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What's Going On II: People
There's an odd set of paradoxes in the current
marketplace.
According to CareerBuilder, over 40% of
employers are having some trouble finding the right people. The demographic
shifts, changing immigration policies, continuously evolving skill requirements,
geographic dislocations (there's no one left in West Kansas), stable and low
unemployment rates, and cost of living barriers in major urban areas all
contribute to a legitimate sense of labor shortage. The people you want to hire
are not banging on your door.( continue...)
Read John Sumser's complete article in the Electronic Recruiting News.
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Bugler in your mailbox daily. - Read Today's
BERT (Recruiting Blogs feed)
Reveille and Hyperbole: CareerBuilder.com, the nation's largest online job
site with more than 21 million unique visitors and over 1.5 million jobs, announced it has
launched CBPublic, a new division dedicated to providing recruitment solutions and support
to state and local government organizations. CBPublic works with state and local government
agencies to increase public awareness efforts and outreach surrounding job opportunities. Leveraging a vast online network, CBPublic connects public sector employers with the most qualified candidates and delivers cost-reducing employment solutions to help improve the economies of state and local regions.
iCIMS, a leading Software-as-a-Service (Saas)
provider, announced that the company has been
selected as one of "The Best Places to Work in New Jersey." The award program is produced by
NJBIZ and is sponsored by J.H. Cohn and Staffing Alternatives.
Solutions 4 Hiring is not your typical search
firm. As a matter of fact, the company founders prefer to approach job placement a little like
finding the love of your life. To that end, the company is patenting a process for identifying,
profiling and matching job candidates with employers through a similar method used by some of
the leading matchmaking services that cater to those seeking soul mates. The search for the
perfect job or the perfect employee is just as important and difficult, according to
Solutions 4 Hiring. They believe you have to approach both with the same basic principles,
focal points and level of personalization.
You Should Know:
US: WorldatWork Comments on Proposed Shareholder Vote on Executive Pay
The U.S. House of Representatives Committee on Financial Services held a hearing on March 8 about legislation that would allow shareholders to vote on the compensation packages of corporate executives. The bill, H.R. 1257, was introduced by the Committee's chairman, Rep. Barney Frank (D-MA) last week and is being called "The Shareholder Vote on Executive Compensation Act."
WorldatWork staff attended the hearing and submitted a statement on behalf of the association
which became part of the hearing record. The association's statement made three primary points:
(1) there are already a number of opportunities for shareholder input to companies and
adding a "non-binding" vote on compensation doesn't add anything,
(2) compensation packages are designed with a multitude of complex internal and external
factors that are best thought through by professionals, independent company boards of
directors and independent consultants, and
(3) the 2006-enacted Securities and Exchange Commission (SEC) disclosure requirements are only being implemented now and should be given a chance to prove they are inadequate before enacting more disclosure and regulatory requirements.
WorldatWork
Survey Says:
2nd Quarter Employment Outlook
A new nationwide hiring survey shows only a little over a quarter of companies expect to add new positions in the next three months.
The survey by Milwaukee-based global staffing firm Manpower Incorporated also shows 7% of companies say they expect to reduce employment.
Jonas Prising is president of Manpower North America, and he says that means some people may have to search longer for work, although the overall labor market is strong.
This quarter, when stripping out seasonal factors and the number of companies that expect to cut jobs, 18% of companies expect to increase hiring, down from 19% in the first three months of the year and 20% in the last quarter of 2006.
Prising says the slowdown in hiring indicates employers are being cautious as they anticipate only moderate economic growth.
(WSAW)
Deep Release:
Maritz Unveils Six Distinct Employee Types Based on Reward Preferences
Poll Shows that One Size Does Not Fit All in Employee Recognition Programs
A recent Maritz® Poll found that 55 percent of employees "agree" or "strongly agree" that the quality of their company's recognition efforts impacts their job performance. At the same time, only 43 percent of employees "agree" or "strongly agree" that they are consistently recognized for their performance in ways that are meaningful to them.
