Salary of talent acquisition specialist: Page Not Found | Glassdoor

Опубликовано: September 4, 2020 в 11:12 am

Автор: alexxlab

Категории: Miscellaneous

talent acquisition specialist salaries in los angeles, california

low

$54,587/yr

average salary

$79,958/yr

high

$118,948/yr

Our comprehensive salary research shows that, on average, a talent acquisition specialist in los angeles, ca makes an estimated $79,958 annually. This can range from $54,587 to $118,948 annually, and is based on a variety of factors, including education, experience, certifications and additional skills.

- santa fe springs, california
- temp to perm
- $23 per hour
We are looking to employ an HR Coordinator with outstanding written, verbal and interpersonal communication skills. An HR Coordinator is expected to be a conceptual thinker with fantastic organizational and time management skills.You will have excellent administrative skills with the ability to multitask and adapt in a fast-paced environment. If interested please continue this recruiting process and reach out to our recruiters today!  salary: $23 – $23 per hourshift: Secondwork hours: 1:30 PM – 10 PMeducation: BachelorResponsibilities Assist with all internal and external HR related inquiries or requests. Maintain both hard and digital copies of employees&#39; records. Assist with the onboarding and offboarding process Assist with performance management procedures Schedule meetings, interviews, HR events and maintain agendas. Coordinate training sessions and seminars. Perform orientations and update records of new staff. Produce and submit reports on general HR activity. Assist HR projects. Support other assigned functions. Keep up-to-date with the latest HR trends and best practice. The essential functions of this role include:working in a smoke free environmentSkillsSchedulingSCREENINGORIENTATIONSKPI Reports ADP-HRBachelors Degree QualificationsYears of experience: 2 yearsExperience level: ExperiencedRandstad is a world leader in matching great people with great companies. Our experienced agents will listen carefully to your employment needs and then work diligently to match your skills and qualifications to the right job and company. Whether you’re looking for temporary, temporary-to-permanent or permanent opportunities, no one works harder for you than Randstad. Equal Opportunity Employer: Race, Color, Religion, Sex, Sexual Orientation, Gender Identity, National Origin, Age, Genetic Information, Disability, Protected Veteran Status, or any other legally protected group status.At Randstad, we welcome people of all abilities and want to ensure that our hiring and interview process meets the needs of all applicants. If you require a reasonable accommodation to make your application or interview experience a great one, please contact [email protected] offered to a successful candidate will be based on several factors including the candidate’s education, work experience, work location, specific job duties, certifications, etc. In addition, Randstad offers a comprehensive benefits package, including health, an incentive and recognition program, and 401K contribution (all benefits are based on eligibility). Qualified applicants in San Francisco with criminal histories will be considered for employment in accordance with the San Francisco Fair Chance Ordinance. We will consider for employment all qualified Applicants, including those with criminal histories, in a manner consistent with the requirements of applicable state and local laws, including the City of Los Angeles’ Fair Chance Initiative for Hiring Ordinance. For certain assignments, Covid-19 vaccination and/or testing may be required by Randstad’s client or applicable federal mandate, subject to approved medical or religious accommodations. Carefully review the job posting for details on vaccine/testing requirements or ask your Randstad representative for more information.
- los angeles, california
- temporary
- $18 per hour
Do you have experience in administrative work? Are you knowledgeable in the education field? You can use both of those skills in this Office Administrative Assistant. We are currently recruiting for a temporary opportunity at a charter school located in Downtown Los Angeles. It is a fun environment with an amazing team. Some of your duties will be assisting with the arrival and dismissal at the school, as well as making calls to families and some data entry.salary: $18 – $18 per hourshift: Firstwork hours: 7 AM – 4 PMeducation: No Degree RequiredResponsibilities Coordinate activities throughout the school Assist with the arrival and dismissal process at the school Manage emails, letters, packages, phone calls and other forms of correspondence Create and update databases and records for financial information, personnel and other data Track and replace office supplies as necessary to avoid interruptions in standard front office procedures Assist colleagues whenever there is an opportunity to do so SkillsFront DeskMicrosoft OfficeScheduling AppointmentsMaintaining CalendarsOrganizationAnswering PhonesOral CommunicationOffice SupportGoogle for Business SuiteSpanishQualificationsYears of experience: 3 yearsExperience level: Entry LevelRandstad is a world leader in matching great people with great companies. Our experienced agents will listen carefully to your employment needs and then work diligently to match your skills and qualifications to the right job and company. Whether you’re looking for temporary, temporary-to-permanent or permanent opportunities, no one works harder for you than Randstad. Equal Opportunity Employer: Race, Color, Religion, Sex, Sexual Orientation, Gender Identity, National Origin, Age, Genetic Information, Disability, Protected Veteran Status, or any other legally protected group status.At Randstad, we welcome people of all abilities and want to ensure that our hiring and interview process meets the needs of all applicants. If you require a reasonable accommodation to make your application or interview experience a great one, please contact [email protected] offered to a successful candidate will be based on several factors including the candidate’s education, work experience, work location, specific job duties, certifications, etc. In addition, Randstad offers a comprehensive benefits package, including health, an incentive and recognition program, and 401K contribution (all benefits are based on eligibility). Qualified applicants in San Francisco with criminal histories will be considered for employment in accordance with the San Francisco Fair Chance Ordinance. We will consider for employment all qualified Applicants, including those with criminal histories, in a manner consistent with the requirements of applicable state and local laws, including the City of Los Angeles’ Fair Chance Initiative for Hiring Ordinance. For certain assignments, Covid-19 vaccination and/or testing may be required by Randstad’s client or applicable federal mandate, subject to approved medical or religious accommodations. Carefully review the job posting for details on vaccine/testing requirements or ask your Randstad representative for more information.
- cerritos, california
- permanent
- $90,000 – $100,000 per year
Fast growing Engineering company seeking an Office Manager/HR Coordinator to join their team in Cerritos. They are looking for someone who has at least 5 years of office management and at least 2 years of HR experience. Primary responsibilities include providing administrative support to the HR department, administering a variety of HR tasks and processes. Secondary responsibilities include taking charge of all administrative duties in the office and ensuring smooth, efficient and safe operations. This is a direct hire opportunity working M-F 8am-5pm. This position will be 100% on site on their beautiful campus in Cerritos. They are paying between $90-$100k depending on your experience.  If you are experienced in office management and have at least two years of HR experience under your belt then apply today! They are looking to fill this role quickly. If you have any questions email Jessica at [email protected]: $90,000 – $100,000 per yearshift: Firstwork hours: 8 AM – 5 PMeducation: AssociateResponsibilities• Ensures office policies and procedures are being adhered to by all employees and visitors • Serves as point person for maintenance, mailing, shipping, supplies, office equipment, bills and errands. • Organizes and schedules meetings and appointments, including ordering food, setting up and cleaning up meeting spaces as required. • Schedules, creates and collects topics for management meeting agendas and takes meeting minutes when asked. • Provides general support to visitors. • Performs clerical duties including sorting and distributing mail, distributing expense checks, preparing FedEx envelopes, filing paperwork, creating and posting signs. Maintains accurate and up-to-date human resource files and documentation. • Performs periodic audits of HR files and records to ensure that all required documents are collected and filed appropriately. • Provides administrative support to the Vice President of Corporate Operations and Communications. • Manages and responds to the HR mailbox.SkillsScheduling AppointmentsOffice ManagementInventory SuppliesVendor ManagementNew Hire Orientation OnboardingHuman ResourcesHandling Confidential InformationMS OfficeQualificationsYears of experience: 5 yearsExperience level: ManagerRandstad is a world leader in matching great people with great companies. Our experienced agents will listen carefully to your employment needs and then work diligently to match your skills and qualifications to the right job and company. Whether you’re looking for temporary, temporary-to-permanent or permanent opportunities, no one works harder for you than Randstad. Equal Opportunity Employer: Race, Color, Religion, Sex, Sexual Orientation, Gender Identity, National Origin, Age, Genetic Information, Disability, Protected Veteran Status, or any other legally protected group status.At Randstad, we welcome people of all abilities and want to ensure that our hiring and interview process meets the needs of all applicants. If you require a reasonable accommodation to make your application or interview experience a great one, please contact [email protected] offered to a successful candidate will be based on several factors including the candidate’s education, work experience, work location, specific job duties, certifications, etc. In addition, Randstad offers a comprehensive benefits package, including health, an incentive and recognition program, and 401K contribution (all benefits are based on eligibility). Qualified applicants in San Francisco with criminal histories will be considered for employment in accordance with the San Francisco Fair Chance Ordinance. We will consider for employment all qualified Applicants, including those with criminal histories, in a manner consistent with the requirements of applicable state and local laws, including the City of Los Angeles’ Fair Chance Initiative for Hiring Ordinance. For certain assignments, Covid-19 vaccination and/or testing may be required by Randstad’s client or applicable federal mandate, subject to approved medical or religious accommodations. Carefully review the job posting for details on vaccine/testing requirements or ask your Randstad representative for more information.

