve ever worked for had these qualities and created true diversity in skills and life perspectives. Ideally, you should be recruiting the best people who are passionate lifelong learners with cutting-edge skills capable of a building a collaborative, high-performing culture regardless of their location.
As unemployment continues to decrease, local talent is becoming harder to find in many U.S. markets. Recruiters in hot job markets like Washington, D.C., Seattle, and Las Vegas more frequently have to relocate candidates from other areas. Determining which markets to target with your recruiting efforts doesn’t have to be a guessing game. In consulting engagements with several Seattle-based high-tech companies in the mid-1990s, I attempted to build regional targeting strategies to help deal with the local crunch for IT labor. We typically began with unemployment rates in each geography and did primary research on industries that were strong in each geography, migration trends, and labor force composition.
This was incredibly time-consuming back then because the Internet was still in its infancy. Today, the Web is a treasure trove of resources to help you identify the most logical markets for your recruiting strategies. Data is now available on everything from migration trends and job growth to housing prices and industries – all of which can combine to give you a much clearer picture of where to target next.
Where Talent Will Move or Stay When building a regional or relocation recruiting strategy, knowing which markets are gaining or losing the most people is a great starting point. Markets that are losing high numbers and percentages of people are the most ripe for targeting. Many economic factors, including housing prices, costs of living, job availability, climate, and crime rates, factor into which areas have the highest migration rates. Beginning at the state level, domestic migration to southern states continues to increase, with residents in Western and Northeastern states (including many retirees) beginning to move south seeking more affordable housing and better standards of living.
According to a recent USA Today article, one of the dominant trends is movement away from our biggest cities. States like New York, Illinois, California, and Massachusetts demonstrate the impact that this new urban flight is having, although they make up for this population outflow with international immigration.
view full-size image The percentage of people entering or leaving each state due to domestic migration is also a great tool to identify areas where it is possible to have some recruiting success. Midwestern states like Kansas, Iowa, and North Dakota score highly on this list as potential target states. Delaware, South Carolina, and Idaho, among other states, score much lower on this list.
view full-size image At the city level, the U.S. Census Bureau’s data demonstrates the impact of out-of-control housing markets in some of our biggest cities. Metro areas with the biggest net migration to other areas from 2000 to 2004 were New York, Los Angeles, Chicago, San Francisco, and Boston. The biggest beneficiaries of these migration trends were Riverside-San Bernardino, California, Phoenix, Tampa, Atlanta, and Dallas. As you’re putting together your next recruiting strategy, housing prices remain a huge indicator of where the population will move next and the areas from which it will become easier to pull talent. The areas mentioned above are pricing many people out of their market, and in other cases, individuals are pocketing the money they have gained from their houses and moving elsewhere.
The net impact of talent migration for a recruiting team is as follows: Without a phenomenal job offer, targeting candidates in a lower cost-of-living area like Texas if you live in a high cost-of-living market is nearly impossible. However, all is not lost. “Weather recruiting” – hitting specific markets when the weather is unbearable, like Texas in the summertime or the Northeast and Midwest in winter – can be a highly effective strategy, one which I have used successfully for many companies.
Understanding the Job Market, Part 1 The job market in a metropolitan area is another reason why people move from one state to another. A poor economy and weak job market often translate into an excess talent supply. The Milken Institute, a non-profit economic think tank, is an excellent source of data on local economic conditions and job growth. Its analysis of the 200 largest cities and 179 small cities is one of the most useful resources on the Web to evaluate the economic health of a potential target market. Not only does it provide sortable data on job growth, wages, and population, but it also gives an indication of the high-tech industry base in a given city. Its data confirms that some of the hottest talent markets are in Florida, Nevada, North Carolina, and Arkansas (thank you, Wal-Mart). A harder to use but equally valuable resource is the U.S. Bureau of Labor Statistics site at http://stats.bls.gov.
About as detailed as it gets, the BLS site’s most useful statistics are its tracking of regional and metro area unemployment statistics. The most current release shows that unemployment rates are high in states like Michigan, Kentucky, and Alaska, and low in states like Florida, Virginia, Utah, and Nebraska. The metro rates of unemployment are also very revealing – at times an indicator of economic health in attractive climates (like Cape Coral-Fort Myers and Fort Walton, Florida) and at other times an indicator of markets that have a hard time keeping their local talent (like Sioux Falls, South Dakota and Fargo, North Dakota). The month-to-month statistics on the metro area unemployment rates are perhaps the most useful component of this chart, giving one an idea of whether the economy in each metro region is expanding or contracting.
Understanding the Job Market, Part 2 General job market data like job growth and unemployment is useful, but not if you can’t find the specific types of individuals you seek. In my hometown of Seattle, for instance, the strong high-tech market means that there are relatively large numbers of programmers and software engineers (approximately 85,000 of them, to be exact), which is reflected in the BLS data on occupations and wages by metro areas. There’s not much of an entertainment industry here, which is also reflected in the low numbers of Agents and Business Managers of Artists, Performers, and Athletes (only 50 of them in Seattle compared to 2,610 of them in Los Angeles). Occupational data is also an important indicator of whether the types of individuals you seek live in a given market. For example, you can see which metro areas and states have high concentrations of recruiters and which pay the highest wages. It will take you a little while to navigate, but the “customized table” function allows you to view an Excel sheet with detailed data by city. This data shows that New York and Chicago have by far the highest numbers of recruiters (over 10,000 in each city), followed by Los Angeles, Boston, Philadelphia, and Washington, D.C.
The biggest gap in the BLS statistics is in industry by state. If you’re looking for pharmaceutical employees, you’d want to know that the areas you’re targeting have high concentrations of employees in this industry given its specialized nature. The U.S. Census Bureau has very general statistics on industry employment by metro up to 2004 that are relatively helpful, and this data can often be supplemented by state departments of labor, a helpful list of which can be found here.
Finally, your own knowledge of competitor locations and the types of individuals they employ in each location are incredibly important. One of the best resources for this type of data is each organization’s career website, which can give you an idea of what types of employees they recruit and in which locations they recruit them.
Putting it All Together Using a combination of your knowledge of regional job markets, industry concentrations, migration patterns, and costs of living and your competitors, an organization can begin to create an effective regional recruiting strategy. The tools provided above can help you strategically identify and whittle down your target list. Now it’s up to you to create a message that speaks to the selling points of your area relative to your target markets and learn from your experiences along the way.