To help companies better understand the impact of offering the right and wrong recognition rewards to employees, Maritz Incentives and Maritz Research researched studied employee reward preferences and uncovered six distinctly different employee types. Although each company has different proportions of each employee type, a survey of the general population found that*:
22% are Award Seekers
17% are Freedom Yearners
20% are Nesters
16% are Praise Cravers
19% are Bottom Liners
8% are Upward Movers
* Percentages have been rounded to the nearest whole number.
The profiles demonstrate how one type of reward can work well for some employees, but not for others. For example, a simple ‘thank you' goes a long way with Praise Cravers, but wouldn't be appreciated by Bottom Liners. As another example, the profiles illustrate how offering flexible scheduling would keep a Freedom Yearner more committed to the company than a cash bonus.
Employee TypesAward Seekers
Award Seekers want rewards that have both monetary and trophy value. They are far less motivated by rewards that take time away from their normal routines, such as the opportunity to mentor other employees, work with people outside their own area, or take on challenging new projects.
Reward Preferences: Gift cards and travel awards
Employee Traits: Younger than other segments; 58% female
Nesters
Nesters are turned off by rewards that take them away from home. Travel awards and the opportunity to attend conferences were least appealing to this group. Achieving a good balance between work and personal life is especially important. They want to go home after a hard day of work and enjoy their families, rather than going on trips that take them away from their loved ones.
Reward Preferences: Days off, flexible scheduling and dinners out with their families Employee Traits: Older than other segments; 54% male
Bottom Liners
Bottom Liners are less concerned about trophy or award value and are really only concerned about the monetary value of rewards. They place very little emphasis on receiving verbal or written praise. It is likely that, if a company did not attach something of monetary value in their recognition efforts, their efforts would be considered ineffective with this group.
Reward Preferences: Cash bonuses or cumulative award points programs that they can accumulate to obtain rewards. Employee Traits: Typically have high job dissatisfaction; 59% female
Freedom Yearners
Freedom Yearners are less materially motivated, with limited interest in things like gift cards and cumulative award programs. They are best rewarded by giving them flexibility. Freedom Yearners are often people that have already achieved a certain level of financial success and security and are now more focused on doing work that is personally meaningful without an excessive amount of management interference.
Reward Preferences: Flexible hours, freedom to choose how to achieve their goals, ability to choose interesting and challenging projects and opportunities to attend conferences. Employee Traits: 55% at least 45 years old; 55% male; had the highest proportion of people making over $100,000 (22%)
Praise Cravers
These individuals value any type of praise more than any other segment. They have a greater desire to have their work acknowledged, with or without an accompanying award of monetary value. This group also has the least interest in days off or flexible scheduling, suggesting that they receive a great deal of personal satisfaction from a job well done that is recognized accordingly. Among this group, simple stated recognition of good work will have much greater impact than with most others.
Reward Preferences: Verbal, written or formal praise from managers or informal praise by peers. Employee Traits: Desire a higher degree of affirmation; 54% male
Upward Movers
Upward Movers are the most satisfied and committed among all of the employee segments. They are the least interested in cash bonuses, days off and flexible scheduling. These people love their jobs and want to move up in the company.
Reward Preferences: Status awards, meals with company management or opportunities to mentor other employees and work with people outside their own areas. Employee Traits: 68% male; 42% 34 years old or younger; 66% manage direct reports; 30% executives; 20% never worked anywhere else prior joining their present companies
About Maritz Inc
Founded in 1894, St. Louis-based Maritz Inc. helps companies achieve their full potential through understanding, developing, and motivating employees, channel partners, and customers. Maritz has key offices in the United States, Canada, the United Kingdom, France, Germany, and Spain and ranked No. 227 on the most recent Forbes list of 500 Largest Private Companies. For more information, visit www.maritz.com or contact us at 1-877-4MARITZ.
This online Maritz Poll survey – conducted in October 2006 – featured responses from 1,003 randomly selected full-time employed adult participants (501 male, 502 female) ages 18 – 65+ from throughout the United States.
Paula Godar
Maritz Inc.
636-827-1961
http://www.maritz.com
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