5 Things to Remember When Utilizing Data in Health Care Hiring

March 14th, 2017 Comments off
health care hiring

The health care industry is experiencing phenomenal growth, and with growth comes a demand for more talent. According to the 2017 CareerBuilder Health Care Talent Brief, 38 percent of health care industry professionals expect job demand to continue to outpace overall supply.

“Competition to fill these spots is fierce, especially in small, rural markets,” says Bobbi Hicks, President of Akeso Talent Engagement. The correct use of data in your hiring strategy can provide an advantage without incurring the high costs of a recruitment service.

1. Invest in tools that pull real-time data.

“Decision makers respond to facts and data. That said, it’s important to invest in tools that can provide you with a real-time snapshot of the market that you support,” Hicks says. “We regularly use paid recruiting tools like job boards, Supply & Demand, compensation portals, and social media sites to scope out our competitors and better predict salary ranges and time to fill.”

2. Pull compensation data more often.

Most health care companies pull compensation data once or twice a year. That’s not nearly enough, says Hicks. Pay rates change frequently due to high competition. Your staff likely picks up extra shifts at competing hospitals, so they know firsthand what the competitor is offering.

“You don’t want to risk training your leaders for another facility, because you didn’t compensate them correctly on the front end,” says Hicks.

Stay ahead of the curve by pulling compensation data quarterly.

3. Utilize Supply & Demand data to address the talent deficit.

“If you’re not utilizing Supply & Demand data, then you should be,” says Hicks. By tracking the number of nurses and therapists coming onto the market, you can locate where the talent deficit is, project how substantial it will be, and adjust your hiring strategy accordingly.

4. Include “NOT” statements in Boolean searches.

Boolean search is a helpful way to source candidates faster, but most researchers only utilize “and” and “or” statements. Including “not” statements allows you to exclude terms and narrow results. For example, “pharmaceutical and not sales” would yield candidates who have “pharmaceutical” in their resume, but exclude those with “sales.”

5. Don’t forget about culture.

Competitive compensation and large sign-on bonuses only go so far when attracting and retaining talented employees. You should strive to create a positive culture that values both the employee and patient experience.

“A $15,000 sign-on bonus puts up a red flag,” says Hicks. “Whenever I see that I think: ‘What’s going on over there that makes such a sizable bonus necessary to attract employees?’”

Proper onboarding — and off-boarding — can go a long way toward improving the employee experience and retaining top talent. Many times employees will leave to develop their skill sets elsewhere, but return seeking more senior positions. Ending the working relationship in a professional manner increases the likelihood that a talented employee will come back.

Put insight into action: Learn more about how to use data in health care hiring right now.

The Workforce is Aging – In Some Places More Quickly Than Others

February 2nd, 2017 Comments off
Flat design map of the United States made up of a crowd of people icons.

The most valuable resource for any organization is its people – and just like any other resource, the availability of new talent is crucial to long-term success. And with the Baby Boom generation nearing or entering retirement, keeping an eye on the relative age of local workforces is more important than ever.

In a new study, CareerBuilder explored employment trends for the 100 most populous U.S. cities and compiled a list of the top fastest-aging cities. The list is based on the percentage of a given city’s workforce made up of workers ages 55+ and how much that percentage – or “share” – has grown since 2001.

For a clearer picture of the changing age of the workforce, CareerBuilder translated this list into an interactive map, which visualizes two key statistics. For each city, the darker the red, the larger the share of 55+ workers, and the bigger the circle, the greater increase in share of older workers over the past 15 years.

Fastest-aging cities

North Port, FL

  • Share of workers ages 55+ in 2016: 25.8 percent
  • Change in share of workers ages 55+ (2001 to 2016): 1.5 percent

Oklahoma City, OK

  • Share of workers ages 55+ in 2016: 21 percent
  • Change in share of workers ages 55+ (2001 to 2016): 1.5 percent

Virginia Beach, NC

  • Share of workers ages 55+ in 2016: 19.5 percent
  • Change in share of workers ages 55+ (2001 to 2016): 1.3 percent

Sacramento, CA

  • Share of workers ages 55+ in 2016: 21.7 percent
  • Change in share of workers ages 55+ (2001 to 2016): 1.3 percent

Spokane, WA

  • Share of workers ages 55+ in 2016: 21.7 percent
  • Change in share of workers ages 55+ (2001 to 2016): 1.3 percent


