Ever wonder why hiring managers seem to want to hire the "least risky
candidate?" At the bottom of this article is a reference to the cost of
replacing an employee. The weblink leads to an article describing how this
cost is 150% of the employee's salary. The cost of a bad hiring decision
(i.e. replacing an employee with an unsuitable replacement and then having
to do it again -- hopefully with a good candidate the 2nd time) has been
calculated elsewhere at between 2 and 3 times the annual salary for that
position. Think about how you can present yourself to a hiring manager as a
low-risk candidate. And think of the hiring process as a "risk-reduction"
process.

George Fleming

Your Career Coach
"Affordable Career Transition Expertise"
602-881-0580


Herman Trend Alert: Fighting the Talent Drain
July 23, 2003

As we move through the decade, competition for top talent will become
global. Over the past few years, we have become increasingly sensitized to
the movement of jobs to countries with workforce populations that will
tolerate lower wages. Many of the jobs to be filled---in developed countries

and in developing countries---will require higher levels of education,
experience, and expertise. Workers with those qualities are located around
the world and often feel very comfortable in moving abroad to fulfill their
job responsibilities.

When these highly talented people move across international lines, their
home country loses a resource that could help attract and build needed
economic strength. Employers go where they can find people who can get the
job done, labor laws that are supportive, and other community factors that
make the location desirable. Qualified workers are a key factor in the
process of deciding where to locate a business. Businesses provide more
jobs, pay taxes, and help stabilize the economy. If those workers have gone,

the location is less attractive.

National governments will engage in public relations campaigns to attract
and hold citizen-workers in their countries to counteract the risk of a
talent drain. These efforts will be directed toward college and university
students as well as experienced professionals and specialists who are
already a significant national asset. Some states and cities will fund
similar promotions; some already have, notably Iowa and Omaha with their
campaigns to attract IT workers.

Convincing the next generation of workers to stay, with a sense of
nationalism, will be difficult. Young people (in their twenties and early
thirties) are already accustomed to a freedom of international travel.
Several of our children have already traveled in over two dozen countries---
at their expense---and many Europeans have even broader experiences. With
their internet communication, the next generation has already transcended
political boundaries---mere lines drawn on a map. They will probably ignore
nationalism, placing a priority on their own interests.

The new mobility will challenge states, countries, and employers to find
ways to encourage those valuable young, energetic workers to choose local
career opportunities.
*****

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Gately Tool. Comprehensive, flexible, revealing. Based on an easy-to-use
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*****

Herman Trend Alerts are written by Roger Herman and Joyce Gioia, strategic
business futurists, Certified Management Consultants, authors, and
professional speakers. Comments are welcome; many are posted on the
www.hermangroup.com website. Archived Herman Trend Alerts can be viewed at
www.hermangroup.com/archive.html.
*****

Copyright 2003 by The Herman Group--reproduction for publication is
encouraged, with the following attribution: From "Herman Trend Alert," by
Roger Herman and Joyce Gioia, Strategic Business Futurists. (800) 227-3566
or www.hermangroup.com.

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