Closing the Skills Gap in a Global Market
By Andrea Watkins
Dec 28, 2011
There is a shortage of good technology talent. It is impossible to find engineers. If you are in staffing, you have more than likely noticed the common themes in current industry publications.
Are these themes fact or fiction? The answer depends on your point of view, and more importantly, the ability of your company and its resources to maximize talent. As many organizations race to 'globalize, ' their human resource partners are left to create workforce plans and talent management strategies based on conjecture. Organizations are realizing that there are gaps and challenges their current structure cannot overcome.
Organizations need a plan; they need to build roadmaps and swiftly implement the changes. However, before building a plan, solid data are required. The sheer amount of data at our disposal can be paralyzing at times, and organizations need to be able to sift them and find the salient information they require. There are several facts that are currently indisputable for certain categories of knowledge workers, especially technology professionals and engineers.
The U.S. will face a decline in the full-time workforce as the baby boomer population ages; Europe will face a similar retirement spike in the face of a declining population. In both western markets, the number of skilled occupations is growing, while the graduate populations stay relatively flat. For example, the number of
data set fueled myriad applications. The team was willing to work frantically to design multiple
These dramatic demographic shifts are occurring at a time when the demands of the global economy for more highly educated and skilled workers for high-end jobs in technology, information management, and the sciences are expanding
economy has been bizarrely low. U.S. electrical and hardware engineers and PC researchers experienced more elevated amounts of unemployment in the previous four years than amid whatever other four-year period since 1972. In 2003, surprisingly, the unemployment rate for electrical and gadgets engineers (6.2 percent) surpassed the national unemployment rate (6 percent). To place this in authentic viewpoint, all through the entire decade of the 1980s, unemployment among electrical and hardware builds never transcended 2 percent, in spite of national unemployment rates that topped at 9.7 percent. Numerous components, for example, the information transfers bust, have added to the slack business sector for electrical and hardware engineers. What 's more, specialists who are unemployed for a broadened timeframe may confront higher weights than the normal U.S. laborer. On the off chance that it 's actual that the half-existence of a specialist is three to five years, engineers who are out of labor for a year or more hazard losing forefront aptitudes a great deal more quickly than dislodged specialists in different occupations.
Over the year many of the departments have built information silos that are not accessible to other departments with in the company. Much of this information is raw and unprocessed data that once refined may contribute to the strategic planning of the company.
There is a shortage of talent at the upper end of the employment scale, particularly in IT. There simply aren’t enough candidates with the necessary experience to fill top roles. Seasoned professionals are often in short supply. Turnover levels have gone up in IT and IT enabled sectors. Though still below the rate of comparable industry segments in the West, turnover can be
Over the next decade, the dramatic shift in technology and the global marketplace will have deep impacts on the labour market. Innovative technological changes are not so much replacing workers entirely as displacing them, driving the emergence of a global mid-to-high skills shortage and a surplus of low skilled workers.
Data and information management is a huge growth area. But it's not just data management creating new job opportunities, its gathering, analyzing, storing and securing the data as well.
In today’s Digital Age Insurance companies generate and gather data each minute, hour and day. Every individual in these organizations starting at the top from executives, departmental decision makers, to underwriters, claims adjusters and call center workers hope to learn things from collected data that can help them make better decisions for the organization, take smarter actions and operate more efficiently leading to Profitability.
Business thrive when they have the most accurate, up-to-date, and relevant information at their disposal. This information can be used for a plethora of pertinent markers in small and large businesses, relating to accounting, investments, consumer activity, and much more. Big data is a term used to describe the extremely large amounts of data that floods a business every day. For decades, big data has been a growing field, facing controversy on many levels, but as of late, it has been a major innovator in the challenge of making businesses more sustainable. Big data is often scrutinized for its over-generalization and inability to display meaningful results at times. When applied correctly, data analysis can bring earth-altering information to the table.
Organisations need data as a point of reference or to be able to retrieve information whenever it is needed. For example each organisation has to keep accurate records or information of their employees in order to be able to use this information for planning ahead for the business. Also accurate records of employees are kept in order to help the organisation make precise decisions whenever queries arise in relation to each employee on a case by case basis.
And this resulted in increased volume of migration and new trend shift to skill related immigrations (Salt & Millar, 2006) few of the examples among these are information technology, healthcare and the globalization of many professional labour markets, (Clark, Stewart, & Clark, 2006).
Globalization has flattened our borders and increased our opportunities for trade, participating in joint ventures or establishing foreign direct investments in other countries. Unlike managing a business on US soil interacting and directing a company in a foreign country requires an advanced skill set to be successful. Those skills should include a general business education and an advanced or MBA program focused on global management highlighting a particular skill set depending on your interest. This skill set could focus on consumer products, economics, health care, IT, finance, telecommunications or many other areas of business. Along with education, understanding culture and
There is a trend for graduates to work more in high skill jobs than for non-graduates. The combination of rising number of graduates in the population and decline in
According to the United States Department of Labor, the technology work force which includes software engineers and computer consultants is growing at approximately twelve percent annually (Fernandes 16). However, a three-year study conducted by a California recruiting company, Advanced Technology Staffing, found that
Changes in the pattern of employment will have implications upon where and how people live, upon educational requirements, and consequently upon the kinds of organizations that will be important to society. Industrialization created the need for semiskilled worker who could be trained in a few weeks to perform the routine tasks attending machines. The service economy has caused a shift to white collar occupations in health, education, and government. For the first time in the history of industrial society, the number of white-collar workers (professionals; managers; officials; proprietors, clerical kindred, and sales workers) exceeded the number of blue-collar workers (craftsmen and foremen; operatives; and laborers) and the gap is widening. The most interesting growth has been in the managerial and professional-technical fields.