Of course, while overall the workforce is aging, there are some cities where an influx of younger workers has reversed that trend. These are the cities where the share of workers ages 22 to 34 has increased since 2001:

Increasingly youthful cities

Madison, WI

  • Share of workers ages 22-34 in 2016: 30.3 percent
  • Change in share of workers ages 22-34 (2001 to 2016): 3.1 percent

El Paso, TX

  • Share of workers ages 22-34 in 2016: 32.3 percent
  • Change in share of workers ages 22-34 (2001 to 2016): 2.1 percent

Colorado Springs, CO

  • Share of workers ages 22-34 in 2016: 31.6 percent
  • Change in share of workers ages 22-34 (2001 to 2016): 2 percent

Allentown, PA

  • Share of workers ages 22-34 in 2016: 26.2 percent
  • Change in share of workers ages 22-34 (2001 to 2016): 1.7 percent

Austin, TX

  • Share of workers ages 22-34 in 2016: 32.3 percent
  • Change in share of workers ages 22-34 (2001 to 2016): 1.6 percent

3 Recruiting Metrics That Don’t Mean Much – And Why

January 25th, 2017 Comments off
recruiting metrics

Let’s start off by all agreeing that it doesn’t matter when you start measuring. It doesn’t have to be in January. It doesn’t have to be on a Monday. It doesn’t have to be at the beginning of the month. Just start thinking about recruiting metrics.

The most important thing, regardless of when you start, is that you have a benchmark. If you don’t have a benchmark, just start anyway and make your benchmark. We were “X” in the last 30 days, so let’s see how we do in the next 30 days. Too often we get hung up on when to start, and if we don’t start on that date we should wait. Most people like clean starts and stops, but it’s really only a self-imposed prison.

It’s one of the biggest pitfalls I see in recruiting department metrics. “Well, we don’t know how many requisitions a recruiter should have, so let’s not measure that.” OK, but if you just started measuring that, you would know eventually. Not knowing what data you should have is never an excuse for not beginning to measure.

Recruiting departments (and HR departments) are classic in building CYA recruiting metrics – or the things that we measure to show we are doing the job we were hired to do so they don’t outsource our function. Every other part of your organization actually gathers data and measures things that will help the organization get better, not justify why you hired them.

Here’s a list of great CYA recruitment metrics – that actually don’t mean much:

  1. Time to Fill – You know this is the single most used recruitment metric on the planet, and for about 98 percent of organizations it’s totally a worthless metric! Time-to-fill is meaningless as a metric on its own. Who cares that you filled a software engineer job in 59 days instead of 61 days? No one! Now, if you show me that the decrease of two days saved the organization $X dollars, or made us $X dollars, now I’m listening. Or, if you show me that to reach our growth goals, based on the days it will take us to fill the positions, we will need to hire “X” number of additional recruiters or we will never meet those goals, I’m listening. But you don’t do that.
  2. Quality of Hire – This is a recruiting metric that really isn’t a recruiting metric. It’s a hiring manager metric, and it’s a metric that you can’t really measure until the individual that the hiring manager selected is fully productive, or determined that they’ll never be fully productive. What you should really do is rename this metric, “Quality of our hiring process,” because that’s what most organizations are actually measuring. “OK, the candidate that was selected 30 days ago was a crappy performer, so something went wrong with our process.” Could have been the pre-hire assessment, the awful ability of the hiring manager to select great talent, etc. What it is not is a measure of the quality of the hire. See the subjectiveness of this? That makes it a great CYA metric!
  3. Hiring Manager Satisfaction Hiring manager satisfaction might be the single least effective metric on the planet. Hiring managers love the recruiting department when they find them great people to hire, and they think the recruiting department is trash when it takes more than 48 hours for them to find candidates. The hiring manager sits on a resume for three weeks, then decides she wants to interview and is pissed at you when you tell them the candidate is no longer available. Does this metric really help your recruiting department get better? But, it’s another very subjective metric that’s easily manipulated when needed. I’ve seen satisfaction surveys written in a way that hiring managers could only give the recruiting department good grades, even when they were getting almost nothing from them!


So, I know what you are going to ask. What recruiting metrics should you be using? I think there are three levels of recruiting metrics, and next month, in this exact spot, I’ll give you the recruitment metrics you should be using right now to improve recruiting in your organization!

Never miss a thing: Get CareerBuilder’s expert recruitment tips in your inbox.


