by Dr. John Sullivan and Master Burnett
The U.S. economy is like a sprinter trying his best to run a long-distance race. It takes off at full speed until it burns up its resources and has to slow down while it recovers, only to take off again shortly thereafter. Time and time again, companies in the U.S. have weathered periods of economic expansion and contraction, but for the first time in recent history (since the Romans ruled civilization), the circumstances are a little different. The conditions are so different, in fact, that the recruiting profession may avoid being decimated this time around.
While many economists agree that the U.S. will likely avoid a recession despite the collapse of the housing market (which is leading to widespread layoffs in construction, mortgage financing, and supporting industries), macroeconomic growth rates are going to be much lower than we have become accustomed to, but they will still be positive.
In January, layoffs by U.S. employers surged 69% to 74,986 according to Challenger, Gray, & Christmas. Despite that gloomy news, more than 58,000 of those cut from their organizations found other employment by the month’s end, resulting in a net increase among the jobless of just 17,000. These numbers are pretty good when you consider that natural attrition associated with the aging workforce should already be leading to a significant reduction in the available labor pool. But, the housing crisis isn’t over. Some say we have only experienced the tip of the iceberg, so the volume and size of layoff announcements are likely to grow in coming months.
So what’s the good news? From a recruiting perspective, this period of economic contraction is different than ones we previously endured for a number of reasons, including:
The long and short of the story is that your organization will continue to need a significant influx of talent despite a contraction in the U.S. economy.
To survive, grow, and best the competition, organizations need to have both the capability to produce innovative products at a price point consumers will accept and the capacity to produce enough units at the right time in the right place. While capacity is a function involving talent, equipment, and material resources, capability is almost entirely derived from talent. When it comes down to manipulating the capability of an organization, corporate leaders have but two options: either build capability by training and developing talent or acquire talent through recruiting, be it for employees, consultants, contractors, strategic partnerships, or outsourcing agreements.
For most corporate leaders, the desired option is clear: Both CEOs and CFOs have ranked their organizations’ ability to recruit top talent among their top concerns for a number of years. Despite the growing visibility of their unhappiness with their organizations’ capability in this area, a number of HR leaders continue to adopt development over recruitment as a method to mitigate the potential impact of the aging workforce.
This critical “make” versus “buy” decision is one that organizations make without nearly enough insight. Skill sets and employees, for that matter, face obsolescence just like any other resource that organizations consume to produce goods and services. It’s kind of harsh to think of it that way, but organizations often keep obsolete talent around for way too long.
When making the critical decision about how to manage the capability and capacity of the organization to achieve its objectives, organizations really need to answer the following questions:
In some cases, development makes sense, but in the vast majority of cases related to professional talent, the economics involved point to talent acquisition as the more viable option.
For organizations that depend upon operational efficiencies to maintain small profit margins, such as computer component manufacturers and grocery stores, pursuing a “promote from within” strategy makes sense. There is a lot of operational knowledge that needs to be imparted from generation to generation in order to drive sustainability. But for organizations that depend upon innovation and have extremely compressed product development life cycles, “promote from within” strategies can be disastrous if they permeate the organization. The sole reason stems from a famous quote that basically says organizations that focus solely on building leaders within the organization will never know what they don’t know. It’s a lesson that Shell Oil had to learn the hard way, and one that UPS is probably learning now.
The economic points are clear: The skies are going to be partly cloudy with areas of sunshine. Organizations need to become more adept at routinely releasing obsolete talent and replacing it either through recruiting or development, whichever makes the most economic sense. But, the decision must be made based on data and not on personal interests or beliefs. Recruiters need to step up; understand the business strategy; figure out the impact of top talent, average talent, poor talent, and no talent; and advise corporate leaders where talent opportunities exist. No one understands the labor market better than recruiters; unfortunately, way too many accept the transactional part of their job as the job. To “build” versus “buy” is a decision that could make all the difference in an organization, but it is one that too few organizations ever research. Since no one else is doing it, step up and preserve your job. No one else will!
