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more War for Talent stuff

Workforce Locator™ contains categorized location data Talent Acquisition Pros can use to spot budding tech hubs. Projecting which tech hub or school can have the potential to sprout 10x engineers may be quite the subjective task (as the 10x concept itself is subjective) yet looking/thinking elsewhere (other than Silicon Valley) seems like a logical pipeline building strategy – especially considering “a shortage of top engineering talent amid an explosion of venture capital-backed start-ups is inflating paychecks” and “stories abound about the lengths to which employers will go to attract engineering talent”. Those claims about Silicon Valley were made by the author of the article I’m posting here today.

There’s an image in this Reuters report; the caption reads:

> A pillow is placed on a couch at Twitter headquarters in San Francisco, California October 4, 2013

The words embroidered on that pillow are “Home Tweet Home”.

Here’s the article:

Twitter pays engineer $10 mln as Silicon Valley tussles for talent

Reuters – Mon, Oct 14, 2013 9:35 AM EDT

By Sarah McBride

SAN FRANCISCO, Oct 14 (Reuters) – Among Twitter Inc’s highest-paid executives, Christopher Fry’s name stands out.

The senior vice president of engineering raked in $10.3 million last year, just behind Twitter Chief Executive Dick Costolo’s $11.5 million, according to Twitter’s IPO documents. That is more than the paychecks of executives such as Chief Technology Officer Adam Messinger, Chief Financial Officer Mike Gupta and Chief Operating Officer Ali Rowghani.

Welcome to Silicon Valley, where a shortage of top engineering talent amid an explosion of venture capital-backed start-ups is inflating paychecks.

“The number of A-players in Silicon Valley hasn’t grown,” said Iain Grant, a recruiter at Riviera Partners, which specializes in placing engineers at venture-capital backed start-ups. “But the demand for them has gone through the roof.”

Stories abound about the lengths to which employers will go to attract engineering talent – in addition to the free cafeterias, laundry services and shuttle buses that the Googles and Facebooks of the world are already famous for.

One start-up offered a coveted engineer a year’s lease on a Tesla sedan, which costs in the neighborhood of $1,000 a month, said venture capitalist Venky Ganesan. He declined to identify the company, which his firm has invested in.

At Hotel Tonight, which offers a mobile app for last-minute hotel bookings, CEO Sam Shank described staging the office to appear extra lively for a prospective hire. He roped in two employees for a game of ping-pong and positioned another group right by the bar.

It worked: the recruit signed on and built a key piece of the company’s software.

In Fry’s case, his compensation came mostly in the form of stock awards, valued last year at $10.1 million, according to Twitter’s IPO documents registered with securities regulators. He drew a salary of $145,513 and a bonus of $100,000.

Some might call that underpaid. Facebook Inc’s VP of engineering, Mike Schroepfer, took in $24.4 million in stock awards the year before the social network’s 2012 initial public offering. He also drew a salary of $270,833 and a bonus of $140,344. But Facebook that year posted revenue of $3.71 billion, 10 times more than Twitter’s $317 million.

Grant said more than three-quarters of candidates who took VP of engineering roles at his client companies over the last two years drew total cash compensation in excess of $250,000. Many also received equity grants totaling 1 to 2 percent of the company, the recruiter added.


The hot demand for engineers is driven in part by a growing number of start-ups, venture capitalists say. Some 242 Bay Area companies received early-stage funding – known as a seed round – in the first half of this year, according to consultancy CB Insights. That is more than the number for all of 2010.

Another factor is the increasing complexity of technology. Many in Silicon Valley like to discuss the lore of the “10x” engineer, who is a person so talented that he or she does the work of 10 merely competent engineers.

“Having 10x engineers at the top is the only way to recruit other 10x engineers,” said Aileen Lee, founder of Cowboy Ventures, an early-stage venture fund.

Former colleagues said Fry, who joined Twitter earlier this year, fits the bill. The messaging service poached him from software giant Inc, where Fry had worked in various positions since 2005, rising from engineering manager in the Web Services team to senior VP of development.

Perhaps most attractive to Twitter is the fact that Fry joined Salesforce when it was also a 6-year-old company with big ambitions of taking on the software establishment. At that time, Salesforce’s product development needed help, Fry has said in previous interviews. He whipped them into shape, helping build the company into one of the hottest enterprise-software providers in the industry today.

Twitter has had its share of technical problems, such as the notorious “fail whale” that regularly appeared on screens during outages. That made Fry’s experience all the more valuable.

“All it takes is a couple of bad incidents where Twitter is down, or there’s a security breach. That could be the end of the company,” said Chuck Ganapathi, an entrepreneur who previously worked with Fry at Salesforce, where he was senior vice president for products.

“You need somebody of this caliber to run it.”

Neither Twitter nor Fry responded to requests for comment.

Today, even entry-level engineers can draw lucrative salaries in the Valley. Google Inc offered $150,000 in annual wages plus $250,000 in restricted stock options to snag a recent PhD graduate who had been considering a job at Apple Inc , according to a person familiar with the situation.

The average software engineer commands a salary of $100,049 in Silicon Valley, according to Dice, a technology-recruitment service. That is down from $113,488 last year, due to an increase in hiring of less experienced engineers, said a Dice spokeswoman.

By comparison, the average salary for all professions in San Francisco’s Bay Area is $66,070, according to the Bureau of Labor Statistics. Other jobs in the area can command higher wages – physicians make $133,530, a lawyer about $174,440 and a civil engineer makes $107,440 – but the tech industry often offers restricted stock or options on top of salaries.

Even for plain-vanilla engineers, competition is intense, said Dice CEO Mike Durney, leading companies to go to great lengths to attract and hold onto the right people.

