Talent Management - Attract, select, develop, appraise, reward and retain the best people.

Interesting article that I saw last week.

How is your organization planning to overcome these issues in the future?

One Third of Employers Worldwide Cannot Find Qualified Talent, Survey Finds

Milwaukee, Wis. — May 25

One in three employers globally report experiencing difficulty filling jobs due to lack of available talent, the highest percentage since before the recession in 2007, a ManpowerGroup survey found.

The Talent Shortage Survey conducted by the workforce solutions company also found that 90 percent of employers cite candidate-specific factors behind the challenge of filling mission-critical roles — including a lack of necessary skills and experience, insufficient qualifications, or a lack of soft skills.

The talent market may soon have an over-supply of available workers and under-supply of qualified talent. To navigate this challenging landscape, ManpowerGroup advises employers to reconsider work models and people practices and develop a robust workforce strategy that "manufactures" the talent they need to execute their long-term business strategy.

"As the chaos and complexity of the post-recession era have irrevocably changed the way the world works, employers can no longer solely rely on a 'just in time' approach to hiring, expecting 'on-demand' talent to be available wherever and whenever they need it," said Jeffrey A. Joerres, ManpowerGroup Chairman and CEO. "It would be unthinkable for a company to plot its growth strategy without identifying a sustainable supply of raw materials, so employers must ensure they have the talent in place to support their business goals. The 'manufacturing' of talent cannot be achieved in the short-term, but it can be developed in the long-term so companies must strategize accordingly."

With 28 percent of employers worldwide reporting a lack of experience among candidates as a key barrier to filling vacancies, organizations may need to move away from traditional training and development programs and focus on experiential development by engaging employees on "stretch projects" that not only achieve the desired outcomes of the business, but also is tailored to the employee to help them achieve their full potential and help build the skills that are most valuable to the organization.

The hardest jobs to fill globally are technicians, sales representatives and skilled trades workers, according to ManpowerGroup's survey of almost 40,000 employers across 39 countries and territories. These are the same jobs that employers have reported having difficulty filling for the past four years, underlining the need to re-evaluate how they are recruiting for these positions.

Jobs most in demand in 2011
1. Technicians
2. Sales Representatives
3. Skilled Trades Workers
4. Engineers
5. Laborers
6. Management/ Executives
7. Accounting & Finance Staff
8. IT Staff
9. Production Operators
10. Secretaries, PAs, Admin Assistants, & Office Support Staff

Jobs most in demand in 2010
1. Skilled Trades
2. Sales Representatives
3. Technicians
4. Engineers
5. Accounting & Finance Staff
6. Production Operators
7. Administrative Assistants / PAs
8. Management/Executives
9. Drivers
10. Laborers

Globally, employers having the most difficulty finding the right people to fill jobs are those in Japan (80 percent),India (67 percent), Brazil (57 percent), Australia (54 percent), Taiwan (54 percent), Romania (53 percent), USA (52 percent), Argentina (51 percent),Turkey (48 percent), Switzerland (46 percent), New Zealand (44 percent), Singapore (44 percent), Bulgaria (42 percent), Hong Kong(42 percent) and Mexico (42 percent). Talent shortages are least problematic in Poland, Ireland and Norway. The number of employers struggling to fill roles in the USA has jumped 38 percentage points to the greatest percentage in the history of the survey in the country.

Source: ManpowerGroup


Contact me for a white paper that sets out a 9 step process to help you overcome these issues.

How to Conduct a Meeting

Dale Carnegie Training®

Question:

My boss just told me I am responsible for planning this year’s company meeting.  I have done smaller meetings, but not a meeting for an entire company.  What are some guidelines I should follow to conducting a meeting smoothly? 

Response:

There are two words to remember when planning a meeting - communication and details.  Remembering to communicate your thoughts and attention to detail will lead to a successful company meeting.  Here are some guidelines:

1. Have a vision. Talk to your boss and anyone else that can contribute insight to the meeting.  Ask them what they want to achieve at the upcoming annual meeting.  Create a unique vision for this meeting – is it about teamwork, new products, rapid growth, etc.?

2. Create an agenda.  Look at what was done in the past couple years for a guideline to what should be included in the upcoming meeting.  Make a list of each topic relevant to the year that’s appropriate for discussion.  Work with your boss or coworkers to get input. 

3. Find a location. You’ll need to decide where the meeting is being held. Start working on the details with the facility managers.  They will be able to lead you through all the choices. 

4. Connect with the speakers. Although the agenda won’t be set until a few weeks before the meeting, work with the speakers to get a gist of their topic. Contact these people and ask what technology they’ll be using and if they have any other special needs.

5. Keep people in the loop.   Make sure you are keeping the appropriate people of any updates with the company meeting.  It is always better to be more informative. 

               

If you have any business related questions or would like advice on other workplace issues, visit our web site at http://www.bc.dalecarnegie.com/ or mailto:paul.sinkevich@dalecarnegie.com

Building on Relationships?

Dale Carnegie Training®

Question:

I’ve always felt that closing a deal is not the end, but the beginning of a partnership.  It has been challenging at times to continue the relationship after the deal is done, since my focus is to generate new revenue for my company.  Furthermore, my company feels that an existing client is not as fruitful as new clients.  What are your thoughts?

Response:

In today’s fast pace world, it is very difficult to cultivate and maintain a relationship with a client but that is exactly what successful salespeople are doing to stay at the top. Most sales leaders approach their work with the goal of building long-term relationships.  

The focus isn’t just on what you can sell clients, but how you can forge lasting ties with existing clients. These existing clients will help you network, because you have gained their trust and showed you have knowledge in what you are selling. 

Positioning yourself as a sales consultant with existing clients will help you generate revenue even if your company doesn’t seem to think so.  Your relationship with these clients will give you credibility that will in turn give you recognition from prospective clients.  

In a nutshell, you are right.  Honor commitments, follow up as promised, and keep in touch.  This increases your visibility and credibility—and fosters customer loyalty.  Soon enough, relationship building will become second nature and you can focus on new business. 

If you have any business related questions or would like advice on other workplace issues, visit our web site at www.bc.dalecarnegie.com or email me at paul.sinkevich@dalecarnegie.com.