Talent Acquisition Specialist Salary: What You’ll Make and Why

According to various salary aggregate websites, a talent acquisition specialist’s salary in the US ranges between $51,044 and $82,936, with an average salary of $61,348. As of July 2022, the base salaries for talent acquisition specialists are listed as follows:

Payscale	ZipRecruiter	Indeed	Salary.com	Glassdoor
$57,933	$57,275	$51,044	$57,552	$82,936

Keep in mind: Salary aggregate websites typically rely on data submitted anonymously by individuals using their site. Some websites may have received larger amounts of data of either higher or lower than average salaries, which may affect the site’s calculated average.

Read more: What Is a Talent Acquisition Specialist? How to Become One

What influences a salary?

The salary of a Talent Acquisition Specialist is determined by a number of factors, including education, experience, and job location. In this article, we will take a closer look at how these factors impact salary.

Years of experience

Salary increases are generally tied to your experience level. In general, the more years you spend working as a talent acquisition specialist, the more you can expect to earn. Here’s how experience can impact your talent acquisition specialist salary, according to the Bureau of Labor Statistics and the National Compensation Survey.

Level of experience	Salary
Entry-level (less than 1 year)	$37,615
Early career (1 to 4 years)	$46,261
Mid career (5 to 9 years)	$59,167
Experienced (10 to 19 years)	$74,169
Late career (20+ years)	$96,621

Location

Where you live can also impact how much you can make as a talent acquisition specialist. Typically, working in a large metropolitan area correlates to a higher salary, as well as a higher cost of living.

Here is a list of some major cities with their corresponding average talent acquisition specialist salary according to the Bureau of Labor Statistics.

City	Average Salary
San Francisco, CA	$82,775
Washington DC, DC	$79,638
New York City, NY	$72,967
Seattle, WA	$71,456
Boston, MA	$69,777
New Orleans, LA	$55,092
Omaha, NE	$53,952
Indianapolis, IN	$53,784
Oklahoma City, OK	$51,231
Las Vegas, NV	$47,069

How does this compare to similar jobs?

Here’s how a talent acquisition specialist’s salary stacks up against similar jobs.

Related Jobs	Average Salary
Recruiter	$46,402
Human Resources Specialist	$49,845
Human Resources Manager	$75,330
Employment Specialist	$37,416
Training Specialist	$54,919
Career Counselor	$53,274
Outplacement Consultant	$69,934
Executive Search Consultant	$59,358
Recruitment Consultant	$49,788

How to increase your talent acquisition specialist salary

Now that you have a better idea of what you could expect to earn as a talent acquisition specialist, let’s look at ways to boost your salary.

1. Strengthen your skills

Pursuing and improving in-demand skills could make you more competitive for promotions and higher-paying positions. These skills include:

Recruiting: Identify and attract top talent for open positions
Screening: Review resumes and applications to identify qualified candidates
Interviewing: Conduct initial phone and in-person interviews with candidates
Reference Checking: Verify references and conduct background checks
Onboarding: Help new hires acclimate to their roles and the company culture

2. Get a good performance review

A great way to increase your salary is to get a positive performance review from your boss. If you can show that you’re excelling in your role and contributing to your company’s success, you’ll be in a strong position to ask for a raise.

3. Maintain a consistent performance

In order to increase your salary as a talent acquisition specialist, it is important to maintain a consistent level of performance. This means being able to deliver quality candidates on a regular basis, and keeping up with the latest trends in recruiting. Additionally, developing a strong network of contacts can also be helpful in securing a higher salary.

Article Sources

1. US Bureau of Labor Statistics. “National Compensation Survey, https://www.bls.gov/ncs/.” Accessed July 2, 2022.

2. US Bureau of Labor Statistics. “Occupational Employment and Wages, https://www.bls.gov/oes/current/oes131071.htm.” Accessed July 2, 2022.

3. Payscale. “Talent Acquisition Specialist Salary, https://www.payscale.com/research/US/Job=Talent_Acquisition_Specialist/Salary.” Accessed July 2, 2022.

4. Ziprecruiter. “Talent Acquisition Specialist Annual Salary, https://www.ziprecruiter.com/Salaries/Talent-Acquisition-Specialist-Salary.” Accessed July 2, 2022.

5. Indeed. “Indeed Salary Finder, https://www.indeed.com/career/salaries.” Accessed July 2, 2022.

6. Salary.com. “Talent Acquisition Specialist Salary, https://www. salary.com/research/salary/listing/talent-acquisition-specialist-salary.” Accessed July 2, 2022.

7. Glassdoor. “Talent Acquisition Specialist Salaries, https://www.glassdoor.com/Salaries/talent-acquisition-specialist-salary-SRCH_KO0,29.htm.” Accessed July 2, 2022.

Talent Acquisition Specialist: Career, Job Description, Salary

1
Talent Acquisition Specialist

Finding the right employees is more than just finding someone who has a degree or some experience in that area. Often, it involves looking a little deeper and finding the right candidate for a specific job, which is why many organizations choose to use the services of a talent acquisition specialist. Talent acquisition specialists specialize in finding, identifying and hiring specific employee types. Talent acquisition specialists may be described as hiring specialists with a nose for talent and the ability to fit the employee for the job.

What is a Talent Acquisition Specialist?

A talent acquisition specialist is a type of human resources (HR) specialist who may work in an HR department of an organization or work independently. Although they might be found in various types of organizations, they’re more commonly used in highly competitive job markets that are changing and growing at a rapid pace. They’re frequently used in industries like healthcare, technology and finance where important positions need to be filled quickly and with the right individual.

Although a talent acquisition specialist is an HR specialist, their job duties are more technical and specific. An HR specialist may hire a candidate to work in an organization in various capacities. The employee may work in one department and receive cross-training to work in other areas as well. The talent acquisition specialist, on the other hand, will find a specific type of employee that has the talents and qualifications for a specific job.

Large corporations might utilize their services more because they don’t want to have to spend the time training a new hire. They want a candidate that is already skilled in the areas needed for the open position. Talent acquisition specialists find these specific employees. They use various platforms to find the necessary talent, including state employment agencies, social media, job boards, employee referral programs and various professional associations.

Day in the Life of a Talent Acquisition Specialist

The daily routine for a talent acquisition specialist can vary depending on the size of the company and the actual company itself. Their main responsibility is to screen, recruit, interview and find the ideal candidate for the position. In some cases, they may also create a specific recruiting policy for the company. The talent acquisition specialist’s job is mostly completed indoors with the specialist making telephone calls or performing internet research to find potential employees.

They also collaborate and liaison with operations and human resources departments or any department responsible for hiring new candidates. The talent acquisition specialists usually report to the human resources manager. Although their job is typically spent in an office, other factors about the job can vary. One specialist might work during the daytime while the next one might work well into the evening.

Some talent acquisition specialists might also make recruitment trips to places outside of the office or even outside of the area. Many parts of their day may be spent with employment agencies and professional human resources associations. Their daily routine can frequently change.

Traits and Qualities of a Talent Acquisition Specialist

Although a degree and several years of HR work experience are very important for a talent acquisition specialist, they must also possess other qualities and traits. They must have excellent interpersonal and communication skills because a large part of their day is spent talking with department managers, corporate leaders and potential employers. Good leadership skills are necessary so that the talent acquisition specialist can work with a group of potential work candidates and speak on behalf of the company that hired them to find the employees. Active listening is also a key skill of any talent acquisition specialist because they have to be able to hear what a hiring manager means even if they are not expressly saying it, and also hear things from candidate interviews that may be beneficial or may be red flags.

A talent acquisition specialist will not only recruit and hire specific employees, but they must also determine which employees will benefit the company the most, so having good decision-making skills is absolutely a must. An important part of their job is not just finding and attracting the most qualified candidates but also being able to identify future staffing needs and how to correctly assess the right candidates for the job.

A talent acquisition specialist should be very perceptive and intuitive. Because they cover all areas of the hiring process, they must always be aware of recruitment standards, industry trends and competitor practices. Because they are usually the face of the organization in which they represent, the talent acquisition specialist must be able to make it a positive experience for the potential employee through all the phases of the hiring process.

Career and Salary Outlook

Talent acquisition specialists fall into the category of HR specialists. The U.S. Bureau of Labor Statistics (BLS) has reported that HR specialists should experience a job growth of 7% between 2016 and 2026. Although digital marketing and the use of the Internet has tempered the need for HR specialists somewhat, talent acquisition specialists will still be in demand for companies looking for unique and specialized employees.

Talent acquisition specialists who have obtained work experience in the field may choose to advance to the following positions.

Senior corporate recruiter
Human resources manager or director
Senior recruiter
Human resources generalist
Talent acquisition director or manager
Recruiting manager or director
Senior talent acquisition manager

As of a September 2018 report by PayScale, talent acquisition specialists earned an average yearly wage of $54,103 with wages ranging from $39,297 to $75,897. They also reported that talent acquisition specialists earned commissions ranging from $3,915 to $20,273.

