Remember the days when you'd post a position and just wait for the resumés to pour in, when job-hunters had to sell themselves to you? Well, those days are long gone. According to Manpower, 40% of companies worldwide are having trouble hiring talent. In Canada, that number jumps to 66%. Everybody's vying for the same pool of workers, and that means it's up to you to sell your organization to them, not the other way around.
If you're running a smaller shop, you might feel at a disadvantage, going up against huge multinationals with all-inclusive benefits packages, stock options and countless of career opportunities. And if money were all that mattered, sure, maybe you'd be out of luck. But the reality these days is that most job seekers are looking for more than just a fatter paycheque.
What do they want? And what's the best way to provide it? Michael Stern, head of Michael Stern Associates, a Toronto-based recruitment and management consulting firm, has spent the past two decades helping companies address these questions. Today, his list of clients include Starbucks, The Gap, Pepsi, Honda, Telus and Sears.
Editor's Note: globeandmail.com editors will read and allow or reject each question. Questions may be edited for length, clarity or relevance. HTML is not allowed. We will not publish questions that include personal attacks on participants in these discussions, that make false or unsubstantiated allegations, that purport to quote people or reports where the purported quote or fact cannot be easily verified, or questions that include vulgar language or libellous statements. Preference will be given to readers who submit questions/comments using their full name and home town, rather than a pseudonym.
Noel Hulsman, Small Business Editor, globeandmail.com, writes: Thanks for joining us to discuss the issues around competing for talent in a tight labour market. When we asked Michael Stern participate in this afternoon's discussion, I was taking it as a given that Canadian companies are scrambling for talent. However, from the questions and comments posted so far on the site today, there seems to be a lot of debate about the skills shortage. Is there really a shortage? And if so, who is responsible? We'll try to shed some light on that here
Jim F from Out West, Canada writes: Michael, thank you for your time to answer questions. I'm an MBA student in my mid-30s with 10 years of work experience. Like many, I am somewhat skeptical about the hoopla that some—including a few of my profs—have made about the future's multiple and lucrative job opportunities, because employers are clearly not chasing everyone. Much of the demand is for skilled and even semi-skilled labor, while the professional and managerial market is still highly competitive on the labor side. Though I have a good job, I've had some interviews lately, and found the panels mighty picky and slow in their decision-making. Can you comment on whether this labor situation will ever extend much beyond the skilled trades and, if so, whether there is any change in corporate hiring practices forthcoming?
Michael Stern writes: When I began my career in executive search 25+ years ago, the rule was 2-3 interviews followed by an offer. No more. It is not uncommon now for companies to conduct 6-8 interviews with a candidate—significantly more for a very senior job. The reason: everybody—employers and candidates alike—are being more careful before they make or accept an offer of employment.
Regarding the high demand for skilled vs. managerial/professional, I think it's temporary—and geographically skewed. For example, the need for skilled/semi-skilled labour in Alberta has forced employers to increase compensation rates, be less selective and hire fast. That's exactly what happened in the hi-tech sector in the late 90's. But then it subsided. And I predict the same phenomenon will occur in the oil patch. Meanwhile, companies have and will continue to seek professional and executive leaders who can lead their companies forward successfully—during booms and busts.
6