Accommodation-search service ApartmentList rents a drum studio on an ongoing basis to help retain a key engineer, said CEO John Kobs.

In one of the better-known examples, Google famously allowed engineers to devote 20 percent of their time on personal projects. It is worth it, many recruiters and industry executives say.

Many of the most talented engineers bring more than programming chops, promoting the sort of career diversity prized in Silicon Valley.

Take Fry, who earned a PhD in cognitive science from the University of California at San Diego in 1998. He is a surfer, a sailor and a snowboarder, according to his personal website.

In a fitting twist for Twitter, known for its blue bird mascot, Fry also has avian expertise. His postdoctoral fellowship at the University of California, Berkeley, focused on the auditory cortex of zebra finches.


1,800 jobs coming to a new site

Workforce Locator™ is an aid to specialists who evaluate criteria for site selection. While there are many factors to consider such as highway accessibility, state and local incentives, construction costs, etc., Workforce Locator returns data on the availability of skilled labor and that may be data most vital of all for site selection decisions.

Here are two articles regarding Hankook Tire, a South Korean company’s very recent site selection decision regarding Tennessee, South Carolina, and Georgia. Although there were several favorable factors that influenced the choice, one thing in particular that struck me as worth noting  was the mention of another company’s 2011 layoff because I was imagining Hankook Tire’s planners projecting the possibility they  may become the beneficiary of that circumstance…

Hankook Tire plant to bring 1,800 jobs to Tenn.

Jimmy Settle, The (Clarksville, Tenn.) Leaf-Chronicle 12:13 p.m. EDT October 14, 2013

South Korea company plans $800 million facility; will be city’s largest private employer.

CLARKSVILLE, TENN. — State officials confirmed Monday that South Korean Hankook Tire Co. will indeed build its first U.S. manufacturing facility in Clarksville, creating nearly 2,000 direct jobs.

The announcement by Tennessee Gov. Bill Haslam and other officials put to rest growing speculation that Hankook was coming to town. The company is expected to break ground on the new plant by the end of 2014 and begin tire production by 2016.

Hankook will invest over $800 million for the new state-of-the-art plant, its first in the United States. The new plant will provide additional capacity for Hankook’s growing business in the U.S. market and create approximately 1,800 full-time jobs for the region.

“This new facility will help Hankook Tire accomplish our plan to establish a production base in all major markets,” said Mr. Seung Hwa Suh, Vice Chairman and CEO of Hankook Tire. “We will be able to provide our customers, consumers and car makers with high quality tires and industry leading service to meet the demands of the American market.”

According to Haslam, state and local officials first started talking with the company about 18 months ago. The governor thanked the company, and the state and local partnership for making it happen.

Tennessee Department of Economic and Community Development Commissioner Bill Haggerty said that Hankook’s choice of Clarksvile site for its first North American facility is going to be a shot heard around the world

“These 1,800 jobs will make a real difference for Tennessee, and for this area,” Haggerty said.

Clarksville Mayor Kim Millan said, “With vision and insight, Hankook Tire is committed to being a leading local company.” She also said that in Clarksville-Montgomery County, Hankook Tire would find the most dedicated, talented workforce anywhere.

McMillan credited Industrial Board Executive Director Mike Evans and his team at the EDC for their roles in the Hankook announcement.

Once production begins, Hankook will become the city’s largest private employer.

The Clarksville location is ideal for Hankook, offering an extensive transportation network including rail, plane and interstate highway networks as well as regional access to the Mississippi River inland waterway.

This announcement puts Hankook Tire one step closer to its vision of being a leading global tire company providing customers with top-tier products and service.

Nissan, General Motors and Volkswagen have assembly plants in Tennessee, and more than 900 further automotive sector companies are active in the state.

Clarksville is also home to a steel cord plant for Japanese tire maker Bridgestone, which has its Americas headquarters in Nashville.

Not all the news has been good for the tire industry in Tennessee in recent years. Goodyear in 2011 shut its plant about 100 miles to the west in Union City, causing 1,800 workers to lose their jobs.

Contributing: The Associated Press

Tiremaker passes on South Carolina, picks Tennessee for 1,800-worker plant

John McDermott
Posted: Monday, October 14, 2013 12:32 p.m.

A South Korean tiremaker has picked Tennessee over South Carolina and Georgia for an $800 million factory that will create 1,800 jobs.

Hankook said today it will build its first North American plant in Clarksville, which is about 30 miles northwest of Nashville. Production is scheduled to begin in 2016.

Seung Hwa Suh, vice chairman and CEO, called the 1.5 million-square-foot U.S. plant “the next natural phase for our continued growth.” He said the decision to build n Tennessee was the result of a year of discussions with state officials.

He cited the central location and existing auto industry as major factors. Nissan, General Motors and Volkswagen all have assembly plants in the Volunteer State.

Also, Clarksville is home to a steel cord plant for Japanese tire maker Bridgestone, which has its Americas headquarters in Nashville.

Hankook is the seventh-largest tire maker in the world.

Last month, a company executive identified South Carolina as one of three Southeast states trying to flag down the big tire-making factory.

The factory would start out by making 5 million tires a year and gradually double its annual production. It would target demand in developed countries.

According ot news reports. Hankook recently secured deals to supply tires to Mercedes-Benz S-Class and Nissan Altima sedans, and the South Korean company also is doing more business with Toyota.

The Associated Press contributed to this report.

Thinking about Workplace 2020

Workforce Locator™ extracts, integrates, and indexes pertinent data to drive workforce planning decisions by providing current as well as projected data with calculations and national rate comparisons  of openings due to growth and replacement.

Challenges serve as decision drivers, and the author of “Workplace 2020…”  a piece for Wired, explains this key decision driver quite succinctly:

> As a business, your challenge is to anticipate shifts in the economic landscape and respond by delivering the right skills in the shortest time possible.