Education Needed

A talent acquisition specialist must have at least a bachelor’s degree and a minimum of five years of relevant work experience. The degree should be in human resources, human resources management or related field. The most ideal degree might be in human resources with a concentration or specialization in talent acquisition. This particular type of program will teach students all parts of the hiring process, including advertising, screening, recruiting, interviewing and hiring of the new employees.

They also learn about communication, motivation, personnel management and compliance processes. The student also will obtain the necessary knowledge of benefits and compensation. Certification is not required of talent acquisition specialists, but they may choose to obtain voluntary certifications from human resources associations. One example is the Talent Acquisition Specialty Credential, which is offered through the Society for Human Resource Management.

Talent Acquisition Specialist Resources:

https://www.linkedin.com/
Still the number one resource for talent acquisition specialists, this social platform helps you connect, post jobs and much more.

Recruiting.com

https://www.recruiting.com/career-sites/
This is a career site that helps you manage candidates in one place complete with a partner team to help you recruit.

TalentHQ

http://www.talenthq.com/
TalentHQ is a blog and training resources for recruiters. Explore webinars and connect with other recruiters.

TalentBin

https://www.talentbin.com/
Monster’s TalentBin is a treasure trove of resumes and helps you manage a talent pipeline as you source and interview candidates.

HiringSolved

https://hiringsolved.com/
Candidate discovery made easy with this platform that uses Artificial Intelligence to source candidates with diversity and candidate matching in mind.

Hired.com

https://hired. com/employers
Curated marketplace of talent resumes specializing in the tech industry helps you get candidates faster and more accurately.

Zillion Resumes

https://www.zillionresumes.com/
Aggregator of resumes from a lot of sources, touts itself as a more affordable solution to help recruiters find the right talent.

CareerBuilder

https://hiring.careerbuilder.com/resume-database
Resume database from the popular CareerBuilder gives you access to a wide variety of talent from 125 million different resumes.

Sources:

https://www.payscale.com/research/US/Job=Talent_Acquisition_Specialist/Salary
https://www.bls.gov/ooh/business-and-financial/human-resources-specialists.htm#tab-2

Competition for talent after the Great Resignation

Article (9 pages)

No, you aren’t imagining it: workers are leaving your company faster than you can replace them. According to the US Bureau of Labor Statistics, more than 4.3 million people voluntarily quit their jobs in December 2021, slightly below a record high in November 2021.

Four front-foot strategies to help create value in the net-zero transition

Does your idea have the ‘voltage’ to scale?

Space: Building a digital infrastructure above the sky

The future of (hybrid) work

Freelance, side hustles, and gigs: Many more Americans have become independent workers

Their departures have left a huge hole in the labor market. The number of current job openings (10.9 million) exceeds the number of new hires (6.3 million). And in our own recent survey of almost 600 workers who voluntarily left a job without another in hand, 44 percent said that they have little to no interest in returning to traditional jobs in the next six months.
¹

1.

We conducted an online survey of 1,364 individuals who indicated that they had left a job without another in hand anytime between December 2020 and December 2021. A subset of 587 respondents indicated that they had voluntarily left (versus being furloughed or laid off). Data were collected from individuals working in a range of industries in Australia, Canada, Ireland, New Zealand, Spain, the United Kingdom, and the United States.

In the past, spikes in voluntary attrition often signaled a competition for talent, where in-demand workers left one job for a similar but better one at another company. This most recent wave of attrition is different. Most are leaving to take on very different roles—or just leaving the workforce entirely. They have been operating under extreme circumstances for extended periods and have been unable to find an adequate balance between work and life—so they are choosing “life” until they absolutely need to go back.

The competition for talent is different now, too. Employers are competing with the full array of work experiences available to today’s employees—traditional and nontraditional jobs and, in some instances, not working at all.
²

2.

A traditional job refers to an employer–employee relationship in which a single employer hires and pays employees directly and manages their work. A nontraditional job refers to an arrangement in which employees take on part-time or gig work or are in self-managed entrepreneurial roles.

To get in the game, companies must offer adequate compensation and benefits packages; that is the ante. But to win, they must recognize how the rules of the game have changed. While workers are demanding (and receiving) higher compensation, many of them also want more flexibility, community, and an inclusive culture (what we call relational factors) to accept a full-time job at a traditional employer.

Traditional employers must compete across all these elements. They will likely need to adopt entirely new tactics to find and attract “latent” talent—workers who aren’t currently looking to rejoin the labor market but who might come back if they get the right offer.

In this article, we look at the employees who left a job without another in hand, who returned and why, and how companies can begin to bring more workers back into the fold. Now more than ever, companies must redefine their attraction and retention strategies and build a value proposition that takes employees’ whole lives into account. The longer they wait, the more burnout they will create among existing employees, potentially leading to even more attrition.

Among those who quit, attrition was most apparent in the consumer and retail, healthcare, and education sectors—industries that have
felt some of the greatest social and economic pressures during the pandemic.

Why are employees leaving?

Because they can. Leaving a job used to be anxiety inducing; it isn’t anymore. The cost of switching jobs has gone down significantly. There is much less of a stigma associated with showing a gap in your résumé. Because of the current labor shortage and the greater acceptance of remote work, employees in many industries are confident that they can find work anywhere, whenever they are ready. They have access to more information about the labor market than ever before—through word of mouth and social-media sites, for instance—so they don’t need to rely on the usual recruiting resources. They have seen friends and colleagues depart and survive, and they are confident that they can, too.

Because they are upset. Those who voluntarily left cited experiences with uncaring leaders, unsustainable expectations of work performance, and lack of career advancement as factors in their decision (Exhibit 1). Employees witnessed how companies furloughed or laid off their colleagues during business slowdowns. Those who remained resented being told to shoulder greater burdens and put in more time (sometimes with suboptimal resources) to help keep operations afloat.

Exhibit 1

We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: [email protected]

Because they are exhausted. Our research shows that poor mental health (burnout and stress), family-care demands, and reflections on purpose because of the COVID-19 pandemic played big roles in why some workers left their companies without another job in hand. Consider the couple who, after two years of stressful, isolating remote work in their respective jobs, realized they could get by on one income as a trade-off for spending more time with their children. Among those who quit, attrition was most apparent in the consumer and retail, healthcare, and education sectors—industries that have felt some of the greatest social and economic pressures during the pandemic.

Of the almost 600 employees we polled who voluntarily left a job without another in hand, 47 percent returned to the workforce in
either traditional or nontraditional work arrangements.

Why are some employees returning?

Because they want to. It’s complicated, but for reasons relating to the state of personal health and finances, outreach from people in their networks, dissatisfaction with start-up experiences, and so on, some employees have started to return to traditional employment. Of the almost 600 employees we polled who voluntarily left a job without another in hand, 47 percent returned to the workforce in either traditional or nontraditional work arrangements. Almost a quarter of the returnees took up nontraditional work, while 76 percent went back to traditional employment. The latter group cited workplace flexibility, adequate compensation, and reasonable expectations about performance as top factors in their decision to return (Exhibit 2). Only 21 percent went back to work in the same sector and assumed roles at a similar level as those they left.

Exhibit 2

Focusing only on compensation or only on cultural factors won’t stem the tide of attrition. Business leaders must pay constant attention to both.

Are they back for good, or just for now?

Our research shows that 25 percent of the employees who voluntarily left and then returned (to both traditional and nontraditional roles) are at least somewhat likely to leave their current employers in the next three to six months. They know that other opportunities are out there—particularly in this strained labor market. And they say that if professional development, workplace flexibility, support for mental and physical health, and other needs aren’t being met at one company, they will look for the right conditions elsewhere (Exhibit 3).

Exhibit 3

What if you subsidized cleaning services instead of gym memberships? Or what if you invested in on-site childcare services that would allow
employees to eat lunch with their children?

How do you bring them back—and keep them?

Companies’ general response to the employee exodus has been to do more of the same—using short-term Band-Aid solutions to address labor shortages. For instance, some big-box retailers are offering to pay store workers daily, rather than weekly or biweekly, to make jobs more appealing. Other companies are paying extra to keep disengaged employees on board, even if productivity is taking a hit, simply because they need workers.

Companies won’t be able to justify and sustain these moves for the long term, however. To start to repair relationships with employees, companies must take a different approach, focused on the following core principles.

Pay to play: Revise compensation and benefits

Business leaders can’t just write one big check after another and expect that to keep employees in the fold. But that’s what many are trying to do. In one financial-services company, for instance, during the pandemic, leaders increased salary ranges by 15 percent to try to keep employees from leaving, but attrition levels stayed the same. That’s because the company had not addressed concerns about untenable hours and high-pressure assignments in the middle of a global pandemic. Nor had it acknowledged the churn going on within the industry.

