Final Winter 2012 Survey Report

Staffing & Recruiting Committee
C

Winter 2012 Survey Report
Winter 2012 Survey Report
Talent Acquisition Practices Greater Cincinnati
Talent Acquisition Practices inin Greater Cincinnati

About this Survey
The Staffing & Recruiting A comparison of the data
Committee of the Greater returned on the Winter 2012
Table of Contents
Page Cincinnati Human Resources Survey to the same questions
About this Survey 1 Association (GCHRA) surveys asked in the Summer 2011
Page area hiring managers twice survey showed consistency in
First Quarter 2012 Hiring each year in order to track the data between the two
About this Survey 1
Practices 2 staffing practices among area surveys.
First Quarter 2012 Hiring companies and organizations.
Qualifications Sought in Respondents completed a total
Practices 2
Candidates 4 The Winter 2012 Survey was of 38 questions designed to
Qualifications Sought in conducted between late- measure practices in four
Employee Turnover 6
Candidates 4 January and mid-February areas:
Recruiting Practices 7 2012.
Employee Turnover 6  Hiring practices in the
Some Positions Difficult A total of 135 hiring manag- first quarter (January,
Recruiting Practices 7
to Fill 7 ers responded to the online February and March) of
Some Positions Difficult survey, representing 97 com- 2012
Compensation 9
to Fill 7 panies or organizations in
Social Media and Candidate  Recruiting practices
Compensation 9 Greater Cincinnati. The re-
Sourcing Method 10 turn rate for the companies  Demographics of survey
Social Media and Candidate or organizations was 12.7 participants and their
Demographics 11
Sourcing Method 10 percent. companies or organiza-
Industry Groups 11 tions
Demographics 11 This rate is not strong enough
Location, Location, Location 12 to say definitively that the  The outlook for hiring
Industry Groups 11
data is representative of the practices in the second
Employees in Organizations
Location, Location, Location 12 talent acquisition community. quarter (April, May and
or Companies 12
The survey data, however, June) of 2012
Employees in Organizations
Outlook for Second Quarter may be taken as guidance to
or Companies 12
2012 13 the state of talent acquisition
Outlook for Second Quarter in Greater Cincinnati at the
2012 13 time the survey was con-
ducted in late-January and
mid-February 2012.

1

First Quarter 2012 Hiring Practices
Hiring during the first quarter percent of respondents respondents for the 2011
(January, February and March) reported hiring only for new survey. Among the reasons
of 2012 was up slightly compared positions. for not hiring cited by the
to the 3rd quarter of 2011. That 2012 respondents were:
Hiring data from the two
was one of the findings among
surveys also showed:  Hiring freeze – 42.9
respondents to the Winter 2012
percent compared to
Survey.  Hiring only to fill vacan-
50.0 percent in 2011
cies in existing positions
The 2012 survey found that 114
was reported by 28.3  Rightsizing – 28.5
respondents, representing 84.4
percent of the 2012 percent compared to 35
percent of the total respondents,
respondents and 22.7 percent in 2011
reported their company or or-
percent of respondents  Restructuring – 19.0
ganization was hiring in the first
to the 2011 survey percent compared to
quarter. When the same ques-
tion was asked of respondents in  Hiring to fill vacancies in 5.0 percent in 2011
the 2011 survey, conducted last both existing positions  Downsizing – 9.5
July, 82.7 percent of the respon- and hiring for new percent compared to
dents reported hiring by their positions was reported 10.0 percent in 2011
companies or organizations. by 61.6 percent of
respondents in 2012 and Chart 1 displays the types of
Data from the 2012 survey positions respondents reported
76.1 percent of
showed that 10.1 percent of the as filled for their companies/
respondents in 2011
respondents reported hiring for organizations during the first
new positions only. Newly The 2012 survey found that quarter of 2012.
created positions are generally 15.5 percent of respondents
seen as indicators of a growing reported that their company or
economy. The July 2011 organization was not hiring,
survey data showed just 1.1 compared to 15.2 percent of

Chart 1: Positions Filled in 1st Qtr. 2012
by Percent of Total Responses for Each Position
(Respondents Could Select More than One Position Level)

23.5 20.4
22.4 31.6

64.3 51.0

49.0
44.9

44.9
Executive Director
Supervisor/Manager Exempt - Technical
Exempt - Non-technical Non-exempt hourly - Technical
Non-exempt hourly-Non-Techical Non-exempt salaried - Technical
Non exempt salaried - Non-Technical

2

Survey participants were asked about hiring practices for contract/temporary employees during the first
quarter of 2012. Chart 2 displays data on the hiring status for contract/temporary workers.

