Today thousands of people are looking to replace the jobs they used to hold. But
it will be harder and harder to find those jobs because they have probably
already changed – and can no longer be found.
Managers of successful companies are at the forefront of job re-engineering.
They are operating now with fewer employees and learning the importance of
hiring the right talent to survive and thrive. They will need better and faster
methods to assess and match jobs with business talent to succeed in an
economy of continuous change.
While we continue to read daily news of the decline of North America’s traditional
9-5 industrial jobs, we are also witnessing the formation of new 24/7 jobs for the
emerging service-based economy. Yet even the experts admit they do not know
exactly which jobs will drive tomorrow’s business economy. They are more
certain about the type of jobs that will NOT drive it.
Recent news from a Federal Reserve Bank of New York study reports that a
majority of the 2.7 million jobs lost since the beginning of the 2001 recession
represent “permanent changes in the U.S. economy and are not coming back.”
Forrester Research Inc., a trend-analysis firm, predicts that 3.3 million US jobs
will have transferred overseas by 2015. A majority of these are production jobs
that can be done more economically elsewhere.
However, the economy is fickle and does not appear to favor a single direction in
job growth. We have seen the emerging service economy create new jobs, and
then quickly destroy them. For example, job opportunities as securities and
commodities brokers were driven up by investment-mania for the fateful dotcoms
of the 90’s. Approximately 69,000 of those jobs have since been eliminated –
perhaps for good. With the creative application of online technology, jobs in the
financial sector continue to evolve and redefine themselves.
Economic uncertainty and changing job dynamics focus the spotlight directly on
employee talent. Companies continue to abandon slower moving products and
services while targeting new ones with a downsized workforce. Their select
teams of key employees often work longer hours than ever before to accomplish
the equivalent of what used to be multiple jobs. Increased expectations for
results demand that managers reexamine and redefine jobs regularly. In fact,
jobs often morph dramatically overnight, forcing a reshuffle of talent and job
priorities to meet new challenges.
The good news is that recent surveys show North American companies are
beginning to achieve increased productivity with highly leveraged talent, and this
has captured management’s attention. Now managers are seeing firsthand how
important it is to hire multi-faceted talent that is committed, accountable, resilient
and has the specific attributes necessary for success.
What is “the right employee talent” for today’s jobs? The answer is not that easy,
as it depends on defining the job’s key accountabilities, the company culture, the
working environment, and many other variables.
While flexibility and urgency are highly valued skills in reacting quickly to change,
steadiness and reliability are equally important in maintaining consistency,
stability and quality. A wide range of verified talent within an organization may
provide maximum options for handling change. Only through using an effective
methodology to accurately assess the unique requirements of evolving jobs can
managers make the right decisions on hiring talent for success.
The bottom line is that jobs have changed – and the changes are far from over.
Your answers to the thought-provoking questions below will reveal how prepared
you are at this time to respond to the demands of our rapidly evolving workplace:
Plan a strategy now to hire the business talent you need to lead your company
through continuous job changes into a successful future.