9 New Toolkits With Salary and Skills Data to Focus Recruiting Efforts

January 9th, 2017 Comments off
candidate search

Whether you’re a recruiting novice or a seasoned sourcing pro, starting a new candidate search can be overwhelming. You want to be targeted with your search, yet you don’t always have the time or resources to spend on pulling data or perfecting your sourcing techniques. But if you go into a search unprepared, you may end up spinning your wheels – and taking a long time to fill the position.

So, how can you better focus your recruiting efforts? By starting your candidate search with a few key insights and shortcuts:

  • Average earnings data: It’s not enough to just know what your company has historically offered in terms of compensation for the open position. By having median earnings data for the specific occupation as well as other similar occupations, you’ll get a better sense of what your competitors are paying and how your compensation compares.
  • Top skills: What are the hard and soft skills to look for in a candidate for your open jobs? Having a list of desired skills on-hand while sourcing candidates will help you more easily narrow down your pool of prospects.
  • Boolean search basics: If you want to quickly and effectively source candidates for your open positions, you need to know how to perform a Boolean search.

New Industry-Specific Hiring Toolkits Available Now

Here is the good news: CareerBuilder has done a lot of this legwork for you. We have created nine industry-specific hiring toolkits filled with key earnings and skills data and Boolean shortcuts to save you time and help you hire the best talent more effectively. You’ll find toolkits for the following industries: sales, retail, light industrial, IT, insurance, hospitality, health care, engineering and transportation.

Download your industry-specific toolkit today

2 in 5 Recruiters Have Missed Out on Qualified Candidates

December 19th, 2016 Comments off
54% of Employers Plan to Give Employees Holiday Bonuses in 2016

In today’s competitive talent market, recruiters are under pressure to deliver the most qualified candidates in the shortest amount of time. But such demands can – and do – lead to hasty decision-making, as new research from CareerBuilder indicates.

In a recent CareerBuilder survey asking employers to name the biggest mistakes recruiters make when sourcing for an open position, 41 percent cited “skimming through resumes too quickly and missing qualified candidates.”

Other common mistakes included: failing to look at candidates in their own database; assuming that one search with a particular source would show all the relevant candidates; running searches that are too generic; and only looking at candidates who posted resumes in the last 30 days.

What this means for you

In a labor market where recruiters might be bombarded with hundreds of resumes for a single position, it’s not hard to understand how such mistakes could happen. Fortunately, there’s a solution. The right sourcing technology can help recruiters cut down the time and labor necessary to review each and every resume that comes your way.

Sourcing technology is just one type of talent acquisition software available now designed to reduce the time and money spent on recruiting (not to mention the mistakes). If you’re considering adding or upgrading your own recruitment technology but don’t know where to start, consider this list by Tim Sackett, talent advisor for CareerBuilder, which can guide you to find the right recruitment technology for you.

Get CareerBuilder’s expert recruiting tips and trends, right to your inbox.

Categories: industry news Tags:

IT Jobs Have Grown by 12% Since 2012

December 5th, 2016 Comments off
28% of Workers Will Celebrate Thanksgiving with Coworkers

December is underway and 2017 is almost upon us. In anticipation of the new year, CareerBuilder and Emsi have compiled a list of the top jobs for 2017. The list is based on pay, growth and number of jobs.

The study groups occupations into five categories: business and financial operations, IT, health care, sales and skill trades.

Of these categories, IT has seen the largest percentage growth over the past 4 years, with a job growth of 12 percent. Sales saw the lowest growth with 5 percent, while the other three categories each grew by 8 percent since 2012.


What does this mean for you?

As we gear up for a new year and you begin assessing your upcoming hiring needs, it’s worth knowing where you’re likely to face the stiffest competition for talent.

While technical roles that fall under IT have grown at the highest rate over the past four years, it is still the smallest category in terms of number of jobs. So, unsurprisingly, competition for the high-skill candidates to fill IT-related positions will likely continue to be fierce.

Get CareerBuilder’s expert recruiting tips and trends, right to your inbox.

62% of Employers Expect to Transition Holiday Hires to Full-Time Employees

October 10th, 2016 Comments off
candidate behavior

Adding seasonal headcount is something of a holiday tradition for many employers, and this year that tradition continues. According to CareerBuilder’s Q4 U.S. Job Forecast, 33 percent of employers plan to hire seasonal workers this year, right on par with last year.