Companies will need to restructure compensation packages in ways that will attract and retain disillusioned employees. There is no one right way to do this; a lot depends on context, and some trial and error may be involved. Business leaders will need to ask themselves certain questions: What do the market rates look like? Given prevailing rates, does it make sense (for, say, the big-box retailers mentioned earlier) to pay workers daily—or will that just encourage short-term stays and greater attrition? Companies must remember that pay transparency is at an all-time high. If current employees find out that the company is offering higher pay to new hires or otherwise changing pay practices to lure new employees to the company, they may request raises of their own, which could drain the organization of resources needed to fight other fires—possibly prompting even more departures.

As part of their discussions about compensation, companies should also consider which benefits employees would need to find the work–life balance that they say is critical for their return. What if you subsidized cleaning services instead of gym memberships? Or what if you invested in on-site childcare services that would allow employees to eat lunch with their children? Companies must assess standard compensation against the types of relational factors that employees say they want—such as mental-health services or various forms of flex time—and find the right balance.

Play to win: Make your workplace sticky

Compensation and benefits reviews are just the first step; companies must also invest in building “sticky” workplaces—listening to employees, anticipating and addressing their concerns, fostering psychological safety and a sense of community, and measuring outcomes. Rather than conducting only exit interviews, for example, has your company implemented “stay” interviews, asking people in the most critical roles how they are doing and what they need to continue in those roles?

Based on responses, companies might introduce new types of scheduling, staffing, and hiring innovations—for instance, why not establish a midday shift for workers, or allow people to assemble their own teams for projects rather than assigning them to ready-made squads? One retailer has simplified its application process for new candidates, hoping to decrease the time to hire and quickly expand its workforce. Other businesses might want to let job candidates test out roles for a limited period or directly interview potential colleagues in those areas of the company that interest them most.

Over the past two years, some companies have tried other relatively simple sticky compensation-related moves, including offering “well-being” bonuses to employees or providing extra days off for professional development or mental-health breaks. One theme park and entertainment company has offered to pay 100 percent of the tuition costs for employees seeking higher education.
³

3.

Timothy Bella, “Dolly Parton’s Dollywood says it will pay all tuition costs for employees pursuing higher education,” Washington Post, February 9, 2022.

In this new competition for talent, employers should acknowledge the different roles that compensation can play, as both a hygiene factor and a source of motivation. Individuals may be looking for a certain range of pay when considering a job offer. But once that threshold has been met, cultural factors can make a company more attractive to join and, ideally, provide more incentive to stay. Focusing only on compensation or only on cultural factors won’t stem the tide of attrition. Business leaders must pay constant attention to both.

Pop quiz: Can you turn attrition into attraction?

We’ve assembled a hypothetical team that you lead. Can you retain them, or will you lose them to the Great Attrition? Forty percent of workers are considering leaving their current jobs.

Stack the deck: Expand your talent pool

In most companies, talent acquisition teams focus on enticing, screening, interviewing, and hiring candidates who fit the traditional definitions of a job applicant. To compete successfully for today’s workforce, however, they must think more creatively about candidates: What about the nontraditional workers who aren’t even on their radars? These might include students, “boomerang” employees—those who return to a company after leaving—and others currently doing part-time or contract work or leading their own one-person start-ups.

Even more important, talent acquisition teams must find ways to attract latent workers—those who are not in the workforce at all, and not actively seeking a traditional job at a traditional employer, but who might return with the right offer and under the right conditions. Maybe they are burned out and on an indefinite break. Maybe they left the workforce during the pandemic to take care of their kids but are considering a return now that schools are getting back to normal schedules. Based on our conservative calculations, this untapped source of labor could be as many as 23 million people.
⁴

4.

To estimate this figure, we looked at the following cohorts: the number of people of working age who have left the labor market, early retirees, students, and those who switched from traditional to nontraditional roles.

It is incumbent upon talent acquisition teams to identify and woo these potential candidates—and to do so quickly. The longer these workers are sidelined, the more training they will need to get back up to speed with certain skills (Exhibit 4).

Exhibit 4

To reach nontraditional workers, companies must actively lower the barriers to entry and rethink requirements for certain roles. For example, do candidates really need an advanced degree to fill a critical role, or will a certificate of specialization or an apprenticeship suffice? Consider one possible cohort of nontraditional workers: those who have had run-ins with the law. Many states now have “ban the box” policies that require companies to remove any questions about convictions or arrest records from job applications and to delay background checks until later in the hiring process.
⁵

5.

“Ban the box,” National Conference of State Legislatures, June 29, 2021.

For some companies, this change—along with the existence of organizations such as Homeboy Industries, which provides placement services and support for former gang members looking to reenter the workforce—could help them access nontraditional talent.

To reach latent workers, companies must be willing to change their approaches to hiring. Instead of using the same old online hiring platforms and keeping their searches local, talent acquisition teams should think creatively about their referral programs—for instance, launching a personalized “phone two friends” campaign, asking existing employees to recruit within their networks—and acknowledge that the best candidates may be outside the immediate radius of the company’s headquarters.

Even before doing any outreach, employers should consider the critical skills that the company requires and determine the universe of potential candidates inside and outside the company who possess these skills. Is that universe shrinking or growing—now, and five years from now? How many tasks could be automated? One financial institution performed such an analysis and realized that salespeople were spending the bulk of their days processing orders and managing documents rather than pursuing actual sales.
⁶

6.

Martin Dewhurst, Bryan Hancock, and Diana Ellsworth, “Redesigning knowledge work,” Harvard Business Review, January–February 2013, Volume 91, Numbers 1–2.

With this information in hand, business leaders could redefine and reassign roles in a way that would not only be more meaningful and manageable for overworked employees but also create more value for the company.

The new competition for talent is not just about employers competing with one another to find the best workers; it’s about employers acknowledging the many choices that today’s workers have and finding effective ways to compete against all those options. The old playbooks won’t work. Even for those companies that end up figuring out how to bring some people back, there will be inevitable setbacks (and further waves of attrition) if they can’t figure out how to retain those workers.

By following the principles offered here, however, companies can start to build a true capability in attraction and retention, transform themselves into destination workplaces, and meet the ever-changing needs of this and next-generation workforces.

Truist Careers | Search for jobs from Truist

Truist Careersnbowman2022-09-04T04:54:02+00:00

Work and live with greater purpose at Truist. We stand for better.

NBA Careers

Find Your Position

From streaming live entertainment and games, to emerging technology and law, to marketing, security and more, the NBA has positions available for the most passionate and accomplished candidates. Every member of our team serves an important and valuable role. Whether you are on the court, behind the scenes or out in the community, you’re helping others experience the NBA like never before.

Basketball Africa League

The Basketball Africa League (BAL), a partnership between the International Basketball Federation (FIBA) and the NBA, is a new professional league featuring 12 club teams from across Africa. Headquartered in Dakar, Senegal, the BAL builds on the foundation of club competitions FIBA Regional Office Africa has organized in Africa and marks the NBA’s first collaboration to operate a league outside North America. Fans can follow the BAL (@theBAL) on Facebook, Instagram, Twitter and YouTube and register their interest in receiving more information at NBA. com/theBAL.

Basketball Operations

Basketball Operations oversees the league’s oncourt activities, including the development of regular-season and playoff schedules, the management of rule changes, and the enforcement of player conduct standards and discipline. Basketball Operations also works closely with USA Basketball and FIBA, the International Basketball Federation, to promote the international growth of the game.

Basketball Strategy & Analytics

The Basketball Strategy & Analytics department is responsible for data collection, analysis and technology pertaining to all on-court activities. The group, in partnership with Referee Operations, oversees the Game Review Program to help drive improvements in referee performance and rules clarification initiatives. Basketball Strategy & Analytics also leads strategic initiatives focused on innovating and improving the NBA game, such as rules changes, improvements to the competition format and implementation of technologies to improve player health, game integrity and fan engagement.

Communications

Communications is comprised of five subgroups. Basketball Communications manages basketball media relations and institutes and enforces media policy and procedures for the leagues and the teams while overseeing media operations for all major events. Business Communications supports all business areas including Marketing Partnerships, Merchandising, Digital, Team Marketing & Business Operations, Player Programs, Social Responsibility and Marketing. International Communications supports the media relations efforts of regional offices around the world. Response Management is responsible for monitoring media coverage. Editorial manages internal communications and creates content highlighting the game for dissemination to the media.

Content

The Content department is one of the largest providers of digital and sports content in the world and is responsible for the development, production, and programming of NBA, WNBA, NBA 2K League and NBA G League content. The department also oversees all major events globally including the leagues’ All-Star events, Drafts, Playoffs, and Finals.

Digital Media

Digital Media’s mission is to bring the world courtside by providing the NBA experience for everyone, everywhere. The department creates and manages digital products (like mobile applications and virtual reality products) that extend the league’s global reach. The NBA is the most popular sports league on social media, and the Digital Media team manages all of the league’s social platforms. The department also works with NBA Digital (a joint venture between the NBA and Turner Sports) to manage and present best-in-class websites and digital products for the NBA, WNBA, NBA G League, NBA 2K League and all teams across the four leagues, and develops strategies for distributing content to our global regional offices and partners.

