1. 2015
Talent
TrendsTM
Presented
by:
Joan
Graci
President
and
Owner
Thanks
to
our
sponsor,
The
Buffalo
News!

2. Here’s
What
You
Should
Know…
This
is
just
a
preview
of
our
most
coveted
talent
content
yet!
This
HRCI-­‐credit-­‐approved
event
has
already
transformed
the
way
organizaHons
approach
their
human
capital
strategy
for
2015.
To
get
the
en<re
PDF
report,
message
me
:)

3. About
Joan
Joan
Graci,
President
and
Owner
of
APA
SoluHons
–
a
direct-­‐hire
employment
and
human
capital
consulHng
firm
–
operates
on
the
philosophy
that
a
company’s
greatest
asset
is
its
people.
In
an
effort
to
bridge
the
gap
between
employers
and
employees
/
job
seekers,
Joan
has
made
it
her
personal
mission
to
be
an
expert
mediator.
For
over
30
years,
she
has
worked
side-­‐by-­‐side
with
growing
organizaHons
to
help
them
idenHfy,
retain,
and
develop
top
talent.

4. Presenta<on
Topics:
• 2014
Talent
AcquisiHon
Obstacles
• The
Employer-­‐Employee
Disconnect
• Engaging
a
MulH-­‐GeneraHonal
Workforce
• Must-­‐Know
2015
Talent
AcquisiHon
Trends
• The
Future
of
Talent
AcquisiHon

5. 2014
TALENT
ACQUISITION
OBSTACLES
TALENT
SHORTAGE
CULTURAL
DIFFERENCES
OUTDATED
RECRUITING
METHODS
The
driving
moHvators
for
the
changing
behaviors
of
HR
in
2015

6. Talent
Shortage:
Top
10
Hardest
Fields
to
Fill
in
2014
• Skilled
trades
• Engineers
• Technicians
• Sales
RepresentaHves
• Sales
Managers
• AccounHng
/
Financial
Advisors
• Management
• IT
Engineers
and
Technical
Support
• Office
Support
• Drivers
/
General
Laborors

7. The
Staggering
Outcomes
• 54%
of
employers
say
this
has
a
direct
impact
on
their
customers
• 43%
say
the
talent
shortage
is
directly
impacHng
producHvity
and
retenHon
• 47%
of
growing
companies
are
adopHng
non-­‐
tradiHonal
human
capital
strategies
• 25%
are
providing
training
and
development
to
their
exisHng
staff
• 25%
have
invested
in
outside
talent
sourcing
to
recruit
more
untapped
talent
pools

8. The
BoTom
Line
• The
most
common
reason
employers
struggled
to
fill
jobs
is
because
candidates
don’t
have
the
technical
competencies
required.
• Other
reasons
include
a
shortage
of
available
applicants,
lack
of
experience
or
sod
skills,
and
misaligned
candidate
expectaHons.

9. THE
EMPLOYER-­‐EMPLOYEE
DISCONNECT
In
order
to
become
an
“employer
of
choice,”
we
must
first
understand
our
internal
customers
(staff
members
and
recruited
talent)

10. Employees
/
Job
Seekers
Think
Differently

11. Understand
What
They’re
Thinking
• There’s
a
gap
within
your
ranks
and
each
day
that
posiHon
goes
unfilled,
you’re
losing
money.
• We
know
that
you
view
each
candidate
very
logically
–
as
a
possible
soluHon
to
your
problem.
But
do
you
know
how
they
feel
about
the
hiring
process?
NegaHve
/
Damaged
Insecure
/
Fearful
Hesitant
/
Uncertain

12. ENGAGING
A
MULTI-­‐GENERATIONAL
WORKFORCE
DEFINING
YOUR
COMPANY
CULTURE
THE
POWER
OF
ENGAGEMENT
GENERATIONAL
MOTIVATORS
How
do
you
keep
your
staff
happy
and
producHve?

13. Engagement
Begins
with
YOU
• Vision
–
are
your
employees
inspired
to
come
to
work
everyday?
Can
they
communicate
your
vision
effecHvely?
• Leadership
–
how
oden
are
you
looking
to
improve?
– Your
employees
are
the
soluHon
to
change;
not
the
problem
• Transparency
–
are
you
listening
and
making
feedback
part
of
the
employee
process
(from
interviewing,
quarterly
reviews,
and
resignaHon)
Establish
a
culture
code,
which
acts
as
both
a
promise
to
your
staff
and
a
foundaHon
for
operaHng

14. What
is
Engagement,
Really?
• Engaged
workers
are
the
lifeblood
of
every
organizaHon.
They’re
the
workers
who
are
most
likely
to
drive
the
innova<on,
growth
and
revenue
that
their
companies
need
in
order
to
thrive.
• Engagement
is
strongly
connected
to
business
outcomes
essenHal
to
an
organizaHon’s
financial
success,
including
producHvity,
profitability,
and
customer
saHsfacHon.
• Employers
have
been
asking
the
wrong
quesHons
in
their
amempt
to
cut
costs
and
increase
efficiency
within
their
organizaHon.
• Instead
of
asking
how
much
is
each
employee
cosHng
you,
consider
how
much
revenue
your
company
loses
with
each
unfilled
posi<on
and
disengaged
employee.
See
app
–
DATAB
–
on
your
“Employer
Tools”
to
see
real
numbers!

15. Why
Engagement
MaTers
• It
is
a
proven
fact
that
companies
with
engaged
workforces
have
higher
earnings
per
share
and
have
recovered
from
the
recession
at
a
faster
rate.
• According
to
the
State
of
the
American
Workplace
Report,
70%
of
American
workers
are
“not
engaged”
or
are
“ac<vely
disengaged.”
• From
49
publicly
traded
companies
analyzed,
the
organizaHons
with
a
criHcal
mass
of
engaged
employees
outperformed
their
compeHHon,
compared
with
those
that
did
not
maximize
their
employees’
potenHal.
• Companies
with
an
average
of
9.3
engaged
employees
for
every
acHvely
disengaged
employee
in
experienced
147%
higher
EPS
compared
with
their
compeHHon.
• Those
with
an
average
of
2.6
engaged
employees
for
every
acHvely
disengaged
employee
experienced
2%
lower
EPS
compared
with
their
compeHHon
during
that
same
Hme
period.
AcGve
disengagement
costs
the
U.S.
$450
billion
to
$550
billion
/
year

16. Engaging
Different
Genera<ons
For
the
first
Hme
in
history
–
an
era
when
people
are
living
longer
and
looking
to
make
their
mark
on
the
world
sooner
–
4
very
different
genera<ons
make
up
the
workforce.
In
order
to
engage
people
of
varying
ages
and
backgrounds,
it’s
important
to
understand
where
they’re
coming
from,
what
they
value,
and
how
they’re
stereotyped.
• TradiHonalists
• Baby
Boomers
• GeneraHon
X
• Millennials
Because
millennials
are
projected
to
makeup
75
percent
of
the
workforce
in
less
than
a
decade,
it’s
Gme
to
start
understanding
what
moGvates
them
at
work.

17. Top
Mo<vators
for
Workers
Today

18. Like
What
You
Read?
Don’t
forget
to
message
me
to
get
the
rest
of
the
presentaHon
–
the
full
scoop
on
how
today’s
top
employers
are
tackling
their
talent
strategies