Workplace 2020: Sourcing Talent for the Workplace of the Future

By Michael George, Appirio

I’m not entirely sure who coined the term Workforce 2020, or why the year 2020 holds such great significance along the workforce evolutionary timeline. Whatever the case, 2020 — which seemed so far off just a few years ago — is now barreling toward us. So what’s different about 2020?

Digital natives are entering the workforce en masse, and by 2020 many of the old school, pen and paper types will be on the way out. The relationship between employee and employer is also changing. If you want folks to stick around you’d better at least match the kind of tools and technology on the job that they have access to at home. Pair this relentless consumer-grade expectation for mobile, social and globally accessible tools with ubiquitous access to work, and you can see the perfect storm that is challenging HR and IT leaders to deploy technology solutions to attract, retain and manage their workforce while creating a collaborative, engaging employee experience.

To prepare for the globally distributed, highly collaborative, always on-the-go 2020 workforce, you need to start building the kind of workplace that can harness all this new technology. We call it Workplace 2020. One of the most impactful places to start is changing the way your company plans for, hires and engages its talent by understanding what is already possible with today’s cloud, mobile and social technologies.

Finding the Right Talent for Workplace 2020

Now winning organizations are not those who outspend, but rather outmaneuver their competitors. With equal access to global talent and technology, the cost and access barriers to finding and utilizing the best talent in the world have been all but removed for big and small companies alike, leaving agility the difference-maker.

To thrive now, the business must respond to a constant rewiring of those connections by putting the right talent in the right place at the right time. And let’s face it; LinkedIn probably knows more about your organization’s full talent potential than you do.

As a business, your challenge is to anticipate shifts in the economic landscape and respond by delivering the right skills in the shortest time possible. Creating a holistic talent plan worthy of Workplace 2020 requires intimate collaboration between HR, IT and business leaders and doesn’t end when your spreadsheets are filled in. It must mirror the changes affecting the talent needs, including:

Adjusting how, where, when recruiting is done Migrating away from on-premise legacy technologies Changing organizational structures (rewiring connections) based on future business needs

Talent Sourcing & Social Recruiting

For many organizations, hiring success is directly related to the source of the applicant. A reimagined talent sourcing effort worthy of building Workplace 2020 has recruiters actively using social, mobile and cloud technologies in creative ways to uncover hidden sources of top talent and/or networks of referrers.

You probably know about sites like LinkedIn, Jobvite, Indeed, CareerBuilder and you may already be posting your job openings to Facebook, Twitter or TweetMyJobs, but here are a few social and mobile sourcing tools that may help you reimagine what’s possible.

RemarkableHire: Analyze a job seeker’s contributions to online communities, like GitHub, Dribble and StackOverflow, to validate proficiency of a particular set of skills based on peer review.

SwoopTalent: Bring together internal referral programs and external sourcing initiatives by finding a three way match between your jobs, candidates and employees.

Communities & Crowdsourcing: Bring the job to the worker rather than the worker to the job with platforms like oDesk, CloudSpokes and TopCoder.

Keep in mind this kind of workplace transparency works both ways. Sites like Glassdoor and CareerBliss give prospective job seekers an unfiltered (oh, is it unfiltered) look inside your organization through employee-generated reviews of the business, executive team, managers, compensation, and more.

The Future of Employee Engagement

Now that you’re social recruiting efforts are paying off, your Workplace 2020 needs to be the kind of place employees want to come and work… without being a “place” at all. I am often asked to define employee engagement. For me it simply comes down to what employees choose to do with their discretionary time. If your parking lot is empty at 5:05 p.m., you might want to start asking some questions.

Social and mobile technologies provide new employees with access to an army of work buddies, no matter where (or when) they work, all dedicated offering advice on how to navigate the organization, and acting as cultural role models.

This kind of employee engagement is a critical piece of Workplace 2020, as the workforce becomes more and more globally distributed and isolated from both the “corporate office,” and each other. Using enterprise social tools like Chatter, Yammer or Tibbr gives you the ability to connect your employees to individuals and teams to collaborate and learn from one another and is far more effective in engaging employees than a handbook, Wiki or FAQ page.

Here are a few things you can do to start building an engaging Workplace 2020.

Connect Your People to a Cause (and Each Other)

In Workplace 2020 you’ll need to provide the “why” for a generation of workers who demand social and principled “reasons” for trading their time and talent – a paycheck isn’t a reason. Enterprise social tools allow employees to form groups, discuss ideas and even fundraise for causes they care about.

Give Power to the People

Keeping employees engaged will require a shift from the idea that goal setting, providing feedback, or career planning is an annual event to a mindset that recognizes the high impact and value of talent management as a daily, ongoing endeavor to rewire employee connections with teams, customers, etc.

We are beginning to see a resurgence of the corporate intranet as a way to create these connections and deliver the consumer-grade experience employees expect. Where corporate intranets of the past failed because they were little more than virtual filing cabinets, today’s Social Intranets (intranet + employee portal + enterprise social) are putting the power to create content and connections in the hands of the workforce.

Additionally, collaboration tools like Google Apps are changing the way people work by shifting the idea from individual contribution to collective effort. Sharing and working on documents together, editing simultaneously, or even firing up a quick video chat are all big parts of Workplace 2020 that you can (and should) be using today.

Finally, to be engaging Workplace 2020 will need to be fun. Gamification systems like Badgeville and Bunchball motivate employees to make social connection and sharing part of their daily work, and drive the creation of groups and contests (sorry millennial, not everyone gets a trophy) that build camaraderie and compel teams into action.

