Surprisingly, with all of the layoffs and restructurings that have taken place in the last year or two, the survey of more than 35,000 employers in 36 countries found that 31 percent of employers are having a difficult time finding the right talent. In 2009, that number was 30 percent.
The most difficult jobs to fill in the United States are in the skilled trades, sales reps, nurses and technicians, according to the just-released Manpower Talent Shortage Survey.
Jonas Prising, Manpower president of the Americas, attributes the problem to “a talent mismatch. There are not enough sufficiently skilled people in the right places at the right times.”
Making it worse, he says, is employers “are seeking ever more specific skill sets or a rare combination of skill sets.”
Seems to me that’s all the more reason that employers should ramp up their training and development programs — an issue that Wharton professor Peter Cappelli explored not that long ago in one of his HREOnline™ columns.
In “Difficulties in Finding Qualified Workers“, he writes: “There is no shortage of people with the appropriate education credentials for any jobs I’ve seen. The skills that are in short supply are work-based skills, the kind that are only learned on the job: Experience with these vendors, knowledge of these work practices, an understanding of this industry.”
So why are so few employers willing to train and develop the people they need to implement their business strategies? That’s another difficult question to answer.
Secretary of Labor Hilda Solis honored today — Workers Memorial Day — with a reference to Mother Jones (the woman and labor organizer, not the magazine) by quoting her: “Pray for the dead and fight like hell for the living.”
While government data shows that fatal workplace injuries (PDF) have decreased each year since 1992 and other workplace nonfatal injuries and illnesses (PDF) have done the same since 2003, even one injury is too many.
Solis notes that this has been a “tragic month for the nation’s working families,” citing the oil rig workers in Louisiana, the branch Mine workers in West Virginia and victims of the refinery fire in Washington.
“More than 4.6 million workers suffer serious injuries each year,” according to her statement. “And, every day across America, more than 14 men and women lose their lives in preventable workplace incidents. That’s nearly 100 preventable deaths per week!”
HR leaders should already be aware that OSHA has hired — and plans to hire even more — enforcement agents, but besides preparing for stepped up enforcement, companies need to review their own safety programs. A recent story on HREOnline looks at some of the inadvertent reasons workplace safety programs don’t play out in reality as they do on the drawing board.
There may be some heartless and ruthless employers out there, but I would guess that number is pretty small.
While the overwhelming majority of employers may look askance at some of the rules, regulations and opinions coming from the DOL, I would guess nearly all agree with Solis’ statement today: “No one — regardless of his or her occupation — should have to be injured or killed to earn a paycheck.”
In its April 25 edition, BusinessWeek published an interesting article on CEO Jeff Immelt and General Electric: “Can GE Still Manage.”
The story devotes a decent amount of ink to Crotonville, which continues to be at the center of GE’s leadership development efforts. “Crotonville remains the company Mecca,” writes Senior Editor Diane Brady. That was certainly clear during a media day event last November, attended by HRE‘s Senior Editor Andrew McIlvaine. His report noted that despite the economic downturn, more employees than ever are cycling through Crotonville — so many that the dormitory is routinely overbooked and GE is forced to accommodate the overflow at a nearby Marriott.
Some critics quoted in the story wonder if the campus is more of a distraction than a “virtue.” But as the latest BW story reminds us, GE continues to be more committed than ever to Crotonville. Time will tell if that continued commitment is justified. But until GE proves it has successfully regained its mojo, Immelt and his team can be certain of one thing: Critics of Crotonville aren’t going to go away.