White Paper I wrote on the Washington Area Job Market and Recruiting Tips
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1. In Association with: Recruiting Solutions Recruiting Tips in
the Metropolitan Area Employment Statistics: Washington Area Job
Market Gains/Losses Written by Nicole Cathcart 60000 30000 0 The
Washington Area Job Market Snapshot -30000 It seems like any
economic news is bad news these days. With constant layoff -60000
announcements, rising unemployment rates and falling market values
facing -90000 working Americans, the job market appears bleak. The
national unemployment -120000 rate rose to 8.5 percent in March, or
13.2 million unemployed. Since the beginning of the recession, a
reported 5.1 million jobs have been lost, the -150000 majority of
which have occurred in the last 5 months. Unemployment rates rose
in all metropolitan areas from last year. Washington, DC Metro
Houston Metro One ray of hopethe job market in the Washington Area
is in better shape Dallas-Fort Worth Metro than most. The latest
data from the Bureau for Labor Statistics concludes San Antonio
Metro that the Washington Area has maintained one of the lowest
unemployment Austin Metro rates. As of April 1, 2009, the
Bethesda-Frederick-Rockville, MD area reported NY/NJ Metro the
lowest national unemployment rate at 5.4 percent and the
Washington- Phoenix Metro Arlington-Alexandria, DC/VA area comes in
with the third lowest rate, 6.3 Detroit Metro percent.
Additionally, the two-year projection for jobs saved or created due
to Los Angeles Metro the American Reinvestment and Recovery Act
(ARRA) adds or retains 191,000 Atlanta Metro area jobs. Source: US
Bureau of Labor Statistics, April 01, 2009 The trade,
transportation and utilities sectors were hit hardest by the
economy, losing 15,900 jobs from January 2008 to January 2009. The
growing sectors in the Washington Area in the same time period
include education and Estimated Two-Year Job health services
(10,700 jobs gained), professional and business services (9,900
Effect of the American jobs gained), leisure and hospitality (7,200
jobs gained) and government (5,600 Reinvestment and Recovery jobs
gained). Each of these industries demonstrates consistent growth
across Act (ARRA) a four year period. State/District Jobs
Added/Saved Although encouraging news for the Washington Area,
competition remains over Two Years erce for management-level jobs.
The Washington Post reports 31,722 job Washington, DC 12,000
seekers vying for 1,338 manager or higher level positions. This
increased Virginia 93,000 competition may create greater options in
candidates, but makes selecting Maryland 66,000 the right person
for your open positions harder than ever before. Many West Virginia
20,000 organizations are already running lean and cannot afford to
waste recruitment Total 191,000 and training time on bad matches.
Source: Recovery.gov, Retrieved March 18, 2009
2. Brief Report on Recruiting Tips in the Washington Area Job
Market Recruiting Solutions P. 1 Metropolitan Area Nonfarm
Employment (Not Seasonally Adjusted) Employees on nonfarm payrolls
(Numbers in thousands) State, area, and division January February
Change from Feb 2008-2009 2008 2009 2008 2009 Number % District of
Columbia 689.0 700.3 693.6 702.7 9.1 1.3
Bethesda-Frederick-Rockville 568.8 565.2 568.3 569.5 1.2 .2
Washington-Arlington-Alexandria 2,390.4 2,390.1 2,399.8 2,395.3
-4.5 -.2 Source: US Bureau of Labor Statistics, February 2009
Employees on nonfarm payrolls by industry super sector, Washington
Metro Area and its components, not seasonally adjusted (numbers in
thousands) Washington-Arlington-Alexandria, January 2008 November
December January 2009 Change from D.C.-Va.-Md.-W.Va. Metropolitan
2008 2008 Jan. 2008-2009 Statistical Area Net change % change Total
nonfarm 2,959.2 3,021.3 3,015.2 2,957.4 -1.8 -0.1 Mining, logging,
and construction 173.4 169.7 167.1 161.5 -11.9 -6.9 Manufacturing
61.2 59.9 59.8 59.2 -2.0 -3.3 Trade, transportation, and utilities
402.2 400.3 402.3 386.3 -15.9 -4.0 Information 92.0 90.2 90.4 89.1
-2.9 -3.2 Financial activities 154.6 152.0 152.2 149.5 -5.1 -3.3
Professional and business services 669.6 688.1 685.1 679.5 9.9 1.5
Education and health services 331.2 346.1 345.0 341.9 10.7 3.2
Leisure and hospitality 245.4 259.0 258.3 252.6 7.2 2.9 Other
services 180.3 185.2 184.9 182.9 2.6 1.4 Government 649.3 670.8
670.1 654.9 5.6 0.9 Source: US Bureau of Labor Statistics, March
2009 Top 5 Strategies for Finding and Retaining the Best Hire 1.
Develop Accurate and Effective Employment Branding The rst mistake
organizations often clash. Finding potential employees to your
company brand in the market, make in recruiting is assuming the
thrive in your unique culture is the will capture long-term
employees. job description is the most important real challenge.