Workplace 2020 is less about building the right office space and more about enabling the right connections. For employees this means connections to information, work, tools, and most importantly each other, any time, any place. Workplace 2020 has to walk down the street with me, ride on the train with me, fly in the air with me and sleep next to me on my nightstand.

Now is the time to reimagine what’s possible.

Michael George leads Appirio’s Human Capital Management (HCM) solutions marketing efforts.

Andrea Mitchell and Matthew DeLuca, NBC News: Pentagon warned of cuts to military death benefits days before shutdown

When I posted Laurence Shatkin’s excellent piece on veterans’ career paths on Tuesday, October 8th, I refrained from commenting on that day’s disturbing real-time story…

NBC ran this headline for Andrea Mitchell’s report “Military death benefit suspension hurts families”:

By Wednesday the 9th, The Fisher House Foundation had become involved… 

People who had not heard of The Fisher House Foundation before this news of the Department of Defense entering into an agreement with them, may admire Fisher House for their activism in this matter, but if they are be surprised by such activism on the Fishers part, they should know how the Fishers have stepped up before. Ken Fisher said this during a 2010 interview:

> to supplement what the military calls—I hate this phrase—the “death benefit.” For years and years, it was ridiculously low. When Zachary started the program, I think the death benefit was $6,000—taxable. What Zach did—and, later on, my father and my late cousin, Tony Fisher—was supplement that benefit. Between 2000 and 2005, it gave out over $20 million, $11,000 to each surviving spouse and $5,000 to each dependent child. It wasn’t until 2005 that the government finally got wind of the fact that we weren’t doing right by these families. Then Congress upped the benefit a great deal.

> After that happened, it was decided to move in a new direction. Tony had passed away in 2003, and my father, Arnold Fisher, became the honorary chairman. He worked with Richard Santulli [NetJets founder and chairman of the Intrepid Fallen Heroes Fund] through the process of gearing it more toward rehabilitating combat-wounded military personnel.

Here’s the full interview:

on “Winning the War for Talent”, co-authors explain why, in emerging markets, “Women are the Solution”

This article was written for Forbes in September 2011 by Rahim Kanani

Winning the War for Talent in Emerging Markets: Why Women are the Solution

Recently, I interviewed Sylvia Ann Hewlett, founding president of the Center for Work-Life Policy and Ripa Rashid, executive vice president at the Center for Work-Life Policy, co-authors of Winning the War for Talent in Emerging Markets: Why Women are the Solution.

Describe a little bit about the motivation to write and origins of Winning the War for Talent in Emerging Markets: Why Women Are the Solution.

The idea sparked a few years ago, when one of the members of our Hidden Brain Drain Task Force, a consortium of 67 global corporations and organizations focused on talent innovation around the world, suggested that we explore the issue of underutilized female talent in India. Then, as the recession stalled growth in developed markets, it became clear that multinational corporations everywhere are pinning their hopes for expansion on emerging markets, especially the four largest: Brazil, Russia, India and China.

These BRIC markets together represent 40 percent of the world’s population and have accounted for 45 percent of global growth since 2007, compared with 20 percent from G-7 economies. But there is a critical obstacle to their continued expansion: a cutthroat war for top talent.

To meet the talent shortage, multinationals have long followed the same well-trodden path: sending homegrown managers overseas, looking for (mostly male) foreign nationals educated in North America and Europe, or playing musical chairs with top-quality local talent. None of these options is sustainable in a growing market.

The answer, however, is hiding in plain sight. Across the developing world, women are increasingly outperforming men in the tertiary education system: In Brazil, 60 percent of college graduates are women; in China, 65 percent. In the U.S., 58 percent of university graduates are women.

Educated and ambitious, these women are determined to put their credentials to work. Over 80 percent of women in India aspire to top jobs; in Brazil and China, the figure is over 70 percent. In the United States, by comparison, a mere 36 percent of highly qualified women are shooting for top jobs.

We tend to think of Third World women as oppressed and impoverished, a story compellingly described in Nicholas Kristof and Sheryl WuDunn’s book, Half the Sky. But there is another narrative that demonstrates the new clout of highly qualified women in emerging markets.  As we enter the second decade of a new millennium, the face of top talent in emerging economies is most likely to be that of a woman.

With respect to women, paint for us a more thorough picture of the labor dynamics in emerging markets such as Brazil, Russia, India, and China.

Women are among the biggest beneficiaries of the expansion in emerging markets – and one of its key engines.

Brazilian women are being hired for corporate senior management positions in far greater numbers than in the United States. In 2009, Brazilian women held about 40 percent of all jobs, leading South America in share of female workers in the labor force, with 45 percent of managerial titles and 30 percent of executive positions, compared to 20 percent in the U.S. Some 11 percent of companies in Brazil have female CEOs, according to the World Economic Forum’s 2010 Corporate Gender Gap Report, making Brazil one of the top five of the 34 countries surveyed, after Finland, Norway, and Turkey.

The Soviet Union, for all its flaws, indoctrinated the country with the idea that women should work. For the 70 years of the Soviet system’s existence, “it was considered bourgeois for a woman not to work,” as one management consultant who grew up under Communism recalls.  Similarly, under Communism, girls were given the same educational opportunities as boys, and the precedent continues – although women take greater advantage of those opportunities: 86 percent of Russian women aged 18 – 23 were enrolled in tertiary education, as opposed to only 64 percent of the men. They want to use their degrees to do something more than quote Pushkin.  As a female senior executive at a Russian-based company told us, “A woman wants to have a career because otherwise she wouldn’t be interesting.”