Facilities & Administration

Administration oversees a range of operational and professional services for the NBA, WNBA, NBA G League and NBA 2K League. The Facilities team ensures that the work environment is functional and well-maintained, and is responsible for office renovation design, overseeing equipment repairs and maintenance, and acting as the liaison between the league office and property management. Administration also manages mail, duplication, messenger, office supply, and catering services. The Risk Management and Insurance team utilizes various risk transfer mechanisms, such as insurance, and proactively identifies and minimizes risk to help to protect the NBA’s human, financial and physical assets. The Diversity and Inclusion (D&I) team provides strategic guidance and serves as a catalyst for league-wide D&I strategies. The team is focused on ensuring that the NBA continues to have a diverse and inclusive mix of talent at all levels globally and that the full capacity of that talent is being leveraged. The team is also responsible for guiding supplier diversity and inclusion learning efforts.

Finance

The Finance department partners with business leaders to provide decision support and financial rigor around business plans, business performance, market expansion, product launches and new initiatives. The “League Finance” team is responsible for business planning, financial reporting, decision support, and setting and monitoring the short- and long-term financial goals of the organization. The “Controllership” team oversees all the accounting, tax, treasury, accounts payable, accounts receivable and payroll functions. The “Team Finance” group provides analytical and transactional support to NBA teams and oversees the execution and compliance with key League-wide programs.

Global Innovation Group

The NBA’s Global Innovation Group is a unique in-house strategy group responsible for the creative development and execution of long-term growth initiatives for the NBA and its affiliated leagues, in terms of both revenue and fans. It is also responsible for creating a culture of innovation by equipping NBA departments with the skills, mindsets and tools to surface and execute new concepts. It serves as a consultant and adviser to the league’s Senior Leadership Team on the strategic direction for the company and on individual initiatives.

Global Media Distribution

Global Media Distribution manages relationships with the NBA’s domestic and international television and digital media partners. The group oversees the distribution of NBA, WNBA, NBA G League, NBA 2K League and USA Basketball games and programming content in more than 200 countries and territories. The content is circulated in more than 40 different languages, reaching millions of households worldwide.

Global Partnerships

Global Partnerships develops and manages marketing and merchandising partnerships with some of the world’s most recognizable brands. The department creates and executes marketing and merchandising platforms tailored to driving each partner’s business around the NBA, WNBA, NBA G League, NBA 2K League and USA Basketball.

Human Resources

Human Resources drives the NBA’s global workforce strategy, including talent acquisition, talent management, employee development, employee relations, compensation, and benefits. Human Resources works to identify candidates that will help drive the league’s strategic direction and business goals, develops programs to aid in employees’ professional development, and implements policies and procedures designed to maintain an employee-friendly workplace. The department also supports the company’s human resources information systems (HRIS) that provide data and reporting to assist in key business decisions.

Information Technology (IT)

Information Technology (IT) designs, develops and maintains systems and technical infrastructure that support the League’s global operations and corporate goals. IT works closely with NBA business areas to help them derive the highest value from their technology investments. This includes technologies that enable NBA employees to work most effectively and collaboratively with their co-workers, teams and partners. IT also interfaces with, and provides support to, NBA teams and their venues for technologies that are used during games. The department also provides the technical infrastructure and on-the-ground support to thousands, including employees, marketing partners, broadcasters and media at major events such as the All-Star game, Finals and Draft. IT is responsible for protecting the NBA’s data and infrastructure through a best-in-class Cyber Security program.

Legal

The legal department provides advice and counsel with respect to all of the company’s activities and businesses on a global basis. For the NBA and WNBA, the department assists in the negotiation and administration of collective bargaining agreements with players, including the salary cap system, the anti-drug program, and the grievance/arbitration process. For both of these leagues and the NBA G League, the department provides advice on the structuring of player contracts, trades, disciplinary matters, and playing rules issues. League transactional lawyers administer policies governing the transfer and relocation of teams, the approval of new arenas, and the regulation of team ownership and debt. Our deal lawyers negotiate and advise on the structuring of business arrangements with counterparties in a variety of areas, including television, digital media, sponsorship, consumer products, gaming, and events. Our intellectual property lawyers maintain and protect the company’s worldwide portfolio of trademarks and copyrights. The legal department handles litigation, investigations, and legislative affairs, and oversees a compliance program across all of our business lines and offices.

Marketing

Marketing is responsible for the NBA’s global marketing operation, directing brand development, strategy, and advertising of league-wide marketing campaigns and promotional initiatives across the NBA, WNBA, NBA G League, and NBA 2K League. The department includes Market Research and Analytics, Advertising and Media, Digital Marketing Strategy, Events Strategy, Customer Data Strategy, and Brand Management.

Media Operations & Technology

Media Operations & Technology manages the operation and distribution of NBA TV and the global distribution of NBA Entertainment (NBAE) programming. This department is also responsible for domestic and international satellite operations, NBAE studio operations, and digital media operations and encoding. The team also collects, catalogues, stores, archives and retrieves all NBA assets, and collects and distributes nightly data from arenas across all three leagues.

NBA 2K League

The NBA 2K League is a professional esports league co-founded by the NBA and Take-Two Interactive Software, Inc. (NASDAQ:TTWO). Launched in 2018, the league features the best 102 NBA 2K players in the world. Each of the league’s 17 teams drafted six players to compete as unique characters in 5-on-5 play against the other teams in a mix of regular-season games, tournaments and playoffs.

NBA G League

The NBA G League is the NBA’s official minor league, preparing players, coaches, officials, trainers, and front-office staff for the NBA while acting as the league’s research and development laboratory. Featuring 26 teams with one-to-one affiliations with NBA franchises for the first time ever during the 2017-18 season, the league offers elite professional basketball at an affordable price in a fun, family-friendly atmosphere.

Referee Operations

Referee Operations is responsible for all aspects of the NBA’s officiating program, including recruiting, training and development, and scheduling. Referee Operations is also responsible for the Replay Center, which facilitates using instant replay to help make decisions in conjunction with the on-court officials. Referee Operations partners closely with the Basketball Strategy and Analytics team (within Finance & Strategy) to manage game data and analysis programs, including the Game Review Program.

Regional Offices

The NBA’s regional offices grow the game of basketball globally by hosting NBA events, developing grassroots basketball programming, creating sponsorship opportunities for local businesses, implementing merchandising strategies with regional licensees, selling international TV packages, overseeing regional public and media relations, and more. Our regional offices (and locations) include:

NBA Africa (Dakar, Johannesburg, Lagos)

NBA Asia (Hong Kong, Manila, Singapore)

NBA Canada (Toronto)

NBA China (Beijing, Shanghai)

NBA Europe & Middle East (London, Madrid)

NBA India (Mumbai)

NBA Latin America (Mexico City, Rio de Janeiro)

NBA United States (New York, Secaucus, NJ)

Security

Security is responsible for maintaining the integrity of NBA, WNBA, 2K League and NBA G League games. The department designs, develops, and executes security plans and programs to provide a safe and secure environment globally, protecting players, fans, and employees at league offices, arenas, and special events. The department’s goal is a safe and secure NBA for all.

Social Responsibility & Player Programs

Social Responsibility & Player Programs leads the League’s global social responsibility and youth basketball participation initiatives as well as player development and strategic marketing efforts that help players be more successful off the court. The programs managed by this department include NBA Cares, Jr. NBA and the Rookie Transition Program, an orientation program designed to educate and help rookies successfully transition into their roles as professional athletes. In addition to community building and player programs, the department also oversees efforts with former players, player family members and it manages communication and engagement with government agencies.

Team Marketing & Business Operations (TMBO)

Team Marketing & Business Operations (TMBO) is a unique in-house consulting group within the NBA league office that strives to drive best practices and innovation across all NBA, WNBA, NBA G League and NBA 2K League teams. The focus of this fast-paced and collaborative department is on all aspects of business operations, including ticket sales and service, sponsorship, marketing and digital.

WNBA

The WNBA is a bold, progressive basketball league that stands for the power of women. Featuring 12 teams, the W is a unique sports property that combines competition and entertainment with a commitment to diversity and inclusion and social responsibility. Through its world-class athletes, the in-game fan experience, TV and digital broadcasts, digital and social content and community outreach programs, the league celebrates and elevates the game of basketball and the culture around it.

View League Opportunities
Interested in Working at a Team?
Interested in NBA Digital jobs with Turner?

How to motivate top professionals | Executive.

Many managers believe that the main motivation of employees is salary, but this is not true. If a company wants to hire a truly talented, multi-tasking employee who takes on challenging tasks, is proactive and grows within the company, then the approach to motivation needs to be reconsidered.

In my practice, there was a case when I poached an expert whose duties in the previous position after her departure could not be performed by two employees at once. To hire really cool specialists, they need to offer something more than material goods. Plus, in addition to motivation, you need to avoid typical mistakes.