Chart 2: Hiring Status for Contract/Temporary Employees* - 1st Qtr. 2012
Displayed As Percentage of Yes or No Responses
(*defined as individuals w ho are NOT on com pany/organization's payroll and NOT benefits eligible)

Yes No

100
90
Percentage of Responses

80
70 64.7 61.7 61.6
60 81.5 74.4
50
40
30
20 35.3 38.3 38.4
10 18.5 25.6
0
HIRING ADDING REPLACING HIRING Currently NOT HIRING
contractors/tem porary contractors/tem porary contractors/tem porary contract/tem porary Contract/Tem porary
em ployees to fill w hat em ployees to fill new em ployees to fill em ployees to Em ployees
w ere form erly contracting/tem porary existing eventually fill a
organizational/com pany jobs contracting/tem porary com pany position
jobs jobs
Hiring Status

Chart 3 shows the types of positions for which contract/temporary employees were hired during the first
quarter of 2012.

Chart 3: Positions Filled for Contract/Temporary Employees in 1st Qtr. 2012

9.4 0 5.7
3.8
3.8

26.4

Executive
56.6
Director
20.8
Supervisor/Manager
Exem pt - Technical
Exem pt - Non-technical
Non-exem pt hourly - Technical
Non-exem pt hourly-Non-Techical 39.6
Non-exem pt salaried - Technical
Non exem pt salaried - Non-Technical

3

Qualifications Sought in Candidates

Survey participants were asked about the educational and work ex-
perience qualifications sought for exempt employee positions, non- Exempt employees are
exempt employee positions and hourly employee positions. those defined by the Federal
Labor Standards Act (FLSA) as
Based upon the top response for each of the three types of workers, being exempt from the FLSA’s
these are the most sought after candidates for each type of minimum wage and overtime
position: requirements.
 Candidates who are college graduates with bachelor-level de- Non-exempt employees are
grees and have two years through five years of experience those who are subject to the
are the most sought after for exempt employee positions. FLSA’s minimum wage and
 Candidates who are high school graduates or GED recipients overtime requirements. Non-
and have two years through five years of experience are the exempt employees must re-
most sought after for non-exempt employee positions. ceive the higher of either the
federal or state minimum
 Candidates who are high school graduates or GED recipients
wage and must be paid at the
with less than two years experience are the most sought af-
rate of one and a half times
ter for hourly employee positions.
their regular pay rate for each
Chart 4 shows the educational qualifications and Chart 5 on hour worked above 40 hours a
page 5 displays the work experience cited by respondents for the week.
three types of candidate classifications.
Hourly employees are paid a
A poll conducted by the Society of Human Resource Management set amount for each hour
(SHRM) conducted in October 2010 found that 71 percent of compa- worked and must be paid the
nies that provided training on diversity issues. In the same poll, 84 higher of either the federal or
percent of companies reported that their diversity efforts were very state minimum wage. Over-
effective or effective. time pay is required if they
work more than 40 hours a
The Winter 2012 Survey asked Greater Cincinnati hiring managers
week.
about the diversity qualifications sought in job candidates.
Chart 6 on page 5 displays the results for that question.

Chart 4: Educational Qualifications Sought by Candidate Classification
Displayed as Response Percentage for Each Classification w ithin Educational Qualification
(Respondents Could Select More than One Educational Level per Candidate Classification)

Exem pt Classification Non-Exem pt Classification Hourly Classification

100.0 91.7
88.6
Percentage of Total Responses

90.0 81.1
80.0
70.0
60.0 49.5
50.0 43.2
39.8
40.0 34.4 32.6 33.3
30.7
27.1
30.0 20.8 19.3
20.0 11.5 9.4 12.5
10.0 2.11.1
0.0
H i g h sc h o o l P r o f e ssi o n a l Te c hni c a l or C ol l e ge U nde r gr a dua t e C ol l e ge Gr a d u a t e P o st g r a d u a t e P o st g r a d u a t e
gr a dua t e s or Cer t if icat e c a r e e r c ol l e ge g r a d u a t e s wi t h i n t e r n sh i p s g r a d u a t e s wi t h i n t e r n sh i p s de gr e e s de gr e e s ( J . D . ,
GED r e c i p i e n t s P r ogr a ms f r om gr a dua t e s B a c he l or ' s M a st e r ' s ( M a st e r , J . D . , P h. D . , M . D . )
a c c r e di t e d de gr e e s de gr e e s P h. D . , M . D . )
i n st i t u t i o n s
Educational Qualification