It is often noted that there are two Indias, separated by a deep socioeconomic divide. In the modern thriving “New India,” or “India Inc.,” women represented 15 percent of senior executives and 11 percent of CEOs in 2009 – nearly four times the 3 percent figure for the Fortune 500 in the United States and the FTSE 100 in the United Kingdom. These numbers are only the tip of the iceberg: In the words of one commentator, “For every Indian woman who makes headlines, there is a legion of middle-class Indian women in the workplace.”

When Deng Xiaoping instituted market reform and declared that “to get rich is glorious,” he urged China’s men and women to help the country grow strong and wealthy by going into business. China’s women heeded the call: Today, China has the highest female labor force participation rate of all BRIC nations, with 75 percent of women ages 15 – 65 in the workforce. Many have succeeded gloriously: Half of the 14 self-made female billionaires on Forbes magazine’s 2010 list of global billionaires were from mainland China.  Backing them up are legions of ambitious and qualified women: 91 percent of Chinese businesses have women in senior leadership, the second highest percentage in the world. Furthermore, 32 percent of senior management is composed of women, a figure greater than that in the United States (23 percent) or the United Kingdom (19 percent).

What prevents emerging markets women from achieving their full potential?

Working mothers in the BRIC nations are able to think big and aim high because they have more shoulders to lean on than their American and European peers. Between hands-on extended family, inexpensive domestic help and an increasingly wide range of daycare options, professional women in these geographies are not sidelined by motherhood.

But even the smartest BRIC women face a series of family-centered “pull” factors and workplace-centered “push” factors that conspire to force them off the career track.

Traditional family values come at a high cost. Childcare may not be a burden but eldercare is. Fully 70 percent of highly qualified BRIC women have significant eldercare responsibilities. Unlike in the West, in there’s a huge stigma attached to placing parents in assisted living. In fact, “daughterly guilt” often exceeds “maternal guilt” as professional women in emerging markets struggle to balance career with responsibility to elders. With demographers projecting a leap in the percentage of the population aged over 60 across these regions, this burden is only going to increase.

Discrimination is an ongoing issue – in both local and global companies. Gender bias continues to limit women’s careers. In China, over a quarter of survey respondents (men as well as women) believe that women are treated unfairly in the workplace; in India the number is 45 percent. Problems of bias are severe enough to make nearly half of women in India, China and Brazil (55, 48 and 40 percent, respectively) consider quitting.

Extreme jobs are another challenge, with 60 hour-plus workweeks common. In China, highly qualified women working for global companies average 71 hours a week, in Russia 73 hours. These workweeks are significantly longer than in the U.S. or Europe.

Finally, safety concerns are a harsh fact of daily life for professional women in these countries: Close to a third or more feel unsafe getting to and from work, and that number rises to over 50 percent in Brazil and India. As one Brazilian female executive explained: “In a small city, they break your window and steal your radio. In Sao Paolo, they put a gun to your head and say, ‘Let’s go to the ATM.’”

The book discusses the need to employ different kinds of strategies to recruit women in emerging economies than those used in developed markets. What are some of those differences?

Employers can attract and retain top female talent by creating and promoting programs that directly answer their needs.

Take work-life balance, for example. HBSC in India launched a flex-work arrangement that includes staggered hours, a revolutionary concept in a culture that puts a premium on face time. But when all employees were required to be at work by 8:30, many had to leave home at dawn to allow enough time for India’s infamous traffic jams. With staggered hours, employees can choose the time most preferable for them to arrive or leave, as long as they work a regular nine-hour day, including the peak hours between 10 a.m. and 4 p.m.

Another difficulty in developing and sustaining talented women in emerging markets is the lack of female role models. Companies like Cisco, GE and Intel sponsor networking events for their women employee resource groups in China and Southeast Asia in which participants can strengthen the communication skills needed to grow and succeed in a multinational corporation, nurture their confidence, forge crucial connections, and engage mentors.

Lastly, employers can step in to alleviate the pushes and pulls that force women out of their careers. Google India ensures a safe and comfortable commute by providing door-to-door shared taxi service in clean, air-conditioned cars for all of its more than 1,200 workers. Infosys bucks the tide of mothers dropping out after having a child with a one-year sabbatical followed by part-time work options, daycare centers located within four kilometers of office campuses and accessible by free shuttle buses, and on-campus supermarkets and drugstores. As a result of these programs, the number of women returning to work after maternity leave increased from 59 percent to 88 percent in the past five years, and the total number of working mothers tripled.

Could one use this economic theory as an approach to breaking gender barriers in social, cultural and political spheres of developing markets?

Absolutely. In many of these countries, employers can implement change more readily than governments. Once the gender barriers are broken in the microcosm of the workplace, new opportunities for women can blossom in the wider social, cultural and political spheres.

Sylvia Ann Hewlett is an economist and the founding president of the Center for Work-Life Policy (a nonprofit think tank), where she founded and now chairs the “Hidden Brain Drain” Task Force, a group of 67 global companies and organizations committed to fully realizing female and multicultural talent. She leads the CWLP’s advisory services practice Sylvia Ann Hewlett Associates. She also directs the Gender and Policy Program at the School of International and Public Affairs, Columbia University and is a member of the World Economic Forum’s Global Agenda Council on the Women’s Empowerment.

Ripa Rashid, an executive vice president at the Center for Work-Life Policy, has worked across Europe, the Americas and Asia-Pacific and held senior diversity roles at Booz Allen Hamilton and MetLife. Prior to her focus on talent management, she spent over 10 years as a management consultant at Booz Allen Hamilton, PricewaterhouseCoopers and Mitchell Madison Group, serving clients in the media and financial services sectors.

Using M&A to gain talent for expansion to emerging markets

Workforce Locator™ functions as a search directory by returning statistical data essential to quantifying select industry and occupation variables, including  projected data which organizations in expansion mode can consider for time sensitive build versus buy decisions.