Institute employee focus groups and factor in nding the right
candidates. surveys to develop your brand and The employment brand
has equal The rst step in forming your ensure credibility with your
workforce. importance in attracting the right employment brand is
to take an honest Diane Thielfoldt, co-Founder of The person. The
job itself is only half the look at your internal culture. Is it
faced- Learning Caf, suggests that nding equation, explains Jon
Desenberg, paced and entrepreneurial? Does a match for the social
environment senior consultant for human capital creativity reign
supreme, or are metrics at your organization is also a key in
management at The Performance at the core of every strategy? Dening
developing a happy and engaged Institute. When employees leave in
and communicating what makes workforce. You have to hire for t; t
their rst 3-6 months of employment, working at your organization
unique, for the job, t for the culture, and t for the overwhelming
cause is a cultural just as you would uniquely dene the social
network, says Thielfodt.
3. Brief Report on the 2009 Transitions in Governmence Dialogue
Recruiting Solutions P. 2 2. Diversify Your Outreach Recruitment is
like any other Forming relationships with area but the agencies are
creating the advertisingthe most comprehensive universities and
colleges gives you a supply to match their demand, approach
includes marketing your great pipeline of talent, especially for
Desenberg says. Washington Area position through multiple channels
hard-to-fill positions. Internships, universities have career
centers and media. Relying on one approach fellowships and
scholarships are that can help organizations set up can result in a
homogeneous all ways to promote and recruit top internship programs
or participate candidate pool, which may not yield talent. The
federal government, in career fairs, regardless of the best choice.
The basic online for example, has significant organization size.
job posting is now the standard, but shortages in cyber security
there are many options to supplement specialists, so they
instituted a Sharing job opportunities and this strategy. Your
company website coveted Scholarship for Service requesting
recommendations from should feature a careers section, (SFS)
program. The SFS program current staff is another great way where
you can post openings or is a great example of innovative to
diversify your options. Referral solicit resumes for a general job
thinking. The best measure of incentives can drive applications
bank. Career fairs are a great way success is that participants are
from qualified individuals in your to pre-screen large numbers of
staying beyond their mandated employees networks. Hiring friends
applicants or ll a larger volume of years of service. It may not be
or well-respected contacts of your positions. Social networking
sites possible for every organization to current staff will
increase retention in such as LinkedIn.com and Facebook follow this
model, but there are a your organization. In fact, a poll by are
new avenues and alternatives few replicable elements here. Not
Gallup Management Journal (GMJ) for traditional networking and
often only does the relationship between found that employees with
friends at allow you to preview an applicants the organization and
the university work are seven times more engaged recommendations or
work samples. create a greater pool of applicants, than their
counterparts. 3. Design a Comprehensive On-boarding Program
Although seemingly premature to is one of the easiest techniques
for notes Desenberg. You can focus on an activity that occurs after
keeping newly-acquired talent. facilitate your new employees
recruitment, on-boarding, a term integration into the organization
by used to describe the initial training From the start, equip your
new instituting mentoring programs and and adjustment period for
new hires, employee with the tools needed for encouraging peer
relationships, but helps increase the efficacy of your success,
including access to your most importantlygive and receive
recruiting. The time and money organizations strategic plan. New
feedback at frequent, scheduled spent finding a new employee can
hires, like all employees, should intervals, with sit-down meetings
be wasted if your organization lacks understand the mission and
vision of and surveys. This sort of consistent a program to orient
new hires from your organization. Knowing where communication
encourages a day one. Many challenges exist you fit in the big
picture helps define transparent and honest when integrating new
employees priorities and responsibilities, even environment that
will drive into your culture, but on-boarding in the early days of
employment, performance and innovation.
4. Brief Report Recruiting Tips in the Washington Area Job
Market Recruiting Solutions P. 3 4. Try Boomerang Recruitment One
way to reduce costs in retention past workers that may have left
recruit or tap expertise during critical is to hire back
high-performing, the workplace to have children. staffing
shortages. To start, look experienced former employees, or
Employees in the industry also back at top employees who left on
Boomerangs. Although applicable frequently leave to pursue
educational good terms over the last few years for numerous
industries, including goals. This group is a prime target and build
a database that includes Washington Area company Booz for
re-joining past workplaces. their contact information, past salary
Allen Hamilton, this technique has information and skill sets.
gained popularity in the healthcare Keeping track of former high-
eld. In the latest Nursing performers in an internal database The
best part of this strategy? Economics, Karen Hart of Bernard is a
great way to access intelligence A study in the Harvard Business
Hodes Group Health Care Division for fast recruiting in tough
times. Review reported rehires are 40% notes that the healthcare
industry The State Department, for example, more productive in
their first quarter has several professional groups that keeps of
database of workers and of work, and on average, stay longer are
primarily female, and include their unique skill sets to quickly
than other hires. 5. Understand Workforce Demographics Youre heard
of Generation Y or of newspapers, it might seem logical feedback.