4

Chart 5: Work Experience Sought in Candidates by Classification
Displayed as Response Percentage for Each Classification Within the Work Experience
(Respondents Could Select More than One Work Experience per Candidate Classification)
90.0
82.0 81.7
80.0 76.6
69.1
Percentage of Total Responses

70.0
60.7
60.0 57.0

50.0

40.0

30.0 24.7
21.3 19.4
19.1
20.0 17.0 18.0 16.1 16.0 15.7

10.0

0.0
Those w ith less than Those w ith 2 to 5 Those w ith 6 to10 Those w ith 11 to 15 Those w ith 15+ years
2 years experience years experience years experience years experience experience

Work Experience

Chart 6: Diversity Qualifications Sought in Candidates
by Percent of Total Responses for Each Qualification
(Respondents Could Select More than One Diversity Qualification)

Qualification: Ethnicity Gender Disabled Veterans

79.2
90.9

58.4

77.9

5

Employee Turnover

Employee turnover represents a significant cost to a company and organization. The Winter 2012 Survey
asked participants to provide the percentage of turnover experienced in 2011 for exempt, non-exempt
and hourly workers who were on the company or organizational payroll and eligible for benefits. The
turnover results are presented in Chart 7.

Chart 7: Employee Turnover in 2011 by Classification
Displayed as Response Percentage for Each Classification within a Turnover Range


45.0

40.0 38.5

34.7 34.6
35.0
Percentage of Total Respondents

29.2
30.0
27.6

25.0
21.9
19.8
20.0

15.3
15.0
12.5
10.2
10.0 8.3
7.3
6.3
5.1 4.8 5.2
5.0 3.8 3.8
3.1 3.1
1.0 1.0 1.0 1.01.0
0.0
0% - 4.9% 5% - 9.9% 10% - 14.9% 15% - 19.9% 20% - 24.9% 25% - 39.9 % 40% - 59.9 % 60% - 79.9% 80% - 99.9% Greater
Turnover Ranges (Expressed in Percentages) than 100%

6

Recruiting Practices

This section discusses the findings from survey questions that asked about three specific recruiting
practices: compensation, social media usage and candidate sourcing methods.

Some Positions Are
Difficult to Fill Table A
Typical Job Positions
It has been widely reported Reported as Being Difficult to
that hiring companies and
organizations are experiencing Fill
more difficulty than expected in
filling certain positions. Analyst, Accounting, Audit Senior Associates
A survey conducted by Right and Managers, Finance, Branch Managers, As-
Management, a division of sistant/Customer Service Managers, General
Manpower Group, in November Business Manager, Sales Executives, Sales Representa-
and December 2011 found that tive, Entry Level Sales Trainee, Call Center
U.S. employers reported more Sales, Mortgage Processor, Project Managers
difficulty in filling key positions
than in 2010. In Greater
Senior Application Developers, Data Modeler,
Cincinnati, 53.1 percent of
Programmers, System Analyst, Flash Designer/
respondents to the 2012 survey
Developer, Web Developer, Network Adminis-
reported difficulties filling Computer/IT trator, Technology Services, IT contract posi-
certain positions.
tions
Table A presents the typical
positions reported by survey
Home Managers, Administrators, Dental Man-
participants as being difficult to
agers, Medical Assistants and Receptionists,
fill during the first quarter
Healthcare Direct Care/Caregivers, State Tested Nursing
2012.
Aides, Therapists, RN, Physicians, Obstetricians
Among the reasons cited by
2012 survey respondents for
difficulty in filling certain Highly Niched Scientific and Technical Posi-
positions: tions; Chemistry Laboratory Manager; Microbi-
ology Laboratory Manager; Mechanical and
Process Engineers; Machine Operators; CNC
 Candidates don’t possess Technical/ Programmers; Skilled Trades from Tool & Die
the right work experi- Engineering/ to Maintenance; Narrow Web Flexographic
ence (64.6 percent) Manufacturing Press Operators; Manufacturing Trainees;
 Candidates don’t possess Maintenance Technician with Electrical Skills,
the right skills Hourly Factory Workers
(54.2 percent)
 Candidates don’t possess Interior Designer, General Warehouse Associ-
the right educational/ ates, Day Care Providers, Pre-K Head Start
training background Other Teacher
(31.2%)
 Can’t find candidates in
the salary range (22.9
percent)
 Can’t find candidates in the hourly rate range (8.3 percent)
 Difficult to attract candi-
dates to Greater Cincin-  Lack appropriate educational/training opportunities in
nati (12.5 percent) Greater Cincinnati (6.3 percent)
7

Chart 8 shows the activities that Greater Cincinnati area companies and organization are using to
attract qualified candidates to the area.