In the case of Dentsu’s goal to “gain talent in emerging markets”, the M&A strategy Dentsu President Tadashi Ishii explains strikes me as a timely buy versus build decision subject to the same competitive factors of a recruiting/cast a wide net to build, initiative.

See these snippets from the Bloomberg article:

> “Gaining talent and companies that have expertise in digital advertising is crucial,” Dentsu President Tadashi Ishii said in an interview in Tokyo. “We’ll continue using M&A as a means to expand.”

> “Our peers often aim at the same targets, so I’m not sure whether half of these deals will come through,” Ishii said

Here’s the full article:

Dentsu Mulls 20 Deals to Gain Talent in Emerging Markets

By Mariko Yasu & Grace Huang – Sep 10, 2013

Dentsu Inc. (4324), Asia’s biggest advertising company, is looking at the financial accounts of 20 potential acquisition targets to gain the technology and people it needs as customers shift to digital campaigns.

“Gaining talent and companies that have expertise in digital advertising is crucial,” Dentsu President Tadashi Ishii said in an interview in Tokyo. “We’ll continue using M&A as a means to expand.”

“Demand for advertisement has increased significantly during the current quarter and the first quarter,” said Tadashi Ishii, president and chief executive officer of Dentsu Inc., referring to impacts by Prime Minister Shinzo Abe’s stimulus measures. Photographer: Junko Kimura/Bloomberg

Signage for Dentsu Inc. is displayed out side the company’s head office in Tokyo. Photographer: Junko Kimura/Bloomberg

Tadashi Ishii, president and chief executive officer of Dentsu Inc., poses for a photograph in Tokyo on Sept. 6, 2013. Photographer: Junko Kimura/Bloomberg

Dentsu is shopping for companies after paying about $4.9 billion in March for London-based Aegis Group Plc, the biggest purchase in its 112-year history. The Tokyo-based company raised about 125 billion yen ($1.3 billion) in a July share sale, including an overallotment, helped pay down debt to prepare for more acquisitions, Ishii said.

“We are in an investment phase for global expansion,” Ishii, 62, said Sept. 6. “There isn’t a specific limit” to the budget for acquisitions, he said.

Dentsu rose 3.4 percent to close at 3,620 yen in Tokyo, the highest since May 22. The gain brought the company’s advance to 57 percent this year, outperforming the 38 percent advance by Japan’s Topix index.

The advertising and media-buying agency, which started in 1901 and spun off its newswire service in 1936, reported cash and equivalents of 208 billion yen as of March 31, the highest fiscal year-end total since at least 1997, according to data compiled by Bloomberg.

Deal Pipeline

The deals in Dentsu’s pipeline, subject to due diligence and negotiations of terms, would add digital operations in countries and regions including China, India, Indonesia, Brazil and Eastern Europe, Ishii said.

Dentsu has announced 12 purchases this year including an 80 percent stake in Webchutney Studio Pvt, an Indian computer graphics company, and Beijing Wonder Advertising Co., according to data compiled by Bloomberg. The company hasn’t disclosed terms of either transaction.

Worldwide revenue from e-mail marketing alone is projected to expand to $15.7 billion by 2017, led by growth in the Asia-Pacific region of more than 12 percent a year, according to estimates by researcher Global Industry Analysts Inc.

Dentsu reported a net loss of 3.7 billion yen in the three months ended June 30 because of goodwill writedowns related to the Aegis transaction, the company said Aug. 13. Sales rose 15 percent to 514 billion yen in the quarter.

The company’s buying binge is adding to consolidation in the global advertising industry. Publicis Groupe SA (PUB) in July said it agreed to buy Omnicom Group Inc. (OMC), a deal that would make the company the industry’s largest, surpassing WPP Plc. (WPP)

“Our peers often aim at the same targets, so I’m not sure whether half of these deals will come through,” Ishii said.

Comprehensive look at veteran’s career paths

Workforce Locator™ contains categorized data that Workforce Planners and Talent Acquisition Teams find useful for minority staffing and diversity initiatives. Organizations with such goals who are also committed to hiring veterans, might utilize Workforce Locator…

Author Laurence Shatkin, considered a subject matter expert for career information, provides numerous valuable insights regarding “Veterans’ Career Paths…” in this piece I’ve copied from a website named SkilledUp dot com.

Companies truly committed to hiring returning vets should find this Laurence Shatkin article quite enlightening:

Veterans’ Career Paths Show Value of Real-World Information

Using historical data about career development—developing information based on the career experiences of real people—has both advantages and disadvantages. The advantage is that these career experiences are real, so when large samples of people’s career experiences are compiled into lists that show the most probable career outcomes, the implicit advice is realistic. However, such lists (unless they are exhaustive) do not show all possible outcomes. The result is that such lists tend to discourage people from seeking less-probable career paths, which is not always a good idea. Sometimes the status quo needs to be shaken up rather than be reinforced, and people who seek unconventional career paths are often important for creating progress in society.

I was confronted with this double-edged sword when I developed information for my book, 150 Best Jobs for the Military-to-Civilian Transition. I based the selection of occupations on the actual career experiences of recent veterans, as reported by the Census Bureau’s American Community Survey for the years 2005–09. I identified a “recent veteran” as someone not presently in the armed forces who had been on active duty (not just having received Reserves or National Guard training) since September 2001. Therefore, these vets were in the early stages of their post-military careers, and the occupations they held were representative of this transition. The weighted sampled represented 1.5 million recent veterans: 1.3 million men and 200,000 women.

Of the 459 unique occupations that they held, 224 were held by more than 1,000 vets, and these were equivalent to 446 occupations in the Standard Occupational Taxonomy, for which the Department of Labor provides useful information.