While overall seasonal hiring rates may be holding steady, the study does indicate a major shift in how employers view seasonal workers. According to the study, of employers who are bringing on additional seasonal workers, 62 percent say they expect to hire some of their seasonal staff for full-time positions after the holidays.

What does this mean for you?

Transitioning temporary workers to full-time roles is not a trend exclusive to holiday hiring. According to a separate CareerBuilder study, of employers who planned on hiring temporary workers this year, 58 percent expected to transition some to full-time status.

This cautious approach to expanding headcount makes sense for many employers – particularly those facing the skills gap. By first hiring a worker in a temporary position, you can not only ensure they are a good fit with the team and the company culture, but you can also provide them with the on-the-job training necessary to fill a potentially higher-skill position.

Never miss a thing: Get CareerBuilder’s expert recruitment tips in your inbox. 

6 Steps to Using Workforce Analytics in Your Recruitment Strategy

September 29th, 2016 Comments off
How to use workforce analytics in your recruitment strategy

Workforce analytics plays a crucial role in helping you find the right people at the right time. The truth is, you’re likely sitting on piles of big data, but that data is worthless if it’s not accurate and applicable to your organization’s specific needs. To stay competitive in today’s rapidly evolving labor market, you need to get creative in the way you recruit candidates, and that involves finding and applying workforce analytics in new ways.

If you don’t feel comfortable using workforce analytics in your recruitment strategy or don’t know where to start, don’t stress: Our six-step list below, created in conjunction with Tony Stemen of Novo Group, Inc., will help you break down your own strategy and ensure you’ve checked each crucial data point in your process. Tony shares six steps his own company uses when incorporating workforce analytics and intelligence into their recruitment strategy. These steps are broken into “external data” for the first part and “internal data” for the second (explanations for each are below). Use these steps as a template to start applying workforce analytics to your own recruitment strategy.

External Data: This type of data helps to kick off a candidate search and influence your organization’s search strategy. It can also be helpful in client conversations to let the client know if salary is out of line or something seems off.

Tony says: “We look at competitive intelligence as the very first thing, and normally that’s in the geographical area where the new project and new search is going to be based.”

Steps in the external data phase include supply and demand, compensation, and diversity. Here are questions you should think about for each of these steps:

  1. Supply and demand: In this phase, Tony says, you should ask things like where your ideal candidates are located. Who is the competition, and which companies do passive candidates work for? Are there passive candidates in the position’s location, or will you need to look at relocation? Who are your competing companies who may be within the industry, and what companies are hiring for similar positions to yours outside of your industry?

These kinds of questions give us the immediate landscape of where you need to go to pursue passive candidates to get the most immediate results.

  1. Compensation: Is the salary that you’re offering, or that the client is offering, competitive and in line with the market? If it’s not, knowing this upfront enables you and your team to reevaluate and adjust early on in the process so you don’t lose valuable time and miss out on a wider range of candidates.
  1. Diversity: How can you attract a diverse set of workers and increase your candidate pool? What other associations and memberships can you network with and add into your recruitment mix to increase your candidate pool within your desired location?


Internal Data: This data, looked at after external data is analyzed, often occurs mid-process. Internal data influences conversations during and after the candidate search, enables you to make needed adjustments and influences your strategy all the way through.

Steps in the internal data phase include applicant drop-off, talent drain, and relocation.

We ask questions like, ‘Why are candidates declining? Why are we not converting candidates? Are we losing candidates as we hand them over to the hiring team?’

  1. Applicant drop-off: Are you attracting the right candidates, but losing them during the application process because of a delayed candidate response time, or for other reasons we should be taking a closer look at?
  2. Talent drain: Which companies do your employees typically leave to come work for you?
  3. Relocation: Are job seekers willing to relocate? Sometimes, you can’t get all the puzzle pieces at the beginning. Example: plant closing in 6 months- target those individuals that are going to need a job


Now is a great time for data – but it needs to be easily understood and interpreted before using it to influence your strategy; otherwise, it’s of no use to you.

And remember: Any piece of applicable, accurate data is better than no data at all.


Learn how a tool like Supply & Demand can help you and your entire team start using the right data in your candidate search strategy.

