Increasing numbers of baby boomers are drawing closer to retirement age, and many industries, especially those that rely on STEM workers, are starting to lose more of their skilled workers as they exit the workforce. These veterans take with them years of experience and knowledge that are not easily replaced.

STEM workers tend to fall between the ages of 25 to 54 years old. There are few STEM workers younger than 25 because most scientific, technology, and engineering positions require a bachelors degree or higher level of education. A 2013 report for the U.S. Census Bureau shows that currently, workers between the ages of 35 and 45 make up the majority of the STEM workforce.

As these workers age, and many begin to consider retirement, a significant number of the current workforce will need to be replaced with new talent. But according to a study by the Society for Human Resource Management (SHRM), only one-third of organizations have strategies in place for responding to this demographic change.

Handling an aging workforce

One way employers are combating this trend is through phased retirement, in which long-time employees who near retirement age withdraw from the company incrementally. This presents a unique opportunity for seniors who no longer want to work 40-hour weeks but are concerned that they will run out of savings during retirement. They can continue to take advantage of employee benefits and additional income while gradually decreasing their hours until they are ready to exit the workforce completely.

This strategy offers several advantages for both existing and incoming employees.

• Long-time, knowledgeable workers are retained for longer periods of time. If they have an option that falls between working full time and quitting cold turkey, older employees may be willing to work more years.
• Younger, incoming employees have the benefit of learning from older mentors before they retire. This gives the company a chance to retain the knowledge and experience of older generations.
• Younger employees may find your company more attractive because they can visualize a career path. Seeing long-time employees who are valued and taken care of by your company may increase the longevity of their employment.
• Your company looks more appealing for the generations that will come after the baby boomers. With rising concerns over social security, the idea of phased-out retirement is very attractive — it is encouraging for employees to know your company will look out for them even in their senior years.

If you are struggling to implement an HR strategy for dealing with changing workforce demographics, or need to find new STEM talent to replace those who are retiring, work with a qualified human capital management provider like ASG Renaissance. We can help you to define phased retirement programs, mentoring programs, and onboarding programs that will help you handle a changing workforce.

Have comments, ideas, or questions? Share them with ASG Renaissance! Contact Laurie Bradley by email or at 800-238-0890.

We’ve all heard of the STEM shortage — but with growing numbers of men and woman graduating with STEM degrees, shouldn’t the problem go away? Unfortunately, that is not the case. Even as the popularity of STEM degrees increases, there are still several problems that are still causing a lack of talent in STEM occupations.

Where have all the graduates gone?

Graduates with STEM degrees have some of the lowest unemployment rates compared to all other fields of study. But according to the U.S. Census Bureau, 74% of graduates with a bachelor’s degree in science, technology, engineering, and math are not employed in STEM occupations.

So where are these skilled individuals going instead? Virtually every industry and occupation has some need for STEM skills. Because of this, graduates often go into general positions that are not specific to their skill sets. For example, a statistics major might find him- or herself analyzing data and finding trends for a marketing company. This trend leaves a skills gap in many industries that require specific talent and abilities — in particular computer science and engineering.

Another problem the industry is facing is that highly talented foreign-born STEM graduates are returning to their home countries after graduation, either because they accept jobs there or because of the difficulties involved in getting a visa that will allow them to stay in the U.S. for work. While the H-1B temporary worker program offers a viable solution, global competition still makes it difficult to keep international employees in the U.S.

Meeting the need for talent

STEM graduates are out there — but without help, your company might find itself interviewing or even hiring under-qualified applicants or letting positions go unfilled for extended periods of time.

That’s why creating an attractive brand is essential for attracting this talented workforce. Excellent business strategies, smart public relations, and highly-focused marketing can present your company in the right light for potential new employees.

Offering internships at your company is another excellent way to find skilled applicants. Businesses that invest in internship programs find this a worthwhile activity as it gives them access to graduates ahead of other potential employers. They are also sure to have the skills and hands-on experiences you are looking for because you have contributed to their education!

