November 2009
Prepared by Dr. David C. Miles Chairman ‘ The Miles LeHane Companies
Currently, and for the next few months of 2009 and into the first quarter of 2010, those searching for new employment are in many cases concluding that decisions to hire are ‘On Pause’. After more than 24 months and counting, organizations have been reducing positions at an alarming rate. Their reaction to adding people is understandably cautious at best, and may seem to the ‘candidates-in-waiting’ that they are downright reluctant to make a proactive hire decision. At best, we call this an ‘On Pause’ situation.
For many organizations, it is a concern of predictability. With all of the unprecedented issues in play, it is almost impossible to make a prediction of Human Capital needs for the long term. Sound leadership process calls for a typical approach that looks at the historical events impacting the organization. From this historical review, meaning is created around significant events that have impacted the organization and its operations. This perspective of ‘yesterday’ and what it means for ‘today’ and current operations, has not yet stabilized or been fully understood by leaders and decision makers. Without a firm level of this understanding and what it all means, it is difficult with any level of certainty to predict Human Capital needs for all of the immediate ‘tomorrows’ of the organization.
The advice to those in search of a new position then becomes more difficult. First, the answers that leaders are looking for, so they may make key decisions to move forward, are not readily forthcoming. Secondarily, organizations may face new, but yet-to-be defined challenges that would significantly change day-to-day operations. However, most importantly, an organization cannot stand still indefinitely. Some will move forward to redefine their future. We will look at these organizations as risk takers. These risk-taking organizations that move forward into the future with low levels of predictability or assurances of success will require different thinking at all levels. Some will become the new leaders in their space, and others will fail.
Different Thinking Processes Required
What is the new or different thinking with which they will need to operate? From my perspective, it encompasses two skills that are at the heart and soul of future success. Simply stated: A balance between Critical Thinking and Creative/Innovative Risk. Unfortunately, these two areas are not easily discussed in position interviews and are difficult for job seekers to verbalize in a traditional interview process. From a macro perspective, it is easy to see the dilemma. A job seeker is looking for all of the traditional commitments from an organization. The organization, at the same time, is looking to become more flexible and agile to respond to an uncertain future but still deliver on its core competencies. Making it even more difficult for the job seeker is the competition of over six candidates (on average) for each vacant position.
New Strategy for Job Seekers
What then is the best strategy for job seekers to adopt while organizations are ‘on pause’ in hiring? There are three tried and true principles that must be included in the search process, marketing materials and interview processes both formal and informal.
1. Be creative, innovative and flexible when approaching potential employers. For example, do not state you are looking for a particular position. Instead focus on your unique abilities or skills or knowledge that you feel might be of value to the organization.
2. Be able to suggest alternative ways of obtaining results utilizing different techniques or processes that would be of value in multiple situations. Can technology be integrated readily into a process that would add leverage to obtaining results more cost effectively? Are there metrics that could be applied to obtain a higher degree of focus? Can you clearly speak to these in simple sound bites?
3. How flexible are you about position structure within the potential organization? If you truly believe they are a viable potential for you, then would you be willing to start as a contract employee, with the potential of growing into a full-time position? This collective win-win approach may not land you the position, but it goes a long way to showing you are willing to assume some of the risk and are creative in how you and the organization can work through this period of ‘on pause’.
How Will this Resolve?
The final key thought or question that arises most frequently is: when will we go ‘off pause’ and back to a robust employment market? Some will ask: will it ever be the way it was? Unfortunately there are not very many knowledgeable people predicting a return to the old days of 2006 and early 2007 with full employment. These new skills and requirements mentioned above will eventually become the new norm, and job seekers will be assuming more risk than in the past for the success of an organization and retention of their job. In the last 30 years, we have moved from careers being with two or three employers, to the expectation to change organizations every 3 to 4 years with some significant periods of down time in the market place.
Light at the End of the Tunnel
Going from ‘On Pause’ to ‘Off Pause’ challenges all of us. We all assume less predictability, less certainty in our careers, and are constantly challenged to rethink yesterday to respond better to an evolving market place of tomorrow. What might be the silver lining? We have been through deep recessions before and history has shown that we as a nation can pull out of it. This one is deeper, has involved more parts of the economy, but we are a resilient people who will not be defeated by this.
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