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It is better
to not be on
the web than
to be on and
not know why

John Sumser

Reality
is more
complex
than
it seems.
John Gall






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Winning The People Wars
(December 28, 2000) In our effort to provide solid materials on Recruiting Strategies, today we present the following: Strategies for Web Recruiting. This is a 12 slide presentation that takes another look at Recruiting Strategies and Tactics.

Web Recruiting Strategies. Requires Acrobat.


The Supply Talent Office


(December 27, 2000) Below you will find a Presentation on Successful Tactics In The Supply Talent Chain. The 15 slide presentation puts numbers to some of the issues you will be facing over the course of the next few years.
  • Supply versus Demand
  • Unemployment Rates
  • Workforce Growth
  • Economic Growth
  • Job Creation versus Job Fulfillment
  • Scenarios
  • Trends

The Talent Office. Requires Acrobat.


Retention Segmentation


(December 26, 2000) Effectively, the American legal system delivers the lobotomy that makes HR what it is today. In no other component of the economy would "one size fits all" programs and attitudes be seen as a healthy component of a market orientation. Given the legal framework's orientation towards the righting of past wrongs, it is tough for HR managers to feel anything but risk when tackling the contemporary organizational questions..

Assuming that the retirement age doesn't change, we are facing a shortage of nearly 40 Million workers in the economy over the next 15 years. That is just the number required to replace the retiring baby boomers. Even at a meager 2% growth rate (which we seem to be viewing as a massive economic slowdown), the economy needs to produce an additional 2.5 Million workers per year.

We're losing physical bodies and making requirements for more of them. See the disconnect?

At the very same time, some older workers want to work longer. Performers tend to measure themselves by the fact that they perform and hardly want to suffer the self esteem crisis that Retirement can bring on.

Yet, retention programs still tend to take the "Rah, Rah", monolithic approach. Scared of looming ageism lawsuits, some of the largest companies in the country (they're the ones with the biggest problem) are stuck in the past pushing retention programs that equip the so called "best and brightest" with fattened resumes and an even earlier opportunity to jump ship. Innovation in the thinking about retention seems to be evolving even more slowly that other HR practices.

From our perspective, retention is what you call recruiting when you do it for current employees, It's the re-recruiting process a manager goes through once she understands that the business drives home each night and that you're fortunate when they come back. It requires tailoring of the employment contract with each individual in consideration of circumstances. It focuses on performance, not entitlement, seniority or political structure.

In order to effectively retain and grow a workforce, one thing has to be abundantly clear. The people you wish would stay are the ones who are going to leave. Like sediment in a river, time brings a natural accumulation of people who don't fit the retention profile of "best and brightest". This has been the essential management frustration since people began writing and talking about management.

After this simple principle is understood, the hard work can begin.

Workforces are composed of different groups of people who share interests, ambitions, desires and motivations. These groups may or may not break along traditional ethnic and gender lines. They probably don't. The job of a retention program is to build on a clear understanding of the internal market segments of the company.

Interestingly, this is the basic work required for effective replacement and growth of that same workforce.

In the 21st Century, we will learn to give thanks for legislated diversity programs, but only after we digest the fact that real diversity involves tailoring the job to the worker. Real Diversity is about the search for a way to give every worker the chance to be as productive as possible by accounting for interests, ambitions, desires and motivations in the employment contract.

Like them or not, the current workforce is the model (without heroic effort) of the larger workforce. Retention that focuses only on the young, the best or the brightest does so at great peril.

- John Sumser © TwoColorHat. All Rights Reserved.

******************************************************************************************
THE 2001 ELECTRONIC RECRUITING INDEX

PREPUB SALES EXTENDED TO DEC 31, 2000
$2845 ($2995 after Jan 1) Order your copy today.

    Table of Contents
    Volume I
        1. Executive Summary
        2. Introduction
        3. The Premise: Human Capital Management Changes Everything
        4. The Human Capital Management Industry
        5. 21st Century Ad Agency
        6. Recruiter's Survey Results
        7. Valuation Models
        8. Employment Branding
        9. Forecasts and Predictions
      10. The Chief Talent Officer
      11. Stock Market Performance
      12. The Alliance Development Machine

    Volume II
    - 500 Pages of Detailed analysis of the top 225 vendors in the Human Capital Management Market.

  • Check out the Special Offers on 2001 and
    the 2000 & 1999 ERI.

     - Scheduled for release in January 2001.
******************************************************************************************

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Materials written
by John Sumser
© TwoColorHat.
All Rights Reserved.

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