You also need a way to directly access top STEM workers. Working with a recruiter gives you the ability to narrow down candidates to those who truly have the STEM skills necessary to fill any open positions your business may have.

The right talent is out there! With the right strategies and the right partner to connect you with qualified applicants, you can support your business with skilled, qualified workers.

Want to hire more qualified employees? Let ASG Renaissance help! Contact Laurie Bradley by email or at 800-238-0890.

When your organization hires your next C-level executive, what will you be looking for? An impressive CV? Proven leadership experience? Success in a top position with a competitor? The ability to affect change in your organization?

All are important considerations. However, the one consideration many organizations overlook can be the most important of all: culture fit. If a new executive hire doesn’t fit well within the company culture, no amount of on-boarding can increase his or her chance of success — or decrease the chance of failure.

When evaluating new C-level executive candidates, boards typically focus on data, goals, and shareholder value. Rarely do they consider matters of corporate culture when making hiring decisions — an oversight that directly impacts the success or failure of the candidate chosen.

A tale of two cultures

Because poor cultural fit is the defining cause of 89% of hiring failures, considering corporate culture is crucial — and you must start at the top. As Forbes contributor, Erika Andersen, explains, company leaders may hire “against type” for good reasons. In one of her examples, a leader believes his media company has become stagnant, so he hires an executive selected for being a risk-taker and free-thinker. In another example, an executive is selected because leadership viewed the company as “too nice” and wants to implement a direct and assertive environment.

Both cases show leadership attempting to change a culture that was already deeply ingrained in employees who placed high value in their shared beliefs and modes of operation. Examples like these aren’t evidence that change can never happen; but the change must happen from within, rather than coming from outside. To do that, your new executive must first be able to connect with the existing culture.

Changing the story

Truthfully defining your company culture and using it as a clear measure for hiring new executives can help maximize their chances of success — and yours. Here are a few steps to help you change the story and put your company culture to work in your hiring decisions:

1. Know your real culture — Do an analysis to determine what your culture truly is — not what you want it to be, but what it is in the current state of reality, and how it functions.
2. Start at the top — Support of company culture needs to happen at every level — most importantly at the top, starting with the founders, board members, CEOs, and other C-level executives.
3. Evaluate candidates for culture fit — Once you have a clear vision of your true company culture, and that culture is supported at every level of your organization, THEN ensure that culture fit is an essential part of your candidate evaluation.

Even if your ultimate goal is to create change in your organization, any executive you hire to make that change a reality needs to earn buy-in for that change throughout the organization. Selecting an executive that fits the company culture is vital to their success — and the success of your change initiatives.

Making culture fit a “must have” sets the scene for the happy ending you want. Let ASG Renaissance help! Contact Laurie Bradley by email or at 800-238-0890.

As the year kicks into high gear, it’s critical for most companies to maintain focus on productivity and reaching business goals. However, if you’re constantly dealing with turnover of your most highly-skilled workers, reaching those goals can be difficult. The 2015 Job Seeker Nation Study by Jobvite revealed that 45% of employees are prepared to leave their current job — even if they’re happy in their position. What’s more, job searching has become a continuous activity with 30% of employees conducting searches even while on the job. With so many options at employees’ fingertips, retention of workers is more important than ever.

Why is avoiding employee turnover so important? Frankly, it costs you — a lot! The Center for American Progress found that on average, replacing a typical employee costs a business one-fifth of that employee’s yearly salary. Replacing highly-skilled workers and executive-level employees may cost as much as 213% of the employee’s salary. And as more experienced workers exit the workforce for retirement, talent can be in short supply.

