The Wall Street Journal provides an article that does a nice job of laying out the upcoming shortage of workers.  The focus is upon the different generations and the general drive behind each.  The article is rather rudimentary, but it provides a clean view of the problem.

First:

Americans of childbearing age simply are not producing enough kids to meet the economy’s future need for workers, notably in fast-growing fields such as medicine and engineering. The shortfall is coming largely because the fabled baby boom generation was so huge—75 million Americans born in the 18 years from 1946 to 1964—that no other generation can be expected to match it any time soon.

Ok, that point leads to this:

They are being replaced by two younger generations, each with its own desires regarding the opportunities and rewards available at work. The challenge for hiring managers is to figure out what these workers’ needs are, so that employers will be able to find them, hire them, and keep them on the job.

Retention is going to be a top business initiative over the next couple of decades which is a simply outcome of supply and demand.

The baby boomers: They place a heavy emphasis on work and successfully climbing the corporate ladder. Work is an anchor in their lives.

The Gen Xers, born between 1965 and 1980: They enjoy work but are more concerned about the work-life balance.

Generation Y, also known as Millennials, born after 1980 and now age 28 or younger: They often have different priorities than their Gen X and baby boomer counterparts, Smith says.

“Because of their reliance on technology, [Millennials] think they can work at any time and any place and believe they should be evaluated on the basis of work produced—not on how, when or where they got it done. Curiously, most Millennials want long-term relationships with employers, but on their own terms,” Smith says.

And finally, here is the rub we have seen between Baby Boomer managers and Gen Y employees:

The Millennials respond poorly to those who act in an authoritarian manner and those who expect to be respected due to higher rank alone. They believe they can learn quickly, take on significant responsibility and make major contributions far sooner than baby boomers think they can.

Exactly.  There has to be a balance between the boomer manager allowing the Gen Y worker to grow quickly in the role and the Gen Y worker not expecting too much, too fast.  There is distinct tension between these two goals.

As they see, read the entire thing.

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From the outstanding resume file - a resume I received yesterday for a Project Manager position:

Personal Attributes
I am highly enthusiastic, hard working, opinionated and motivated to work under my own initiative or as part of a team.

1. I have extensive practical experience of fault-finding…

Which explains why his team wants him to work on his own initiative. In all fairness, the candidate goes on to finish item #1 with:

…and problem solving systematically.

Certainly  a lot easier to do once you’ve established blame.

There’s a sentence later in the letter that suggests English isn’t a strong suit –

My team were involved in maintenance, repairing and servicing of general electronic equipment down to component level, I was responsible for a team of ten technical staffs, managing them on a day to day basis, and helping them with any problems, and ensuring the team achieved their targets within set deadlines and planning work for staff and monitoring the progress, defining where appropriate, providing regular reports to my company board and conveying practical solution on designing systems to my R&D department and risk assessment of my work.

Well if that doesn’t get him an interview, perhaps his response to the ‘Are you willing to relocate?’ question will:

Yes, London 100% and Minneapolis 50%

That’s a shame, because our position requires 100% attendance, which might be tough if the candidate is always in England, but maybe it’s like that old Superman episode (and I mean Steve Reeves, not the guy from Smallville) where Superman splits himself in two through force of will.

The kicker is probably not as funny as the writing – the position the candidate is responding to has not been on an active job board for at least a week. But with credentials like that, who cares if you take your time responding to the opportunity?

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The online job posting statistics provide a look at general hiring trends…I think.  My question is always in regards to which online boards are being tracked.  We are seeing a marked migration away from the big boards to the still-developing niche boards.

That migration may be skewing the data from this Inc.com article - I’m not certain.  Nonetheless, the year-over-year tracking of the big boards is still noteworthy (emphasis mine):

The number of online job postings last month declined 16.4 percent from a year ago, the Conference Board reported Friday.

In total, there were 2,591,500 new jobs posted online in April, with healthcare and management accounting for more than 450,000.

Alaska continued to lead the online job market last month, followed by Nevada and Massachusetts, while the sharpest declines were reported in Maryland, Vermont, and Connecticut.

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I haven’t heard this term before, but I absolutely love it.  From the Wall Street Journal’s How Stay-at-Home Moms Are Filling an Executive Niche:

The decision among some highly educated women to stay home with children is sparking a countertrend: The rise of the mommy “SWAT team.” The acronym, for “smart women with available time,” is one mother’s label for all-mom teams assembled quickly through networking and staffing firms to handle crash projects. Employers get lots of voltage, cheap, while the women get a skills update and a taste of the professional challenges they miss.

What a fantastic idea.  The differentiation:

Skilled workers taking temp projects isn’t new, of course. What’s different about these teams is that they’re available on short notice because the women are usually at home; they tend to work cheap because their main motive is to keep their skills fresh; and they’re often extraordinarily well-qualified, having left the work force voluntarily when their careers were on the ascent.

The work world becomes more flexible every day.

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Isn’t that the truth?  Entrepreneur.com has an excellent archived article (from 2002) titled Hire and Hire that discusses hiring salespeople during a recession (no, we’re not in a recession).  The point is valid - economic downturns are the best time to upgrade and/or expand your sales team.

Pick the right talent, and your new salesperson will pay for himself or herself many times over. After all, Buckley points out, because your ability to make sales is the “engine that drives growth,” salespeople are “pay-for-themselves-type expenditures.”

That “pick the right talent” piece is not so easy, but it is the keystone of the approach.  Run a hiring process and make sure you use objective assessments.  This thinking does run against conventional wisdom, but it is an opportunity that many companies simply miss.