Chart 8:
Literature, maps, guides, websites, social media sites for Greater
Cincinnati prepared by your company or organization Actions/Incentives to
Attract Qualified
Candidates
Literature, maps, guides, websites, social media sites for Greater
Cincinnati prepared by other groups (e.g. Chambers of Commerce, realty to Greater Cincinnati
firms, visitors bureaus, museums) by Percent of Total
Responses for Each
Relocation assistance (e.g., financial, moving, temporary housing, real Action/Incentive
estate, spousal/partner job-hunting assistance) (Respondents Could Select
More than One Action/Incentive)

Provide face-to-face interaction with potential workplace peers, escorted
tours or attendance at cultural/civic events to selected candidates during
recruiting phase
9.8 41.5
Highly attractive benefits packages that exceed average benefits
offerings for the Greater Cincinnati area 51.2

20.7
Personal integration into community (e.g., introductions to members of
civic/community groups, company volunteer activities in the community)
for new hires 30.5 32.9
Career growth incentives such as professional association memberships,
meeting or conference registration fees, seminar registration fees
26.8 26.8
Company perks (e.g., company car, Metro passes, tax assistance, 12.2
39.0
increased insurance coverage, bonuses, stock options, financial
planning, tickets to sport or cultural events, company cafeteria, company
after-work gatherings, company holiday party/picnic)
Tuition assistance for employee and/or employee’s spouse/partner
and/or children

Paid memberships to civic/community/cultural groups or for health club

In addition to the responses indicated on Chart 8, respondents provided the following answers:
 Signing bonuses, being more open to negotiation regarding benefits
 Profit distribution into 401K, discount tickets/memberships/cell phones
 Signing bonus for Teachers after six months, downtown parking paid by the Agency, wellness
benefits (gym membership discounts, etc.)
 We tell them we’re not within the city limits; we’re in one of the nicer suburbs. We try to
distance ourselves from the City of Cincinnati.
 Not actively attracting candidates to Greater Cincinnati. We don’t hire outside of Cincinnati.
 Our openings are in the Indianapolis, IN area
 This doesn’t apply to our hiring

8

Compensation

Survey participants were asked if the salary and hourly rates paid to new hires in 2012 are higher,
lower, or showed no change from those paid to new hires in 2011. Across all classifications, more
than 50 percent of staffing and recruiting managers reported that 2012 salary and hourly rates in
Greater Cincinnati have not changed from those paid to new hires in 2011. Table B breaks out the
data on 2012 salaries and hourly rates.

Table B — New Hires
2012 Salaries and Hourly Rates
Compared to 2011 Salaries and Hourly Rates
(Reported as percentage of respondents’ answers within each level)

LEVEL:
Non-Exempt
Salaried LEVEL:
LEVEL: Technical Hourly
Supervisor, and Technical
Manager, Non-Exempt and
Director and LEVEL: Salaried Non- Hourly Non-
Executive Exempt Technical Technical
Higher than
in 2011 39.2% 32.5% 30.0% 35.4%
Lower than
in 2011 1.3% 1.2% 0.0% 0.0%
No Change
from 2011 59.5% 66.3% 70.0% 64.6%

The survey also asked about salary increase ranges being paid to current employees for the current
fiscal year. Responses to this question are presented in Chart 9.

Chart 9: Salary Range Increase Paid to Current Employees
in Current Fiscal Year
Displayed as Response Percentage for Each Salary Range w ithin a Job Classification

Salary Ranges: No Increase Less than 1% 1%-1.9% 2%-3.9% 2%-3.9% 8% or Higher
60.0 56.2 55.2 56.6
54.8 53.4 53.8
51.3 51.9
50.0
50.0 45.6

40.0
31.1 32.1 32.5
29.5 28.6 29.5
26.4 27.7 26.1
30.0 24.7

16.7 18.2 16.7
20.0 14.3 15.6
12.5 13.8
10.0 11.2 9.6
10.0 6.7
4.4 4.5
3.4 4.5
2.2 1.1 2.2 1.1 2.3
1.1 2.4 2.4
1.2 2.4 2.3
0.0
Executive Director Manager Supervisor Exem pt - Exem pt - Non- Non- Non- Non-
Technical Non- exem pt exem pt exem pt exem pt
technical hourly - hourly- salaried - salaried -
Technical Non- Technical Non-
Techical Technical