Dollars and sense

What has led to this change in employee loyalty? Yes, it IS about the money — but it’s also a whole lot more. During the recession, wages stagnated or even fell, making salary and compensation a top driver for the turnover we are seeing now. Online resources and social media make it easy for top talent to showcase their skills and seek new opportunities. That increase in new opportunities makes it critical for employers to strike a harmonious balance that illustrates fairness between what employees contribute and what they get back. Money is just one component of that balance.

Even with compensation in line with employee expectations, there are still a host of additional factors that contribute to a thriving workplace that makes your top talent want to stay put.

• Advancement opportunities — Especially for skilled workers, opportunity for advancement is a top priority. For example, an employer can help younger workers see the path forward by connecting them with older, experienced mentors who may be transitioning toward retirement.
• Training programs — Investment in training programs creates a partnership with employees, allowing them to develop new skills and demonstrating that as they grow and develop, the company does as well.
• Inspirational leadership — Managers, supervisors, and executives that consistently communicate a positive view of the company are better able to inspire and capture the loyalty of the workforce.
• Work environment — Employees want to feel valued and know that they fit in with the company. Starting with a well-honed recruitment strategy that addresses these factors up front brings in employees who have the skills you need and who will also be a great match for your team.
• Pride in work — Employees want to be proud of the work they perform AND the organization they work for. Be sure you are always paying attention to your employer brand.

Look first at the system

If turnover is a growing concern in your organization, consider that you may need to revise your hiring and retention strategies. As W. Edwards Deming suggested, start by asking, “What about the work system is causing the person to fail?” By altering your point of view, you’ll be able to help employees thrive in your organization — and thus help your organization thrive.

As much as you want to turn your attention to reaching to attain your business goals, HR will need to devote constant attention to employee management — not just in hiring new talent but in keeping the valuable talent you already have.

Do you need a fresh perspective on retention? Let ASG Renaissance help! Contact Laurie Bradley by email or at 800-238-0890.

In January, Intel announced it will invest $300 million to increase diversity in its organization. The news has revived a decades-old discussion about the need for greater representation of women, African-Americans, Hispanics, and other under-represented populations in the workplace.

But diversity is not just a buzzword or a mandate to be checked off a to-do list. For forward thinking organizations, it’s a business imperative that brings rich rewards.

A troubling trend in the software workforce

Apple, Google, and several other big technology companies have faced mounting criticism for a lack of diverse employees. In fact, the typical workforce in the software sector is 70% men and largely white and Asian — only 2 to 7% identify as African-American.

To combat this troubling trend, many diversity mandates have been placed on U.S. workplaces. Legal measures such as the Equal Employment Opportunity Act — which enforces laws against discrimination in the workplace based on an individual’s race, color, ethnicity, gender, age, national origin, or disability — are intended to diversify work environments in all industries. In some cases, meeting certain diversity mandates is required for contracts with federal, state, and local government entities, as well as many private organizations.

Benefits beyond: Diversity is good for business!

But diversity isn’t just about compliance with external mandates. Diversity now means cultivating an inclusive environment through behavior and company culture. Organizations that have a truly diverse workforce see extended benefits far beyond the next contract. A diverse workforce strengthens your business and ensures a strong future by offering the following advantages:

• Better understanding of customers
• Better purchasing ability
• Better ability to innovate
• Better recruiting success
• Better employee engagement and retention

These advantages don’t just arise from speculation; They are directly supported by the results of numerous studies. Research conducted by McKinsey & Company shows a direct correlation between the diversity of employees and financial performance. The study found that companies in the U.K. with 10% higher gender, ethnic, and racial diversity on their management teams had earnings before interest and tax (EBIT) that were 5.6% higher. Organizational diversity studies conducted by sociologist Cedric Herring and published in the American Sociological Review, found similar advantages in diverse workplace populations. The study’s results indicate that diversity is linked to higher revenues and profits.

But in the software sector, finding a diverse group of employees with the engineering, technical, and STEM skills needed for successful employment with a high-tech organization is particularly challenging. Why? In recent years, there have been overall fewer STEM graduates, and significantly fewer women and minority STEM students.