“If you can add to revenues, then there’s no need to cut costs,” he explains. “Companies that perform well in down markets, like outplacement firms, hire salespeople in recessions all the time.” Even if your company isn’t one of the few directly benefiting from the slowed economy, hiring new salespeople may still be a good way to boost revenues.

You can read the short article to see some of the qualifiers for this approach, but generally speaking, adding revenue through strong sales hires is the ideal way to handle an economic downturn.

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Even bad salespeople can appear to be strong in a face-to-face interview situation.  This reason is why sales recruiting is truly different than any other form of recruiting.  Reviewing resumes and assuming abilities is is a fool’s errand.  Yet, there are certain aspects of general recruiting that can that hinder effective sales recruiting.

The Resumes.
Yes, resumes.  I have sat through far too many discussions where hiring managers or recruiters attempted to divine incredible insight from a sheet of paper.  Granted, you can probably eliminate the retail salespeople from your B2B Sales manager process.  Sales is still a people-oriented profession so overanalyzing a document is not the most effective technique for filtering applicants.

Here is the issue - sales skills are not easily quantifiable.  They certainly cannot be determined from a resume.  They must be experienced, interviewed and questioned.

A salesperson’s most valuable tool is his or her qualifying ability.  Can they ask the tough questions?  Can they handle the rejection?  Can they drill down on fuzzy-worded responses?  This ability is the foundation of strong salespeople and it is most prominently displayed in the candidate’s questions.  This fact requires hiring managers or recruiters to have a discussion with the candidate.

The Questions.
This is a strange phenomenon - the strong candidate provides good answers in the interview but asks even better questions.  The hiring manager afterwards focuses solely on the candidate’s answers.  Obviously answers are important, but the questions are what point you towards a strong salesperson.

No, I’m not talking about standard interview questions.  I’m talking about questions that display their qualifying approach.  In your next sales interview, pay specific attention to the candidate’s questions and the order in which they ask them.  Trust me on this - you will learn more about their sales ability from that information than you will from their answers to standard interview questions.

The Recruiters.
Recruiting is a difficult undertaking.  Sales recruiting is brutal.  I know this will get flamed but I am a strong proponent of recruiters who specialize in sales only.  General recruiters who dabble in sales have a tendency to get schmoozed by slick salespeople who talk more than they sell.

I have talked to quite a few recruiters who believe that good talking equates to good selling.  It doesn’t.  This stereotype permeates sales hiring to this day.

Sales is filled with nuances that have to be identified by the recruiter and examined in the candidate.  Sales cycle, average order size, market position, selling system, competitive pressure, territory pressure…I could go on, but you get the picture.  Each position requires an understanding of these subtle points of information and what salesperson will best fit this criteria.  For this reason a sales recruiter is needed.

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From RecruitingTrends.com (my emphasis):

Manpower Inc. releases the results of its third annual talent shortage survey, revealing that 31% of employers globally are finding it increasingly more difficult to fill jobs. The top three candidates most in-demand are skilled manual trades, sales representatives and technicians (technical workers in the areas of production/operations, engineering and maintenance).

What would it be if they put a qualifier on finding the right salesperson?  I keep saying this - a strong salesperson is always in demand no matter what the economy is doing.

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From the Herman Trend Alert newsletter (sorry, no link):

The economic slowdown here in the United States is not having the expected effect on the demand for qualified executive talent. ExecuNet’s “2008 Executive Job Market Intelligence Report” finds that increasing demand, along with a shortage of qualified talent and sustained economic growth overseas, are driving better than expected job growth at the executive level.(http://www.execunet.com/marketreport)

The sectors with the highest demand are High Tech, Healthcare, Business Services, Pharmaceuticals/Biotech, and Energy/Utilities. The factors credited with the continuing demand for executive talent are an aging workforce and global economic growth, despite the looming threat of recession.

The report also finds, in spite of the evidence that the economy could continue to shed temporary and entry-level jobs, recruiting and retaining of executive-level talent will remain “a challenging priority” in 2008. More than 70 percent of search firms and corporate human resource professionals believe there is a shortage of executive talent, and two-thirds (67 percent) say the war for executive talent has intensified over the last year, amid increasing economic uncertainty. No longer is the United States economy the sole determinant of executive demand.

The global economy certain provides a bit more insulation to a slowdown in the U.S. economy.

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CareerBuilder.com offers up another list with “wacky” in the title.  For web purposes, wacky is a euphemism for link bait, but I’ll bite.  The list is comprised of the most unusual excuses provided by employees for being late.

1.  
   1. While rowing across the river to work, I got lost in the fog.
   2. Someone stole all my daffodils.
   3. I had to go audition for American Idol.
   4. My ex-husband stole my car so I couldn’t drive to work.
   5. My route to work was shut down by a Presidential motorcade.
   6. I wasn’t thinking and accidentally went to my old job.
   7. I was indicted for securities fraud this morning.
   8. The line was too long at Starbucks.
   9. I was trying to get my gun back from the police.
   10. I didn’t have money for gas because all of the pawn shops were closed.

As a manager, I would find #8 completely acceptable.

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A bullet point from a Business Development Sales Position ad:

Demonstrated ability to persevere and remain positively motivated when faced with negative response or rebuff from the customer

What they are describing is the ability to handle rejection.  I think there is no more important differentiation between average salespeople and sales superstars.  That quoted line could, or maybe should, be in every sales ad.

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