Recruiting and retaining skilled workers has always been a challenge for companies, but the impending demographic crunch is going to make it a bigger priority than ever before. Skilled workers represent the backbone of a company's productivity, and their loss can send ripples through the entire company. There are many ways to remediate skilled turnover - from internship programs to internal cross-pollination and outsourcing. HR leaders must start to lay proactive foundations for dealing with this accelerating crisis. They can begin by understanding the root causes of turnover, the coming HR needs of the company, and how to position the company for continuing success.
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Action Points Three HR recruiting experts from Emmis Communications,Sedgwick Claims Management Services, and Nielsen BusinessI. Defining Skilled WorkersHR leaders must understand and define Media share their insights on:skilled workers for their company.II. The Bottom LineThe loss from skilled turnover can ripplethroughout the business.III. Must-Haves for Dealing with the Dealing with the LossTalent CrunchLook to competitive compensation,cross-pollination, employee engagement, of Skilled Workers dueand outsourcing.IV. The Golden Rules for Filling the GapDetermine the reason for the loss,reassess the opening, and look for to Demographic Shiftspatterns.V. Essential Take-Aways Michael LevitanThe fierce competition for talent is Executive Vice President, Human Resourcesmaking it more difficult than ever to Emmis Communicationsrecruit and retain skilled workers.Companies must understand the rootcauses of skilled turnover and focus on Ric Heimke correcting them. VP, National Director of Staffing Sedgwick Claims Management Services, Inc.
Michael AliceaSenior Vice President, Human ResourcesNielsen Business Media
ecruiting and retaining skilled workers has always been a chal-lenge for companies, but the impending demographic crunchis going to make it a bigger priority than ever before. SkilledRContents workers represent the backbone of a company's productivity, andtheir loss can send ripples through the entire company. There are manyAbout the Authors . . . . . . . . . . . . . . . . . . . . p.2 ways to remediate skilled turnover - from internship programs toMichael Levitan . . . . . . . . . . . . . . . . . . . . . . p.3 internal cross-pollination and outsourcing. HR leaders must start Ric Heimke . . . . . . . . . . . . . . . . . . . . . . . . . . p.6 to lay proactive foundations for dealing with this accelerating crisis.Michael Alicea . . . . . . . . . . . . . . . . . . . . . . . p.9 They can begin by understanding the root causes of turnover, theIdeas to Build Upon & Action Points. . . p.11 coming HR needs of the company, and how to position the companyfor continuing success. ?
Copyright 2008 Books24x7®. All rights reserved. Reproduction in whole or part is prohibited without the prior written permission of the publisher. This ExecBlueprintsT document was published as part of a subscription based service. ExecBlueprints,a Referenceware® collection from Books24x7, provides concise, easy to absorb, practical information to help organizations address pressing strategic issues. For more information about ExecBlueprints, please visit www.execblueprints.com.About the AuthorsMichael LevitanExecutive Vice President, Human Resources, Emmis Communicationsickey Levitan has been the largest business unit. At Apple, he was (1988-1994). Mr. Levitan also served inchief human resource officer at responsible for business units comprising the Clinton White House (1994-1995) asEmmis since 2001. Prior to one third of the company. a White House Fellow.Mjoining Emmis, he was the founder and Before joining the business world, Mr. He is a graduate of DartmouthCEO of an Indianapolis-based educa- Levitan did many years of community College, Stanford Graduate School oftional technology company. development work and served in the fed- Business, and Stanford Food ResearchMr. Levitan's previous HR experience eral government. His community devel- Institute.includes serving as director of opment work started with the Peacehuman resources for Apple Computer Corps in West Africa (1980-1983) and(1998-2000) and as executive director of continued in Asia with Save the Childrenorganizational effectiveness & assistant for nine years. His initial assignmentsto the president of Cummins Engine were in Nepal and Bangladesh(1996-98). While at Cummins, Mr. (1986-1988). He then became countryLevitan led human resources for its director for the program in Thailand ? Read Michael's insights on Page 3
Ric Heimke VP, National Director of Staffing, Sedgwick Claims Management Services, Inc.ic Heimke has 26 years in the manufacturer. Before that, he spent time earned the Senior Professional in Humanstaffing and human resources as a human resources manager as well as Resources certification in 1994 from thefield. He joined Sedgwick CMS in the director of college recruitment. S... [download for more]