ABOUT THE AUTHOR: Tony Stemen has been a sourcing and research recruitment and technology professional for the past 10+ years.  He started at the ground floor in the RPO industry and has progressed to now manage all recruitment technology implementation and partnerships for Novo Group, Inc. When he is not working in human resources technology, he enjoys spending time with his family, and providing contractual public relations management to the YouTube video game community. He currently has two YouTube clients who hold a massive 2.5 million-person subscriber base.

17 Consumer Behaviors That Are Shaping the Labor Market

September 2nd, 2016 Comments off
17 Consumer Behaviors That Are Shaping the Labor Market

On Monday, September 5, we honor the workers that continue to make our country strong and flourish in a global economy. However, the occupations that grow and decline in America are different with each generation.

Consumer behaviors and preferences play a major part in U.S. job creation. This week, CareerBuilder and Emsi released a study of occupations that are growing and the behaviors that can be attributed to their success.

Each behavior was grouped into one of three main factors: lifestyle changes, technology advancements and globalization. The study looked at job totals from 2012 through 2016 to get an idea of how the occupations have grown in just a few years.

Matt Ferguson, CEO of CareerBuilder and co-author of “The Talent Equation,” says “Whether we’re talking about the rise of the sharing economy, the power of smart technology or companies communicating in multiple languages and time zones, these trends are moving the needle on job growth for a wide variety of fields.”

How might your industry be impacted by these trends? Below are some of the major shifts in consumer behavior, as well as a closer look at the occupations they’re likely to impact.



Lifestyle Changes 


Occupation Impacted


Current Number of Jobs


Number of Jobs Added 2012 to 2016

Percentage of Job Growth 2012 to 2016


People are choosing to eat out more, giving rise to the “foodie” generation.

Cooks, Restaurant

1,219,433 164,804


More people are embracing the sharing economy. (example: Uber)

Taxi Drivers and Chauffeurs

283,175 37,023


America is becoming more health-conscious.

Fitness Trainers and Aerobics Instructors

309,519 33,303


Families are more careful with finances after the last recession.

Personal Financial Advisors

257,493 29,913


More people are choosing to bank and shop online.

Information Security Analysts

86,563 9,342


Couples are postponing having children until later in life.

Obstetricians and Gynecologists

25,219 1,082




Technology Advancement



Occupation Impacted


Current Number of Jobs


Number of Jobs Added 2012 to 2016

Percentage of Job Growth 2012 to 2016


There’s an “app” for everything and “smart” technology is moving beyond phones to clothes, homes and more.

Software Developers, Applications

772,195 112,045


Technology has made advertising become more intuitive and effective based on ability to track and interpret online behavior.

Marketing Managers

208,611 19,024


Technology has become ingrained in everyday life and is how people stay connected.

Computer User Support Specialists

665,646 63,849


Technology is catching health disorders sooner and extending lives.

Medical Records and Health Information Technicians

198,831 14,451


Technology is enabling companies to corral and interpret big data to make better business decisions.

Database Administrators

120,476 9,794


Technology is integrated into countless consumer and business products with new offerings and iterations released all the time.

Technical Writers

55,129 5,381







Occupation Impacted


Current Number of Jobs


Number of Jobs Added 2012 to 2016

Percentage of Job Growth 2012 to 2016


Companies are serving customers in different time zones, meaning workers are needed at all hours.

Customer Service Representatives

2,674,925 225,910


Companies are looking to gain a greater understanding of international markets they’re targeting.

Market Research Analysts

532,336 67,551


Expanding beyond borders is requiring communication in different languages.

Interpreters and Translators

78,455 9,845


There is greater emphasis on preserving the global environment.

Wind Turbine Service Technicians

7,061 1,889


Maps for mobile phones and navigation systems are in demand as people explore new terrain.

Cartographers and Photogrammetrists

13,193 1,802



Students and workers looking for information on careers can get detailed insights at findyourcalling.com or by viewing career profiles under the “Browse Jobs” header on the CareerBuilder homepage.


Did You Know? Our Labor Market Insights Cover Over 99% of the Workforce

August 22nd, 2016 Comments off

For the month of August, we’re taking over Talent Factor to look more closely at CareerBuilder’s recent acquisitions — and how they’re making a big impact on your business in 2016 and beyond.

We’ve seen time and again how labor market data, when used to inform decision-making, can change lives and improve economies. It was a natural decision back in 2012, then, for CareerBuilder to join forces with Economic Modeling Specialists Intl. (EMSI), an economic software firm that specializes in employment data and labor market analysis, to combine the companies’ strengths and passion for empowering employment. Emsi’s mission is to provide clients with a truly unique perspective on current and future employment trends, skills development and recruitment strategies — and actionable insights that cover over 99 percent of the workforce.