Three typical mistakes of managers

Totalitarian management methods do not work . As well as formal ones, for example, an eight-hour work schedule or an irregular 24/7. Templates, bureaucracy, standard approaches kill flexibility and initiative. It is better to allow an employee to lead those projects that he considers necessary than to lose him. Give maximum freedom of action to the team, trust and help it. In this case, she will be more active and motivated to work for the benefit of the company.
Rigid management methods. This usually happens when managers hire people who have knowledge and experience at a level below their own. This gives them the opportunity to feel superior. Well, subordinates in the company feel pressure and want to quickly go home. No initiative can be discussed in a toxic atmosphere of micromanagement and humiliation. In this case, it is necessary to change the management itself, learn to listen to the opinion and desires of employees.
Managers do not help and explain to employees the features of projects and processes It is not clear what is behind decision making. And the HR department does not advise on career planning, does not conduct trainings, and does not have a talent development plan. Then employees simply go with the flow or demand a raise, simply because it’s “time”, and not because of their achievements or additional. projects. For example, in one company where I worked, it was forbidden to tell subordinates whether they were in the talent pool or not, and, naturally, this approach hindered their growth.

Six Management Actions to Attract and Retain Talent

Company management should stimulate the development of employees and give them full information about the prospects for advancement. A properly built system will help personnel realize their potential and advance in the company. To do this, you need:

1. Select initiative employees. Even at the stage of hiring, it is necessary to select those who seek to take control into their own hands and wish to expand their area of responsibility. People with an active position offer their ideas, participate in discussions and will not turn a blind eye to the problem, even if it does not concern their direct duties.

2. Create a climate open to dialogue. Management must encourage initiative and not be aggressive, even if the employee or team has an alternative opinion that is contrary to the thoughts of the boss. Pressure demotivates and stops development. I have had experience when my proposals were rejected or not noticed. Having put forward ideas a couple of times, I no longer wanted to share them, there was no point. So a company can miss out on a really worthwhile offer if it does not give people the opportunity to speak out.

Team exercise: There are usually different opinions at the meeting, sometimes they can lead to conflict within the team. The task of the leader is to ask people to divide into subgroups, and to indicate the pros and cons of each of the decisions. You can ask the most active employees to change their position and try to protect the opposite side. The main task is not to understand who is right, but to find the most optimal solution. And no matter who proposes the idea, it is important that the team solves the problem together.

3. Choose a balanced team. According to the MBTI classification, there are personality types that will interact differently with other people. “Red” people tend to make decisions quickly, not listen to anyone, insist on their own, “yellow” people are creative and active, always full of different, sometimes even the most ridiculous, ideas and very sensitive to feedback. If you put a “red” person in a leadership position, then it will be very difficult for the “yellow” to work with him. It can kill the best deals in the bud. It is worth choosing balanced teams and cultivating tolerance and openness to different opinions. Then we can expect that the team will be more harmonious, well-coordinated and efficient.

4. Disclose the company’s values and mission. Millennials and generations Y and Z pay less and less attention to the level of salaries, and more and more to the extent to which the corporate culture and company values respond to them. So, my colleague wrote a letter of resignation and left without compensation and a potential job, simply because her task pool narrowed, and several people from her team were reduced. This suggests that such people are not ready to put up with any order, unspoken rules, they know their own worth. What matters to them is how corporately and socially responsible the company is, how it affects the life of society and people. Employees want to be proud of their employer, and for this, management must not only have, but also convey to the team their values and guidelines.

Some organize charity marathons, various joint events. For example, in Philip Morris there was a program when the company doubled the funds that employees donated to charitable projects. But, most importantly, when the work itself brings you satisfaction, and the mission of the company corresponds to your own.

5. Get employees interested. Management and HR can make the work of their employees more interesting. To do this, you can launch various cross-functional projects, conduct trainings, send people on business trips, give them the opportunity to implement hobbies within the company, and thus create a normal work-life balance. When a person feels fulfilled, his work will be more effective. We just need to provide a positive climate and motivate people to communicate, demonstrate openness and willingness to help. Indifference and honesty on the part of the authorities is always felt.

6. Develop employees within the company. Many people, in addition to their careers, want to develop their brand, they want not to kill themselves at work, making reports that no one needs, to realize their projects, to be able to delegate, etc. If you understand the needs of people, you can find the right tools to help them . I’ll give you an example. A few years ago there was a boom in startups, and a lot of employees wanted to start their own business. One of the Big Four companies did not want to lose valuable personnel, and launched an educational project where employees were given the opportunity to take a course in entrepreneurship. After that, people could take a year off to try themselves in a new direction. During this time, the employee had his place, to which he could return at any time. Employees who left or stayed felt grateful, left positive feedback, and thus strengthened the positive reputation of the company both internally and externally.

Don’t worry about people leaving. If the management is focused on their development, then even in the event of dismissal, the employee will advise the company and its services / products to others. And this is the ideal employer branding tool.

More and more people want not only to receive a decent salary for their duties, but also to realize themselves as a specialist and contribute to the development of the company, having the opportunity to live comfortably. If the management does not build a flexible system of motivation, does not create a positive climate, then the company may lose talented specialists. Of course, there will always be those who are ready to work in any conditions, focusing only on salary, but most often you should not expect initiative and interest in development from them.

Also Read:

11 Alternative Careers for Psychologists (Plus Salary and Responsibilities) • BUOM

Posted by the Indeed Editorial Team

October 14, 2021

As a psychologist, there are several different career paths you can consider depending on which one best suits your interests. A person with a psychology degree may also choose to take an alternative job instead of being a psychologist. By studying this area, you can gain skills related to other professions, such as attention to detail and knowledge of human behavior, which can make you a valuable asset to many organizations. In this article, we will discuss 11 alternative careers for psychology professionals, including salaries and job responsibilities.

Here are 11 alternative careers you can pursue with a degree in psychology:

1. Adoption Specialist

National Average Wage: $36,054 per year

Key Responsibilities: making sure they fit together. They provide care for the child and foster parents. Families wishing to adopt seek out adoption professionals who act as intermediaries between them and the biological parents. Psychologists can excel in this field because of their ability to provide emotional support to biological parents, adoptive parents, and the child. A person with this degree can also use their communication skills when mediating between parents.

2. Child Advocate

National Average Salary: $38,202 per year

Key Responsibilities: A Child Advocate is a type of social worker who works to support children and minors. They are responsible for the welfare of children, which may include deciding where they live and which schools they attend. Psychologists can excel in this role because of their attention to detail and ethical decision making. Attention to detail is useful because the child rights advocate evaluates the mental state of the child and the home environment. Sometimes a child can’t express their feelings properly and needs a protector to notice the behavior they’re showing.

3. Career Counselor

National Average Salary: $39,170 per year

Key Responsibilities: The Career Counselor can help clients and students choose the career path that suits them. They advise clients who are looking to make a career change and direct them to the right school or program to achieve their goals. This person also assists clients through the financial aid process and administers personality and interest tests to help them determine which career path may best suit them. Psychologists can better understand how to help their students and clients with any concerns or questions they may have.

4. Probation Officer

Average National Salary: $43,611 per year

Key Responsibilities: A probation officer follows the requirements of a client’s court-ordered probation rules. They may work with social workers to help the client re-enter the community more easily. They also document the progress of the client and prepare any legal documents, meeting with the client regularly to ensure that he is following orders. Psychologists can use their knowledge to assess whether their client is telling the truth by looking for verbal and non-verbal cues that can help the officer understand their progress in the program.

5. Recruiter

National average salary: $49,306 per year

Main Responsibilities: Recruiter helps to create qualified personnel for organizations and immediately fill a vacancy. Their main responsibilities include searching for candidates through job search networks or online job sites, screening candidates before interviews, processing job applications, and hiring new employees. Psychologists can succeed in this career because of their active listening, understanding of personalities, and knowing the importance of how employee well-being affects company performance. Understanding a person’s personality can help a professional assess where a candidate might best fit into the company.

6. SEO Specialist

National Average Salary: $53,050 per year

Key Responsibilities: An SEO Specialist is someone who optimizes keywords, creates content, evaluates websites, analyzes problems, and manages clients . They focus on improving the ranking of a website on the search engine results page (SERP). Higher SERP rankings can lead to more users seeing a website, which is the goal of an SEO specialist. Psychologists can succeed in digital marketing positions such as SEOs because they can apply their knowledge of human behavior. Understanding human behavior can improve an organization’s SEO strategies.

7. Marketing Consultant

Average National Salary: $56,004 per year

Key Responsibilities: A Marketing Consultant works with clients to create and execute marketing strategies. They draw up detailed marketing plans to inform their target audience about a product or service. Other responsibilities may include maintaining brand image, awareness and sales. Psychologists can excel in this field because of their communication skills and knowledge of human behavior. Understanding human behavior can improve marketing copy because customers may be more receptive to it. Their research abilities can also help them identify new marketing trends that they can implement.