9

Social Media and Candidate Sourcing Methods

In the past few years, US business has moved from viewing social media as  Monster.com
strictly branding and advertising channels to social media as tools for business
 Lur website
processes, operations and engagement. Human Resources now uses social
media not only to create interest in the company among active job seekers, but With so much social media avail-
also as a tool for sourcing and recruiting passive candidates. able for recruiting and hiring do
staffing and recruiting managers
Survey participants were asked what percentage of their company’s or have confidence in the effective-
organization’s human resources or recruiting annual budget is allocated to ness of any other methods to
social media recruiting. The data from the Winter 2012 Survey show that source candidates? The answer ,
budgets allocated to social media recruiting are trending up from the according to survey participants is
data reported in the 2011 survey: “Yes.”
 57.0 percent of respondents reported that less than one percent of We asked survey participants
budget is allocated to social media recruiting. This is up from the 54.5 to indicate the top three most
percent of respondents in the 2011 survey. effective sourcing methods.
 31.2 percent of respondents reported that between 1.0 percent and 4.9 The runaway winner: employee
percent of budget is allocated to social media recruiting. This is slightly referrals, cited by 77.2 percent of
below the 31.3 percent of respondents in the 2011 survey. respondents. The next two run-
ners-up were commercial online
 6.5 percent of respondents reported that between 10.0 percent and 19.9
job boards (i.e., Monster Career-
,
percent of budget is allocated to social media recruiting. This is up from
builder), cited by 54.5 percent of
the 6.0 percent of respondents in the 2011 survey.
respondents and the company’s
 3.2 percent of respondents reported that between 5.0 percent and 9.9 or organization’s website, cited
percent of budget is allocated to social media recruiting. This is down by 38.6 percent of respondents.
from the 7.1 percent of respondents in the 2011 survey.
Survey respondents cited the
 2.2 percent of respondents reported that 20.0 percent or more of budget following effective sourcing
is allocated to social media recruiting. This is up from the 1.0 percent of methods in addition to the top
respondents in the 2011 survey. three:
LinkedIn is the big winner among the social media tools that survey  23.8 percent cited social
participants use in the recruiting and hiring process. LinkedIn is used by 83.1 media
percent of the respondents. Survey participants were asked to indicate all of
the social media tools used for recruiting and hiring new employees. The data  20.8 percent cited job fairs/
showed that in addition to LinkedIn, the following social media tools are used: campus career services

 Facebook is used by 47.2 percent of respondents  19.8 percent cited referrals
from industry contacts
 Craig’s List is used by 36.0 percent of respondents
 17.8 percent cited
 Twitter is used by 24.7 percent of respondents advertising in traditional
 Google+ is used by 11.2 percent of respondents media (i.e., newspapers,
magazines, professional
 YouTube is used by 9.0% percent of respondents
journals, TV radio, cable)
,
 Google Social Media Analytics is used by 3.4 percent of respondents
 13.9 percent each cited
Survey data showed that 2.2 percent of respondents used the following for search firms and
recruiting and hiring purposes: professional associations/
conferences
 Online job board Monster
 12.9 percent cited rehires of
 Industry specific websites
former employees
 No social media
 5.5 percent cited former
The following social media and online job boards are each used by 1.1 percent college interns or former
of respondents in the recruiting and hiring process: CoOp students
 Yammer.com  2.0 percent each cited
 Bullhorn Reach.com college/university websites
and military websites
 TweetMyJobs.com
10

Demographics
This section of the survey asked questions about the companies and organizations represented by the
survey participants.

Industry Groups
Survey participants were asked what industry group their company or organization
belonged to based upon standard industry classification. Table C presents the industries
reported by survey respondents.