As CareerBuilder CEO Matt Ferguson has said, “No one else in the industry can offer this breadth of information that can make recruitment faster, easier and more cost-effective.”

What this means for you

Competition for qualified talent remains at an all-time high, so your organization needs to be strategic when recruiting. To succeed, you must better understand the changing labor market, which will shape your organization for years to come. Having access to the most compelling data will enable you to more confidently make important recruitment decisions, target relevant candidates and fill critical positions faster.

The right data will help you:

  • Effectively communicate expectations with hiring managers.
  • Prioritize your recruiting strategy efforts.
  • Understand industry competition.
  • Recruit college graduates and diverse candidates.
  • Understand the workforce and its diversity.


Emsi Analytics for Talent Acquisition compiles employment and economic data from over 90 data sources into a web-based portal, designed to produce detailed reports in as little as three clicks of a mouse. Emsi Analytics for Talent Acquisition crafts the data into meaningful reports, charts, maps and graphs that tell a consistent story about the labor market (down to the ZIP code level).

Our data helps students find the right career, colleges offer the right programs, employers hire the right talent, and economic and workforce developers see their communities prosper. In total, our labor market dataset compiles nearly 100 sources, including U.S. Department of Commerce, U.S. Department of Labor, and U.S. Department of Education National Center for Education Statistics.

Learn more about how Emsi Analyst for Talent Acquisition and Emsi Analyst for College Recruiting can help you start using data to make more knowledgeable recruitment decisions.


Middle-Wage Jobs Aren’t Growing at the Same Rate as Others

August 5th, 2016 Comments off
Sixty-One Percent of Occupations Projected to Lose Jobs Over the Next Five Years are Middle-Wage

With the general election on the horizon, each candidate continues to focus on the importance of adding new jobs to our economy. One thing we can all agree on: Everyone wants to add a large – some say ‘uge – number of well-paying jobs during their presidency.

In fact, over the next five years, the U.S. economy is projected to add over 7.2 million new jobs, according to labor-market data experts at Emsi. But, growth is not consistent among those jobs that earn low, middle and high wages.

According to CareerBuilder and Emsi research, high-wage and low-wage occupations are each projected to grow 5 percent from 2016 to 2021, but middle-wage jobs are only estimated to grow 3 percent. At the same time, 61 percent of the 173 occupations expected to lose jobs over the next five years are in the middle-wage category.

The trend of declining middle-wage employment is nothing new, but continues to pose serious consequences for the economy overall, says CareerBuilder CEO Matt Ferguson:

If we can’t find a way to re-skill and up-skill workers at scale, middle-wage workers will become increasingly susceptible to unemployment or will have to move into lower-paying roles that may not support them and their families. This can have a negative ripple effect on consumer spend, housing, investing and other key financial indicators.

Top Growing and Declining Jobs by Wage Category

Growing High-Wage Occupations

Occupation 2016 Jobs 2021 Jobs Job Added 2016 – 2021 2016 – 2021  % Change
Software Developers, Applications 772,195 861,122 88,927 12%
Computer Systems Analysts 600,001 671,245 71,244 12%
Market Research Analysts and Marketing Specialists 532,336 590,363 58,027 11%
Management Analysts 798,484 870,713 72,229 9%
Registered Nurses 2,870,340 3,116,957 246,617 9%


Declining High-Wage Occupations

Occupation 2016 Jobs 2021 Jobs Job Added 2016 – 2021 2016 – 2021  % Change
Postal Service Mail Carriers 303,325 279,023  (24,302)  (8%)
Reporters and Correspondents 47,501 44,063  (3,438)  (7%)
Construction Managers 368,245 350,774  (17,471)  (5%)
Real Estate Sales Agents 415,006 400,417  (14,589)  (4%)
First-Line Supervisors of Production and Operating Workers 622,435 617,020  (5,415)  (1%)


Growing Middle-Wage Occupations


Occupation 2016 Jobs 2021 Jobs Job Added 2016 – 2021 2016 – 2021  % Change
Medical Assistants 631,435 701,056 69,621 11%
Customer Service Representatives 2,674,925 2,846,989 172,064 6%
Maintenance and Repair Workers 1,466,944 1,535,161 68,217 5%
Heavy and Tractor-Trailer Truck Drivers 1,926,886 2,009,133 82,247 4%
Office Clerks 3,365,039 3,489,518 124,479 4%