8. Social worker

National average salary: $56,969 per year

Key Responsibilities: A social worker helps clients who are experiencing problems such as injury or disability. They evaluate the client based on their emotional, financial and physical needs and create a treatment plan for them. Other responsibilities may include providing educational resources or access to health care services they may need, as well as monitoring their clients’ progress through regular meetings to help them set and achieve goals. For psychologists, social work is a similar degree where they can apply their knowledge of critical thinking, human behavior, and effective communication.

9. Talent Acquisition Specialist

Average National Salary: $99,845 per year

Key Responsibilities: A Talent Acquisition Specialist is someone who constantly seeks qualified candidates to fill vacancies. They draw their talents from places like job fairs, networking events, community events, and industry conferences. Psychologists can excel in this role through their understanding of human behavior, research, and critical thinking skills.

10. CEO

National average salary: $116,689 per year

Key Responsibilities: The CEO is the one who is the effective leader of the organization and is responsible for making corporate decisions. They can also influence the culture, vision, and goals of the company. Psychologists can be successful in this position because the CEO has similar skills such as effective communication, ethical decision making, the ability to work and understand others, innovation, and problem solving.

11. UX Researcher

National Average Salary: $137,470 per year

Key Responsibilities: A UX Researcher is someone who collects and evaluates consumer data to make user interaction with a product efficient and easy. They also find ways to improve the product. Other responsibilities may include providing surveys to consumers, developing research strategies, collaborating with other team members, and presenting their results to company executives.

Psychologists can excel in this role because UX design is primarily about understanding human behavior and creating products that resonate with users. They can use their background knowledge to understand the motivation to create products that matter to users, which is why they want to use the product.

The paradox of a shortage of cybersecurity professionals

By 2025, there will be 3.5 million cybersecurity jobs around the world.

More than three million cybersecurity professionals are needed worldwide. But as cyber startups continue to lay off people and raise the bar for entry to work, many do not believe in a shortage of skilled workers.

Gap gets bigger

According to Microsoft, there will be 3.5 million cybersecurity jobs globally by 2025, a 350% increase over an eight-year period.

Cybersecurity employers are in dire straits with tight budgets as they tend to be a cost center rather than a profit center as is the case with software development organizations, said Dan Wicks, director of employer partnerships at Fullstack Academy.

“Experienced cyber professionals often don’t have time to mentor and develop entry-level talent to stay ahead of the competition. In contrast, software development organizations place a lot of emphasis on onboarding and mentoring entry-level employees,” said Dan Wicks.

Currently, job creation is outpacing talent growth by 3 to 1, so Brian suggests closing the gap in the following ways:

Automation – A lot of cybernetics-related tasks are repetitive and increase the burnout rate currently seen in the industry. Automation of routine tasks will reduce the need for personnel, but at the same time will allow redirecting talents to more demanded/critical tasks.
Increasing the number of computer science/cybersecurity degrees. Although degree requirements are declining across the country, the importance of higher education will never diminish. In many (more traditional) companies, the need for diplomas will continue. The number of trained and qualified candidates can be increased by engaging students at an earlier age and educating them about career opportunities in cybersecurity.
Rethink hiring methods – Companies need to move away from the traditional hiring process. It is important to establish a standard set of roles and responsibilities. Select the preferred model, which would include positions from entry to senior level. This creates a precedent for hiring managers to use in writing job descriptions and selecting candidates for interviews. In addition, this approach will allow them to pay attention to internships and other non-traditional ways to attract talent.

How important is wages?

The “earnings” of criminals outstrip salaries in the field of cybersecurity. According to anti-fraud firm Arkose Labs, rookie scammers start at $20,000, while seasoned scammers “earn” up to $600,000 per month.

The salary of network security specialists does not come close to this level. According to the 2021 ISC Survey of 4,753 Cybersecurity Professionals, the average pre-tax salary in 2021 was over 9$0,000. In North America, the average pre-tax salary is $119,000, in Latin America it is $32,000, in Europe it is $78,000, and in the Asia-Pacific region it is $61,000.

As a result, the question arises: are we losing talent in the criminal underground?

“I doubt it. Most entry-level cyber talent is focused on the blue team, that is, employer protection. More than 80% of cyber jobs are on the blue team,” Weeks says.

Brian doesn’t believe that people naturally turn to the dark side for money.

Employees experience stress

Due to the lack of qualified personnel and automation, many employees work almost around the clock, 7 days a week. With the current threat landscape, including ongoing cyber warfare, the pressure is likely to only escalate.

“Most likely, the stress on cybersecurity workers will increase month after month until there is an increase in recruitment to create a “bench” and more artificial intelligence is introduced to deal with constant cyber threats,” Weeks said.

Middle and senior cyber specialists can rarely delegate work to novice specialists. According to Brian, the pace of work, combined with stress, creates an environment conducive to burnout.

“I would also recommend that employers stop looking for people with only three to five years of experience and develop two entry-level positions for these mid-level professionals. Through an internship, costs are usually less than or equal to existing ones. This will help solve the problem of headcount, burnout and not increase the costs of the organization,” Brian added.

What about training programs?

Companies tend to be afraid of the unknown, Brian says, and apprenticeships have always been equated with trades and not necessarily technical jobs like cybersecurity.

“Companies and talent acquisition teams are reluctant to embrace new change. Department of Labor standards can be intimidating and come across as a useless headache.”

Recently, Brian’s team has seen an increase in the implementation of apprenticeship systems. “This has been driven by the consistent actions of the federal and state governments, as well as the large sums of money invested in internships over the past few years. In addition, apprenticeships have been a great way for companies to increase the number of hired professionals, which has contributed to the growth in the number of apprentices.”

Historically, 90% of apprentices stay with their employer for at least one year after graduation, and this number increases after two years of internship.

“I would encourage companies to create career opportunities within their organization. We have found that people often leave not because of money (of course there are some), but because of the prospect of gaining new skills elsewhere. Not all companies have the opportunity or scale for people to develop simply because of budgetary constraints and organizational structure. It’s normal and they will have to put up with attrition, and instead of completely limiting hiring, you just need to create a program that takes these time frames into account, “said Brian.

What we learned in 10 months of remote work: the EPAM experience

You can watch the interview, here it is:

And if you don’t have time, read our short summary. Here we have collected all the most important!

You are the largest company in Russia that hires a remote. Moreover, you started hiring remotely long before the pandemic. Why do you think you predicted this trend?

Arkady Dobkin [one of the founders, chairman of the board of directors, CEO and president of EPAM] started saying a long time ago that we should hire a remote and try different formats of cooperation. Including working with freelancers.

The point is that at some point we started to “hit the ceiling”. There are more people in our HR database across the country than on LinkedIn. There was nowhere else to grow. We felt that the world was too big and we would be too small if we stayed only within our cities. And now every sixth Belarusian in IT works for EPAM.

Of course, we met with resistance from managers and customers. They trusted the specialists who work in the office more. But we had a similar experience. In the United States, they proved to clients that it was safe to trust the critical elements of their service to developers from Russia, Belarus, and Ukraine.

In 2020, we set a goal of 1,000 people working remotely: new or switched to this format of work. By April, due to well-known events, there were 38,000 such employees. In general, we have surpassed the goal somewhat.

In general, we were lucky. We have been developing the EPAM Anywhere direction for several years. The platform was ready, we were able to track the productivity of employees, work in the cloud, and so on. All that was left to do was scale it up and go.

Do we understand correctly that everything is actually the responsibility of the manager? That is, discarding the pandemic, if the manager is ready to consider the format of the remote, he can initiate it and recruit a team. Or it may happen that the manager says: “I am ready to work only in the office.”

Yes, but there are no such people left. We are actively hiring, and there is an understanding that the person most likely will not go to the office.

The system is as follows: you can come to the office if a person is very uncomfortable at home. We introduced check-ins, like in hotels: people book their places. Some for two days, some for three, some for a week – as they want. Now only 10% are willing. Nobody is particularly upset.

Are you going to hire remote only after the pandemic?

Yes, we are already in this world. He is different. We do not want to deprive ourselves of the opportunity to hire good employees. Now 25% of our hires are remote workers. For 2021, we plan to hire at least 2 thousand employees who will never work in the office. As a result, there will be about a quarter of fully remote employees. And if it will be very difficult for someone not to see the team, we will create co-working spaces in big cities.

We look at numbers through the lens of getmatch . And we see a qualitative difference in response rates for vacancies with a remote. Interesting, how are you? What are the results in terms of closing speed, number of closings per recruiter, cost of hiring?

Yes, we are breaking records. Especially at the expense of recruiters in the regions. Previously, a recruiter from Ryazan could select candidates only from Ryazan. The average hire per recruiter was 1.2-1.3 per month. And now it’s 3, and sometimes 4 hires per recruiter. Now they can search not only in their region. There are no relocation costs, everything has become easier.

About salaries. How do you regulate them depending on the region? We have an example when a developer who moved from Vladivostok to Moscow began to earn 6 times more. Do you have any rules for this?