It was interesting to find that vets averaged a 21 percent earnings advantage over non-vets in the same occupation, even though the median age of the vets (36) was significantly lower than that of the non-vets (42).

But the real-world data told a more discouraging story when I looked at the most popular occupations held by male and female vets. Many of the top 10 occupations held by the male vets showed an obvious connection to military training and experience:

1. Police Officers
2. Security Guards and Gaming Surveillance Officers
3. Driver/Sales Workers and Truck Drivers
4. Retail Salespersons
5. Aircraft Mechanics and Service Technicians
6. Bailiffs, Correctional Officers, and Jailers
7. Laborers and Freight, Stock, and Material Movers, Hand
8. First-Line Supervisors of Retail Sales Workers
9. Stock Clerks and Order Fillers
10. First-Line Supervisors of Office and Administrative Support Workers

On the other hand, the list with the top 10 occupations held by the female vets amounts to a roster of “pink-collar” jobs:

1. Secretaries and Administrative Assistants
2. Customer Service Representatives
3. Human Resources Workers
4. Cashiers
5. Nursing, Psychiatric, and Home Health Aides
6. Office Clerks, General
7. Waiters and Waitresses
8. Stock Clerks and Order Fillers
9. First-Line Supervisors of Office and Administrative Support Workers
10. Retail Salespersons

It’s hard to read this second list without concluding that military service does little to boost the career options of women. On the other hand, it’s important to recognize some of the career barriers that the female vets face. Employers may not be used to the idea of women in the military and therefore may overlook female vets’ military-acquired skills. Also, most recent female vets are of child-bearing age and may not be focused on (or have ready access to) a long-term career path. It’s significant that 13 percent of the female vets were working part-time, as opposed to 1 percent of the male vets. Most of the occupations in the second list use many part-time workers.

A more encouraging way to look at the experiences of female vets is to consider the occupations with the highest proportion of recent vets among the female workers:

1. Aircraft Mechanics and Service Technicians (19.5%)
2. Air Traffic Controllers/Airfield Operations Specialists (18.7%)
3. Avionics Technicians (18.1%)
4. Electrical and Electronics Installers and Repairers (11.3%)
5. Electrical Power-Line Installers and Repairers (8.0%)
6. Sailors and Marine Oilers/Ship Engineers (7.7%)
7. Earth Drillers, Except Oil and Gas (7.0%)
8. Electric Motor, Power Tool, and Related Repairers (6.9%)
9. Logisticians (6.4%)
10. Atmospheric and Space Scientists (6.3%)

In other words, when you find a female aircraft mechanic, the odds are 1 in 5 that she is a recent vet. This list demonstrates that women can and do use their military training to enter careers that traditionally have been dominated by men. They may not do so in large numbers, but this kind of career movement is possible.

I’m glad that I compiled this last list, because it shows that one can use historical data about career experiences not only to show what is probable but also what is possible. Historical data, used in imaginative ways, does not have to reinforce the status quo.

Laurence Shatkin has over 30 years of experience in the field of career information. He has developed interactive systems for career information. He has published over 18 books for JIST publishing, including the College Majors Handbook, the 50 Best Jobs for the 21st Century, the Quick STEM Careers Guide, 150 Best Jobs for a Secure Future and more. Read about Laurence at his website.

Early Career Development Programs

Workforce Locator™ has a data rich college search component that helps organizations find diverse early career talent for their Early Career Development Programs:

Emory University’s Goizueta Business School has published the following list of corporations with training programs

> A list of corporate training and leadership development programs for college graduates in areas of Finance, Management, Retail, Banking, Human Resources, and Marketing:

3M’s Development Programs
ABB’s Global Trainee Programs
Abbott’s Professional Development Programs
adidas AG’s Functional Trainee Program
Aetna’s Actuarial Training Program
Aetna’s Sales Professional Group School Training Program
AIG’s Development Programs
Training Programs and Co-ops
Allstate’s Life Actuarial Career Program
AT&T’s Development Programs
Aon’s Early Career Development Program
Avaya’s Sales Development Program
Avery’s Finance Leadership Development Program
Bank of America’s Development Programs
Finance Management Associate Program
Corporate Audit Rotational Program
Global Risk Management Associate Program
Global Commercial Banking and Global Product Solutions Analyst Program
Bank of New York Mellon Corporation’s IT Leadership Development Program
Bloomberg’s Leadership Development Program
Boeing’s Development Programs
Cardinal Health’s Rotational Programs
Chevron Training and Career Development Programs
CIGNA’s Development Programs
Citigroup’s Corporate Training Programs
Colgate-Palmolive Company’s Development Programs
ConocoPhillips’ Career Development Opportunities
Countrywide’s Associate Development Program
Cushman & Wakefield’s Career Development Program
Dow’s Career Development Programs
DuPont’s Career Development Programs
Eaton’s Leadership Development Programs
Enterprise Rent-a-Car’s Management Training Program
Ford’s Career Development Programs
Gap Inc. Career Development Programs
GEICO Leadership Development Programs
General Electric Leadership Development Programs
Genentech Career Development Programs
Genworth Financial Early Career Development Programs
GlaxoSmithKline’s Undergraduate Career Programs
Goodyear’s Finance Development Programs
Hilton’s Leader-in-Training Program
Home Depot Leadership Programs
Honeywell’s Rotational Development Program
HSBC’s Development Programs
IBM’s Career Development Programs
Intel’s Rotational ProgramsInternational Paper Company’s Sales Core Training Program
Intuit’s Rotational Development Program-Small Business Division
Intuit’s Rotational Development Program-Finance & Operations
John Deere’s Finance Development Program
John Deere’s IT Development Program
Marketing Representative Development Program
Medtronic’s Leadership Development Rotational Program
Johnson and Johnson’s Leadership Development Programs
JP Morgan’s Corporate Programs
Liberty Mutual’s Undergraduate Development Programs
Lockheed Martin’s Leadership Development Programs
L’Oreal’s Entry Management Program
Macy’s Training Programs
Marriot’s Management Training Program
McKesson Finance Rotational Development Program
Merck and Company’s Rotational Programs
MetLife’s Career Programs
M & T Bank’s Management Training Programs
Microsoft’s Academy of College Hires Development Program
NBC Universal’s Early Career Programs
Neilson Media’s Emerging Leaders Programs
Nestlé’s Development Programs
New York Life’s Actuarial Training Program
Nike’s Development Programs
Northrop Grumman’s Rotational Programs
Oracle’s Training and Development Program
Pepsi Bottling Group’s Sales Development Program and Operations Development Program
Pratt and Whitney’s Development Programs
Quad Graphic’s Training Programs
Random House Publications’ Associates Program
Raytheon’s Leadership Development Programs
Region’s Management Associate Program
Ruder Finn’s Executive Training Program
Safeway’s Training Programs
Sak’s Executive Excellence Program
Sears’ Full Time Undergraduate Programs
Sheraton’s Management Training Program
Simon and Schuster’s Associates Program
Sprint’s New College Hire Development Program
Time Warner’s Career Development Programs
Thomas Reuters’ Full-Time Programs
Traveler’s Developmental Programs
Turner’s Trainee Team Program
TJX’s Corporate Merchandise Training Program
UBS’s Career Development Programs
Vanguard’s Specialty Developmental Programs
Verizon’s Telecom Development Programs
Walgreen’s Management Training Programs
WellPoint’s Undergraduate Programs