Generation X and Y are Millennials (1977-1990), Generation X to
reach Baby Boomers through that job consumers. They arent afraid
(1965-1976) and Baby Boomers (1946- medium, but according to the
Pew to ask for what they need, notes 1964)but should you approach
Internet & American Life Project, 35% Thielfoldt, and be ready
to spend recruitment efforts differently for each of internet users
are now Boomers twice or three times as much time of these
generations? Surprisingly, and 46% of internet users are over
managing a millennial, or Gen Y despite the much-hyped differences,
44. Baby Boomers are all about worker, than other generations. the
generations have remarkably building networks. They may not be
similar needs. On a macro-level, as quick to embrace new
technology, Younger workers have also reported these generations
differ signicantly but they are growing savvier with the social
responsibility and green in their views of the workplace, needs
latest social networking tools, such as companies as factors in
their job from direct managers, expectations in LinkedIn.com and
Facebook, says searches. Even in positions with limited careers and
approaches to technology Thielfoldt. Think Generation Y is the
salaries, positioning an organization and communication. This is
not only online generation? Pew reports with a mission that
resonates with to say there is signicant variation that Generation
X has the most active workers and makes them feel like they in the
quality of the work output by online life, and they are the
generation are making a difference in the world generation, but
rather suggests utilizing most likely to shop, bank and look for
can yield greater recruitment results. A different approaches to
achieve the information online. recent report from the Johns
Hopkins desired output. Listening Post project reported that
Creating open lines of communication for the nonprot sector,
consistent Start a generation-sensitive approach during on-boarding
and maintaining communication of an organizations by forgetting any
stereotypes you may communication throughout social mission to
employees and have regarding different age groups. employment can
help when managing managers creates a measurable impact Since they
have the highest readership any generation, but expect different on
recruitment success.
5. Brief Report Recruiting Tips in the Washington Area Job
Market Recruiting Solutions P. 4 5 Tips to Pre-Screen Your
Candidates In this competitive market, many employers are seeing an
abundance of applications for open positions. Combining through
these applications to nd the best candidate is a daunting and
time-consuming task. Use these techniques to focus on only the
most-desired candidates: 1. Incorporate pre-screening questions
into the initial application: Websites such as washingtonpost.com
allow employers to pre-qualify candidates during the initial
application process. 2. Develop a point-based rating system:
Determine the value of each skill or experience and evaluate each
candidate using a simple point system. Once complete, only
interview candidates over a certain number. 3. Require 15-minute or
less phone interviews: Never lead with in-person interviews, always
conduct brief phone screens with basic questions to screen out uff
resumes. 4. Ask for additional application materials: It never
hurts to ask for writing samples. Communication skills are
important in any position, and requiring extra materials means your
applicants will be more serious. 5. Create unique application
instructions: If your position demands attention to detail, check
on that by only considering applicants that follow your application
process perfectly (example: Ask for no cover letter, but two
writing samplesthen delete anyone who breaks the rules). About The
Performance Institute Called the leading think tank in performance
measurement for government on OMBs ExpectMore.gov, The Performance
Institute has been a leader in performance management and workforce
development training and policy since the 2000 administration
transition. As part of the Government Performance Coalition, a
group of good government organizations, the Institute worked in
2000 to deliver recommendations to the then new administration on
what would become the Presidents Management Agenda. In 2009, the
Institute is leading Innovations in Government: From Transition to
Transformation, or InnoGOV.org, a collection of forums, research
and recommendations to bring insight and transformation to the
federal government. The goal of InnoGOV.org is to centralize the
importance of performance, accountability and transparency in
government and to disseminate the leading best practices to
government managers. The Performance Institute has published
several research reports regarding performance management
initiatives and trains over 10,000 government managers per year on
performance-based topics. Dedicated to improving citizen services
and taxpayer transparency, the Institute uses a best-practices
foundation to deliver the most effective and tested methodologies
for improving performance. About the Author With The Performance
Institute since 2005, Nicole Cathcart is responsible for direct and
online marketing, brand development, product development, internal
and external communications campaigns, product development, social
networking strategies and partnership development. Nicole is a
leader on the Innovations in Government Project, or InnoGOV.org, a
collection of forums, research and recommendations to bring insight
and transformation to the federal government and frequently
represents the Institute as a member of The Performance Coalition.
She received a Bachelor of Arts degree in Communications from
Loyola University New Orleans and holds certications in Lean Six
Sigma and Project Management. She is a graduate student at Johns
Hopkins University, pursuing her Masters in Communication with a
focus in Digital Technologies.