By: Catherine C. Candland, Advantage Human Resourcing®
With all the downsizings making headlines for the past few
years, it's hard to imagine that we will soon be faced with
too few skilled, qualified workers. But, based on a combination
of several factors, a Talent shortage in the not-so-distant
future is inevitable.
A key driver is that Baby Boomers are nearing retirement,
and subsequent "generations" haven't been nearly
as sizeable.
The Bureau of Labor Statistics (BLS) estimates that there
will be 10 million more open positions than available workers
in 2010, and the Employment Policy Foundation (EPF) projects
that this gap will grow to 35 million by 2030!
And that's only part of the story.
As the "knowledge economy" continues to evolve,
jobs will require more education and specialized skills.
Occupations requiring post-secondary training or a college
degree will increase to 42 percent by 2010 according to
BLS, and to 65 percent by 2030 according to EPF. Currently,
only 38 percent of the American labor force has a two-year
college degree or higher. Therefore, unless there is a dramatic
shift in educational attainment ratios, the situation is
even bleaker than the population statistics indicate.
Furthermore, the concept of being a "free agent"
is becoming more and more popular among workers. Those with
skills high in demand will no doubt have the luxury of choosing
their assignments.
To remain competitive, companies need to start planning
now for the quantitative and qualitative workforce changes
with which they will soon be faced. Clearly, recruitment,
retention, and training will be critical. However, a "holistic"
approach to Talent – one that doesn't focus exclusively
on traditional W-2 employees – will reap the greatest rewards
and return.
Many best-in-class companies have already implemented "blended
staffing" strategies whereby they maintain a core group
of employees to perform work related to the organization's
area of specialization and competitive strength, and assign
projects that are essential, yet non-core, to contingent
Talent – or they outsource these functions entirely to a
firm with expertise in those areas. Doing so not only helps
them better contain or reduce costs by paying for the Talent
they need only when they need it, but also facilitates corporate
agility.
The success of a blended Talent strategy, however, very
much depends upon the selected sources of this Talent.
Article Source: work911.com
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