HiPPOs and Veracity, Gartner, IBM, “V”s

Workforce Locator™ is a data source that’s more reliable than the highest paid person’s opinion…

I came across a well written piece from ImagingBiz dot com that cites a report by Andrew McAfee and Erik Brynjolfsson, authors of Race Against The Machine:

> The managerial challenges of using big data are greater than the technical challenges, the authors believe. One of the most critical is silencing the highest-paid people’s opinions, or HiPPOs. When data were expensive and hard to get, relying on the intuition of upper-level managers made sense, but times have changed.

Here’s a link to Academia dot edu with a reprint of that report McAfee and Brynjolfsson wrote for Harvard Business Review:

> Exploiting vast new flows of information can radically improve your company’s performance. But first you’ll have to change your decision-making culture.

About Gartner’s definition of Big Data:

> Gartner’s Big Data Definition Consists of Three Parts, Not to Be Confused with Three “V”s:

This NetworkWorld slideshow ranks IBM as the leader among “15 most powerful Big Data companies”

IBM added “veracity” – another “V” to Gartner’s, volume velocity and variety, and IBM does a great job promoting IBM’s leadership position with virtual events and animations such as this one:

> Cultivating Big Data Adoption in Banking

IMO this article from TheServerSide dot com is worth reading as the writer expresses his POV about the four ‘V’s:

> Handling the four ‘V’s of big data: volume, velocity, variety, and veracity

> Veracity is probably the toughest nut to crack. If you can’t trust the data itself, the source of the data, or the processes you are using to identify which data points are important, you have a veracity problem. One of the biggest problems with big data is the tendency for errors to snowball. User entry errors, redundancy and corruption all affect the value of data. Your consulting firm needs to help you clean your existing data and put processes in place to reduce the accumulation of dirty data going forward.

See also:

> Leon Guzenda, founder of Objectivity discusses the 5 V’s of Big Data

> Let’s start with Value: Yes, there is a lot of big data out there, e.g. the many types of logs (Splunk) from M2M systems, location data, photo/video data, etc. At Objectivity we believe that inside your data there are relationships, either explicitly or implicitly hidden within data. And in those relationships lies the true Value of your data. Examples include telephone call detail records (CDRs, from/to subscriber #), network logs (TCP/IP logs, source and destination IP addresses), and web logs (clickstream data). Extracting this set of columns data can build a very nice graph. The question then is how to utilize this information to get commercial value out of it. The point about value is that there are lots of people collecting and storing big data, but what’s the point if you don’t know or have a plan how to use it. What’s its commercial value? How do you manage it? How do you know what you’ve got and where it is? Do you keep it forever, or delete it, or something in-between?

Pipelining: building talent communities

Workforce Locator™ serves recruitment companies such as staffing agencies and RPOs who source talent for their clients. Workforce Locator contains categorized data helpful to all those involved in professional recruiting who build talent piplelines.

These links below representing two postings from The Seamless Workforce, a blog by Yoh (technology staffing company, RPO) emphasize the value of building pipelines:

> Pipelining

> Sourcing is ultimately the key to a successful RPO program, especially when highly skilled, degreed, or certified professionals are required to fill open positions. When this is the case, most firms realize that they can’t depend on a soft economy to create an environment where the employer has all the power. With hard-to-find skills, this is simply never the case — no matter what the economy looks like. As such, in 2013 the markets will demand more aggressive talent community development and a greater focus on sourcing and pipelining. This will possibly become a breakout market segment that exists on its own but intersects with RPO.

> Talent pipelining without a workforce plan: Rabbit’s foot or four leaf clover?

Additionally, here’s a snippet from a Business Insider article that refers to IBM’s use of big data for their own pipelining needs:

> By mashing them together IBM’s big data consultants determined dozens of patterns, Dietrich said. Ultimately it helped IBM “look into sales pipeline” and determine “six months from now, do we have enough java programmers in Bangalore, enough [technicians] in Utah, enough database administrators in Zurich? We can start hiring and training in advance,” she said.