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Snag Passive Job Seekers With a Dynamic Online Career Center

An analysis run by LinkedIn shows 85 percent of the full-time employed workforce consider themselves to be passive job seekers. This trend is particularly prevalent among the growing population of younger employees known for their lack of tenure: According to the Bureau of Labor Statistics, employees between 20 and 34 years of age average a median stay of two to three years in their jobs. With the majority of employees regularly on the hunt for their next big opportunity, the labor force is becoming much more transient, and job hopping is becoming the new norm. This presents associations with some unique opportunities. First, associations have more access now than ever to talented candidates and should revamp their staffing strategies to include these less tenured employees. While job hopping carried a stigma in the past, the reality is most people leave positions in favor of promotional opportunities or to join more prestigious organizations. This is more indicative of ambition and talent rather than instability as previously believed. Particularly with younger workers, it is important to note many of them entered the workforce during the economic recession between 2008 and 2010. Because of the recession, they missed out on a couple years’ worth of potential pay increases and promotional opportunities and are still trying to recoup these losses. Some recruiting advisers suggest employees make a point of changing jobs every several  years as a way to keep their skill set up to date and their compensation competitive, because, as pointed out by ...

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You’re Never Too Old to Learn Something New

Learn Something New Every Day

I spoke with CEO of AGC Georgia Michael Dunham the other day about association leadership, career development and mentoring (see his Corner Office profile). Since the vast majority of corporate, government and not-for-profit workers in the U.S. are “at will” employees (i.e., not under contract), I wondered if HR folks were worried about investing in employees who could fly the coop for a better offer on a moment’s notice. Dunham’s response? “The only thing worse than training your people and losing them is not training them and keeping them.” That’s no laughing matter when you’re serving industries like large-scale construction, in which there are five times as many boomers “retiring out” as there are young people stepping in to take their place. While those kinds of demographics can be unsettling, our panel of experts offered concrete steps for attracting and retaining the kinds of talent you need to keep your association growing and relevant. The only thing worse than training your people and losing them is not training them and keeping them.  A strong mentoring program is instrumental to attracting the NextGen and retaining long-timers.  New leaders should really learn the culture of their organizations before trying to implement changes.  If you’re a recent grad, experts say your education is just beginning.    Have a robust job board and online career center Tom Aley, vice president, client management & analytics, Boxwood Career Solutions, said that job boards not only deliver professional advancement opportunities, they drive traffic to association websites. “Most ...

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