Declining Middle-Wage Occupations

Occupation 2016 Jobs 2021 Jobs Job Added 2016 – 2021 2016 – 2021  % Change
Printing Press Operators 174,311 159,083  (15,228)  (9%)
Farmers, Ranchers, and Other Agricultural Managers 494,879 458,732  (36,147)  (7%)
Travel Agents 77,683 72,789  (4,894)  (6%)
Carpenters 1,053,273 1,031,359  (21,914)  (2%)
Bookkeeping, Accounting, and Auditing Clerks 1,780,151 1,752,270  (27,881)  (2%)


Growing Low-Wage Occupations

Occupation 2016 Jobs 2021 Jobs Job Added 2016 – 2021 2016 – 2021  % Change
Home Health Aides 992,134 1,179,527 187,393 19%
Cooks, Restaurant 1,219,433 1,333,041 113,608 9%
Nursing Assistants 1,520,614 1,655,662 135,048 9%
Security Guards 1,185,116 1,260,953 75,837 6%
Janitors and Cleaners 2,632,801 2,792,345 159,544 6%


Declining Low-Wage Occupations

Occupation 2016 Jobs 2021 Jobs Job Added 2016 – 2021 2016 – 2021  % Change
Door-to-Door Sales Workers, News and Street Vendors 78,078 64,271  (13,807)  (18%)
Sewing Machine Operators 157,931 135,575  (22,356)  (14%)
Floral Designers 53,876 48,391  (5,485)  (10%)
Cooks, Fast Food 545,746 530,839  (14,907)  (3%)
Tellers 501,879 490,202  (11,677)  (2%)


Keeping up with skills that are in high demand in today’s market has become more important than ever. CareerBuilder and Capella Education have partnered to deliver RightSkill as an educational platform designed to tackle these tough challenges. Learn more.

What is the Supply and Demand of Recruitment?

July 26th, 2016 Comments off
What is the supply and demand of recruitment?

Our approach to organisational human capital should be no different than any other part of our supply chain. It isn’t simply about process or efficiency, but about understanding current and future availability. It requires us adapting our approach to not only take advantage of the prevailing conditions, but to look toward building credible plans for the future.

That’s one of the reasons I dislike the concept of a “War for Talent”: If you find yourself in that place, you’ve probably not been thinking far enough ahead. Understanding the future strategy of our business and knowing the skills and capabilities we are going to require is all part of a good talent acquisition professional’s responsibilities.

That means we need to be as focused on the future as we are on the present — which can be hard when we have hundreds of open positions coming out of our ears! It is also difficult when businesses are going through transformation and we just can’t predict future requirements. Who could have predicted 10 years ago the sorts of digital skills we all require now?

But think, if it is hard for us to predict, how much harder is it for education establishments to provide? Someone going to college or university is going to be making decisions about their future five or six years before they are in the labour market. The courses they take are going to be designed over even longer periods of time.

That’s why I’m not alone in thinking the traditional labour market supply chain is broken.

We live in a global economy and employees are increasingly globally mobile – and able to go where the best opportunities are. In some ways, that makes the current debates in the U.K. and U.S. about freedom of movement and immigration all the more important. When we are thinking about attracting the skills and abilities we require, we need to be thinking about the global supply chain – not just our local markets.

It is also why I see many more organisations realising that they need to develop specific skills and capabilities internally, rather than acquire them on the open market. The connection between talent acquisition and talent development is only going to get stronger. We need to understand the parts we can build, and the parts we need to buy.

That also means our approach to talent changes. We start looking at qualities such as potential, ability to learn, flexibility and agility more, and we start looking less at the resume and skills of an individual. Anyone who has looked at recruiting people based on potential alone will tell you that it is a lot harder and more time consuming than sifting through resumes – but a lot more rewarding and successful at the end.

Managing the tension between the organisational demand for skills and the market supply will always be a challenge for a for a recruiter or hiring manager, with every industry and every country having specific needs and different obstacles. But what we all have in common is the increasing complexity, the increasing variety — and the fact that being able to navigate through this is at the very heart of our roles.


Want to better predict the future when comes to hiring great people? Find out how CareerBuilder’s Supply and Demand tools can give you the labor market insight you need to build an effective recruitment strategy.