How a well-connected recruiter can help

Creating a diverse workplace in the software sector can be a daunting challenge, but success in doing so can bring endless benefits to any organization. A well-connected recruiter can make the process easier by finding a diverse array of qualified applicants.

Rather than casting a wide net and hoping to catch the right applicants, a recruiter will use a well-established network of known contacts to target potential employees who can contribute to your organization. These direct connections with top talent mean not only a more diverse pool of applicants — but diverse applicants with the skills you need.

Creating a diverse workforce in today’s hiring market is challenging, but that doesn’t remove the imperative — expanding the perspective of your workforce is essential for reaching a wider customer base and ensuring growth and sustainable future for your business.

Have comments, ideas, or questions? Share them with ASG Renaissance! Contact Laurie Bradley by email or at 800-238-0890.

It’s almost Valentine’s Day. Have you picked out the perfect gift for that special someone?

Even if Valentine’s Day isn’t your thing, you probably put some thought into selecting gifts when the occasion arises. Obviously, you choose gifts you think the recipient will want, but beyond that —

• Do you choose them for their quality?
• Because they support that person’s passion for something?
• Because they are connected somehow to your own values?
• Because you know the company would support the product beyond its initial purchase?

These intangibles are similar to the drivers that lead top performers to select certain companies as their employers. They are the qualities that make up an employer’s brand culture, and they are essential for not only attracting great talent, but keeping those highly skilled people engaged and retaining them over time.

Building an attractive brand

So how can you ensure that these attractive qualities are present in your company’s culture? Develop a plan for winning the loyalty of top talent by taking the following steps.

• Start where you are — Conduct research to learn how your company is perceived by current employees, suppliers, shareholders, and by potential candidates. Use that information to get a realistic grasp on your company’s strong points and where there is room for improvement.
• Develop your EVP — An Employer Value Proposition describes your unique qualities and communicates how you as an employer provide what top candidates want and need. This allows the employer to deliver sound information on what your brand stands for and why top talent should choose your company over others.
• Communicate — Once you have a great message, be sure it’s included consistently everywhere your company brand appears, in both internal and external channels of communication. If your company is recognizable and known for all of the great things it does, potential new employees will be more likely to work with you.
• Keep it real — As your strategy falls into place, remember that current employees will be watching as closely as candidates — and both groups can spot a phony. Revisit your employer brand and continually update your strategy, refining as you go. As your mission and ideologies change, your EVP should too

Remember, employer branding is a strategy — not a set-it-and-forget-it task, but something you should be continually engaged with. When your brand truly fits, you’ll discover that bringing in top talent is easier than before and your best performers will be with you for the long run.

An attractive brand needs a sound EVP. The experts at ASG will work with you to ensure your brand is setting itself to its best advantage.

Have comments, ideas, or questions? Share them with ASG Renaissance! Contact Laurie Bradley by email or at 800-238-0890.

Although the rebounding economy is terrific news, there are challenges for companies planning growth over the coming year. One challenge that’s facing technology- and engineering-driven companies is finding the skilled professionals they need to enable that growth. The number one key to attracting top talent in 2015 is creating the right employer brand.

What is an employer brand?

Employer brand is not a static description, image, or dusty old mission statement hanging on a wall. Employer brand is a living, constantly adjusting marketing strategy designed to help companies attract and retain the best talent for their key positions.

An employer brand includes benefits, but employers really differentiate themselves with intangibles such as company culture, work environment, and growth potential within the organization. A brand can also be supported by additional perks and services provided for employees — think free gym memberships, on-site daycare, free meals, and tuition assistance for continued education.

When deciding whether to apply for your open positions, candidates are looking closely at employer brands and building perceptions about how well the employer matches their personal goals and priorities. It’s more important than ever to market yourself as a desirable employer to these potential candidates. How you market your brand is equally important. You cannot rely on just your website to communicate your Employer of Choice value proposition. Multiple channels must be engaged with consistent, compelling messaging to highlight and reinforce the DNA of your company.