Table C
Survey Participants by Industry Group
Percentage
of
Industry Group Respondents
Non-profit 16.7
Healthcare 16.7
Manufacturing 13.0
Education 7.4
Brand management 7.4
Financial – banking, insurance 5.6
Employment and staffing services 5.6
Retail 3.7
Information technology 3.7
Government – federal, state, local 3.7
Transportation 1.9
Telecommunications 1.9
Restaurant/Hospitality 1.9
Media and entertainment 1.9
Marketing and sales 1.9
Logistics 1.9
Employee leasing/PEO 1.9
Construction 1.9
Aviation management 1.9
Architectural services 1.9
Agribusiness 1.9

11

Location, Location, Location
Data from the 2012 survey showed that the Greater Cincinnati area serves as an
important location for the companies and organizations represented by the
respondents:
 60.8 percent of respondents reported that their national/global headquarters is located in the
tri-state area
 21.6 percent of respondents said their regional/divisional headquarters is located in the tri -
state area
 9.3 percent of respondents reported that their subsidiary headquarters is located in the tri -
state area
 Just 14.4 percent of respondents reported that their national/global headquarters is location
outside the tri-state area

Employees in Organizations or Companies
The 2012 survey asked participants about the distribution of employees. Table D shows the
percentage of respondents who indicated their company or organization had employees or contract/
temporary employees in specific locations.

Table D
Number of Employees in Organizations or Companies
Represented by 2012 Survey Participants
(Reported as Percentage of Respondents / Grey Shading = No Response)

Contract/
Temporary Employees in the
Number of Employees in the Employees in the Entire Company/
Employees Tri-State Tri-State Corporation
Less than 10 2.0% 72.0% 2.0%
11-50 6.9% 16.1% 4.0%
51-100 16.8% 5.4% 9.0%
101-250 27.7% 3.2% 23.0%
251 or more 3.2%
251-500 13.9% 10.0%
501-1,000 9.9% 6.0%
1,001-2,000 6.9% 8.0%
2,001 or more 15.8%
2,001-5,000 14.0%
5,001-10,000 9.0%
10,001-15,000 3.0%
15,001-20,000 2.0%
20,001 and above 10.0%

12

Outlook for Second Quarter 2012

The Winter 2012 Survey asked participants about anticipated hiring and staffing issues for the second
quarter (April, May and June) of 2012. According to the survey data, 83.0 percent of respondents re-
port that their company or organization anticipates hiring during the second quarter.
For those respondents who reported an anticipation of hiring in the second quarter:
 56.6 percent anticipate hiring both to fill existing vacancies and hiring for new positions
 35.3 percent anticipate hiring only to replace employees who leave vacancies in existing
positions
 Just 8.2 percent anticipate hiring only to add employees in new positions.
The following three charts show data on the anticipated hiring in the second quarter 2012. Chart 10
displays data on the anticipated positions to be filled during second quarter 2012. Chart 11 on page 14
shows the anticipated hiring for contract/temporary employees during the second quarter 2012. Chart
12 on page 14 displays data on the type of positions anticipated to be filled for contract/temporary
employees.

Chart 10: Positions Anticipated to be Filled in 2nd Qtr. 2012

24.1 13.3
18.1
21.7

43.4

62.7

45.8

51.8
41.0

Executive Director
Supervisor/Manager Exempt - Technical
Exempt - Non-technical Non-exempt hourly - Technical
Non-exempt hourly-Non-Techical Non-exempt salaried - Technical
Non exempt salaried - Non-Technical

13

Chart 11: Anticipated Hiring Status for Contract/Temporary Employees*
2nd Qtr. 2012
Displayed As Percentage of Yes or No Responses
(*defined as individuals w ho are NOT on com pany/organization's payroll and NOT benefits eligible)

Yes No

100.0
90.0

80.0
70.0 61.5
73.8 73.8 73.0
60.0 86.4
50.0
40.0
30.0
20.0 38.5
26.2 26.2 27.0
10.0 13.6
0.0
ANTICIPATE HIRING ANTICIPATE ADDING ANTICIPANT REPLACING ANTICIPATE HIRING DO NOT ANTICIPATE
contractors/temporary contractors/temporary contractors/temporary contract/temporary HIRING
employees to fill w hat employees to fill new employees to fill existing employees to eventually Contract/Temporary
w ere formerly contracting/temporary contracting/temporary fill a company position Employees
organizational/company jobs jobs
jobs
Hiring Status

Chart 12: Positions Anticipated to be Filled for Contract/Temporary Employees in 2nd Qtr.
2012
9.4 3.1 3.1
6.3
18 . 8

65.6 46.9

Executive
Director
Supervisor/Manager
Exem pt - Technical
Exem pt - Non-technical
2 1. 9
Non-exem pt hourly - Technical
Non-exem pt hourly-Non-Techical
40.6
Non-exem pt salaried - Technical
Non exem pt salaried - Non-Technical

14

Final Winter 2012 Survey Report

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