Top Talent Trends of 2014

HR, Outplacement, Recruiting, Webinar

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In a recent CareerArc-sponsored ERE webinar, Nicole Dessain—independent talent expert and consultant at talent.imperative inc.—led a talk on the Top 10 Talent Trends of 2014.

After presenting all ten trends, which you can view by downloading the slides here, Dessain polled webinar participants, revealing the top two trends HR pros believed would make the most impact in the coming year:

#1

Talent Trend: The Skills Mismatch Paradox.

The talent mismatch has cost the global economy $150 billion, according to a 2014 LinkedIn report.

Dessain explains how this crisis is actually a paradox achieved by two competing forces: (1)record unemployment especially among young employees and the long-term unemployed; and (2) record numbers of companies who cannot find the skills they need to fill key roles within their organization.

    • More than 74 million youth were unemployed in 2013 (Source: International Labour Organization)
    • By 2020 there will be 1 million more Computer Science jobs in the US than Computer Science students. (Source: Ernst & Young)
    • Women received 29.6% of Computer Science B.A.’s in 1991, compared with 18.2% in 2010. (Source: National Science Foundation)
#2

Talent Trend: Talent Experience is King

Gen Y millennial talent are more mobile and tend to have shorter tenures, but for the right opportunities, they would be willing to come back. — Dessain

Google was just named the #1 Place to Work on Glassdoor and also topped Forbes’ list of Best Companies of the Year–for the fifth time. It’s also widely known to have some of the best workplace perks and work-life benefits. Coincidence? Not likely. As Dessain clarifies, employee-friendly market dynamics empower talent to look for a meaningful work experience as a requirement from current and potential employers.google-nap-pod
Google proves how a powerful talent experience can directly benefit employer brand. Creating a competitive and attractive talent lifecycle today means considering the entire employee lifecycle, from the candidate experience to offboarding and outplacement—which Dessain says talent professionals have historically overlooked at their own peril, saying:

“In the current economic climate, offshoring and outsourcing have become commonplace, and a reduction in force (RIF) does not only affect poor performers anymore, but we may also have to let go of good performers.”

Re-engaging the Regrettable Losses

Dessain suggests we track and re-engage with the regrettable losses—high performers of those we hated to lose and want to stay in touch with to engage and possibly re-hire later on. Dessain recommends enhancing re-engagement programs by providing benefits likecareer transition and coaching services to those who have left the company.

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