Why should you care about your employer brand?

Your employer brand has a direct impact on your organization’s bottom line. Candidates want to work for companies that challenge them, give them room for advancement, give meaningful recognition, offer a unique experience, and provide a positive opportunity to perform meaningful work.

Organizations with strong employer brands are able to attract great talent more easily, which is especially important given the current shortage of skilled professionals and labor available in the market.

Even more important, companies with a great employer brand are better able to engage employees in a meaningful way that increases productivity and effectiveness so the organization can get more done with fewer people.

Finally, cultivating a great employer brand helps businesses retain the top performers they already have. Retention is essential for the growth of any business. It’s impossible to grow a terrific team if existing personnel are walking out the door as you are bringing new team members in.

Companies are excited about their growth prospects for the coming year. They need employees who are just as excited about the company and the opportunity to help the company grow and meet goals for 2015.

To attract and retain excited, engaged employees, employers can no longer take employees’ skills, commitment, and engagement for granted. In today’s market, competition for top-notch employees is fierce. Building a strong and desirable employer brand gives your company the best chance of securing the great talent you need to grow your business.

[cta]Where do you start building your brand? The experts at ASG will work closely with you to define your unique offering for candidates. Contact us online, by email, or by phone at 248-477-5020.[/cta]

It’s an exciting time of year. People are motivated and ready to make the business goals they set last fall finally come to life.

But if you’re looking for talent that can help get those goals off the ground, you may be facing an uphill battle. Why? Because your company isn’t the only one that’s in growth mode in 2015; you’re competing for those top performers your company wants.

According to the recent LinkedIn report 2015 Global Recruiting Trends, 57% of North American CXOs predict overall staffing increases in 2015. However, LinkedIn’s report 2015 US Recruiting Trends reveals that the competition for the top talent required to fill those positions is the number one thing keeping hiring managers up at night.

In the article 10 Workplace Trends for 2015, Forbes columnist Dan Schawbel sheds some light on a few key issues that are creating such a competitive atmosphere in recruiting. One of those issues is that the skills gap is widening, rather than closing. STEM skills are in short supply in the current candidate pool and will continue to lag until college curriculums catch up with the needs of the marketplace.

The widening skills gap makes retention of quality employees more critical than ever. With 86% of workers looking for opportunities outside of their current employment, employers need to implement strategies that not only attract top talent but also keep the quality employees they already have.

To get your 2015 hiring strategy off the ground, focus on a few core elements:

• Establish your company as a great place to work — Creating a strong employer brand and positive inclusive company culture gives your company the edge.
• Get access to passive candidates —The majority of available talent are not actively looking for new employment but would consider enticing new opportunities if contacted.
• Emphasize quality over quantity — Just one quality employee with a skill set that meets the criteria of the position you need to fill will maximize your investment — as opposed to five employees that aren’t a great fit.
• Embrace Diversity — Explore the benefits of widening your talent search to include diverse communities of talent. Companies that have diversity woven throughout the organization to include employees, suppliers, and shareholders post EBIT that is 5.6% higher than those that do not.

What’s the biggest key to getting connected with the right talent? You must work through professional networks, which are the top source of quality hires. Professional networks are where you’ll find quality, passive candidates to fill your key positions in 2015.

Because of the intensity of the recruitment process in this type of environment, many companies find value in outsourcing a recruiter. Work with professionals who are 100% devoted to building and maintaining a network of strong connections with new candidates and those they’ve worked with before. Recruiters who have that deep knowledge of individual candidates will ensure a better match between candidate and company. And a better fit yields a better result for both parties.

[cta]Are you going to need a better recruiting strategy in 2015? Contact the experts at ASG online, by email, or by phone at  248-477-5020.[/cta]