It seems to me that this is not a settled issue at the industry level. Those who work with the regions know that a very big shift is taking place right now. Oddly enough, large IT companies are often not ready to hire remotely. But banks and insurance [especially those with large IT departments] turned out to be the boldest of all and cheerfully went to the regions. At the same time, they do not hesitate to offer Moscow salaries – apparently, they count money differently. Maybe banks and insurance companies don’t account for the difference in the cost of living. Or maybe IT companies in Russia should learn from them.

At the same time, the largest tech giants in the US, on the contrary, calculate the salary level depending on the region. Each state has its own rate tied to the cost of living.

Previously, in EPAM, the salary in the regions was approximately 70% of the Moscow salary. Now the situation is leveling off – new employees are offered higher rates.

How do you support and maintain corporate culture while working remotely?

We have created a service that allows you to create online events among employees. It helps the team communicate, share vision, resolve conflicting topics, and so on. We also organized the provision of “consulting services”: if you are a manager and want to host an event, HR will advise you.

I think everyone had a story when in the first month at a distance everyone had tea and coffee parties. It was interesting for everyone to look at each other in an informal environment: cats, children, and so on. And then less and less people began to come, work blocked everything. Informal meetings turned into workshops. There was a need to find formats that allow people to be involved, interested, and allowed to get to know each other better. These tasks are handled by a special event division.

Employer Brand talent acquisition strategy • Daria Volkova

A place of work is a continuation of people’s way of life and a certain set of expectations from the employer. When accepting an offer, they look not only at the salary and the number of days off, but also at the coincidence of values, relationships with former employees, corporate identity, and so on.

According to research, the search for a junior specialist costs the company 25-30% of his annual salary, and for a senior specialist 50-200% of his annual salary. Therefore, the employer brand is not a short-term chip and not a new trend, but an effective way to save money on hiring in any business area.

I can help you attract talent easier and cheaper, as I have experience at the intersection of marketing, PR, advertising and HR. I was Head of Employer Brand in one of the largest Ukrainian banks, so I understand the specifics of recruiting both in corporations and small businesses.

According to research, finding a junior specialist costs the company 25-30% of his annual salary, and senior specialists 50-200% of his annual salary. Therefore, the employer brand is not a short-term chip and not a new trend, but an effective way to save money on hiring in any business area.

I’ll help you attract talent easier and cheaper, because I have experience at the intersection of marketing, PR, advertising and HR. I was Head of Employer Brand in one of the largest Ukrainian banks, so I understand the specifics of recruiting both in corporations and small businesses.

In which case you need to work with me on Employer Branding:

If you want to improve your employer image, but are not ready to hire a person, please contact me. I will give feedback on the perception of the brand, outline the action plan, propose ideas and bring them to life.

Consider what value (besides money and coffee and cookies) you can give to your team. A clear value proposition (Employee Value Proposition) will help attract the right people who will be united by values, mission, outlook on life, hobbies, etc. This is the answer to the candidate’s question: “What makes you different and why should I want to be part of your company for the next few years?”.

Creating and implementing an Employer Brand strategy involves a series of decisive actions that will affect every aspect of the business. If you are ready to change the image of the employer for the better, then we definitely need to work together!

What I do as part of the work on the Employer Brand strategy:

Meet with the CEO, HRD and the recruiting team to identify problem areas and form a vision for the final result.

I conduct internal surveys and in-depth interviews with employees. It can be a “secret employee” format, when I become a member of your team for 1 week

I analyze the current state of affairs – I measure the level of eNPS (personnel engagement and loyalty), the timing and cost of filling vacancies, hidden problems and potential for development

Create a Candidate Journey Map

Help formulate and implement company values

I develop a communication strategy and a PR strategy for working with the media, in social networks and participation in events

I create a brand book for working with the employer brand, according to which your HR or PR managers will be able to work independently in the future

I draw up a unified style for describing vacancies and job offers

I manage collaboration with student organizations, develop a strategy for the development of CSR – corporate social responsibility

I create a welcome book for beginners

Redesign of social networks and other communication channels

I work with the manager’s personal brand

Working formats:

Version 1

Comprehensive work on the creation and implementation of the Employer Brand strategy
Together we will determine the candidate’s path, his pain points and wow moments, design a new and improved experience of interacting with the company, formulate a clear tone of voice for communication in social networks, the media, and at events.

Result: Increasing loyalty to the employer’s brand, developing ethical relationships in the team. PR and marketing. As a result, it will become easier for you to attract and retain talent, you will be able to offer real value to people and save the company money.

Terms: Individually. I recommend allocating at least 2 months to work with Employer Brand.

Cost: Discussed individually.

Order a project

Variant 2

Employer Branding Consulting
Productive work online or offline. You can get recommendations on how to improve communication within the team, the direction vector in the strategy, and answers to other questions.

Result: You will receive feedback on the current state of the employer brand, options for improving the candidate experience, value proposition formulation, and public activities.

Duration: up to 2 hours.

Cost: $100

Order a consultation

What does your employee tell the family when he comes home? Employer Brand Development Tips

An example of a case for attracting IT specialists – a special project at AIN.UA for Alfa-Bank Ukraine

Theories of motivation – X, Y, Z. How do you manage a team?

How to develop an employer brand?

Do you want to build a strong

Employer Brand , become more attractive to the team and save on recruitment? Fill out the form and I will contact you.

Talent management in the process of forming a talent pool in China (Kruglov D.V.1, Xie Yajing21 St. Petersburg State University of Economics, Russia, St. Petersburg2 St. Petersburg State University of Economics Guangdong University of Business and Technology, Russia, St. Petersburg) / Economics of Labor / № 2, 2022

Cite:
Kruglov D.V., Xie Yajing Talent management in the process of forming a personnel reserve in China // Labor Economics. – 2022. – Volume 9. – No. 2. – S. 363-376. – doi: 10.18334/et.9.2.114185.

Annotation:
This article discusses the issues of talent management in the formation of a talent pool in Chinese companies. The main way for the survival and prosperity of companies in the face of fierce competition at present is the presence of a high-quality composition of employees. Based on the analysis of the personnel reserve in Chinese companies, it is shown that the main problems in the formation of a personnel reserve are: the lack of scarce talents, the uneven distribution of talents between the regions of China, a serious drain of talents and the growing costs of attracting them. Based on this, the management of enterprises determines how to manage the reserve of personnel, taking into account internal and external factors influencing this process, the company’s incentive policy and government subsidies. Having formed a pool of highly qualified personnel, the company will be able to lay the foundation for future competitive advantages in the market.

Introduction

Reserve
talent serves as the core for the strategic development of the enterprise. He is
basis for long-term planning in the company. The personnel reserve is formed on the basis of
from the goals of the enterprise. The corporate talent management system and its
interaction with the external environment allow the company to gain advantages in the conditions
fierce competition, thereby stimulating the development of the organization. The definition of “talent management”
appeared at 90s of the last century. It was introduced by the famous researcher D. Watkins.
This term was later developed by McKinsey.
in 1997 after the publication of a book on this issue [12] ( Mayklz ,
Khendfield – Johns ,
Ekselrod ,
2005) . Talent management is part of the evolution
measuring technology talent [11] ( Lyutikova ,
Nechushkina ,
2016) . Talent management issues are addressed in
works by M. Tunissen [18] ( Thunnissen ,
Boselie ,
Fruytier ,
2013) , J. Keller, P. Capelli [17] ( Cappelli ,
Keller ,
2014) and others. Researchers S.G. Simagina and L.F. Nikulin
six principles of an exclusive approach to talent management have been developed [15]
( Simagina ,
Nikulin ,
2013) .

Purpose
of this study: development and construction of a talent management model
in Chinese enterprises.

Tasks
research:

spend
analysis of the talent pool in Chinese companies;

generalize
ways to manage the personnel reserve;

form
practical recommendations for diagnosing talent management in Chinese
companies.

Object
research – talent management system in Chinese companies and its configuration.

Item
research: elements of a talent management system for
industrial enterprises.

Scientific
novelty lies in the development of approaches to work with talented employees
organization and scientific and practical recommendations for the development of their potential.

Personnel
a reserve is a group of specialists and managers who have been selected for
meeting the long-term needs of the company. Researcher Kibanov A.Ya.
believes that the personnel reserve is a system aimed at training
candidates on the basis of the developed plan and program, practically
oriented and justified in order to fill vacant positions. This
training includes purposefully organized training and internships
reserve employees and the possibility of using them to perform
works regardless of the direction and level in the organization management system [7] ( Kibanov ,
2017). Based on this, the talent pool is part of the HR strategy
in the field of talent management. Only with a high-quality personnel reserve, it is possible to lay
basis for the successful functioning of the human resources management system
resources.

Characteristics of the talent pool

B
Currently, there are four main characteristics of the personnel reserve: first,
talent pool – these are talents that will be used only when
a vacancy will appear; secondly, the personnel reserve is the management of human
resources with a backlog for the future development of the company. As the enterprise develops
and the emergence of new positions, these reserve talents can also come in handy.
These employees have already been selected for employment, advanced training
and internship at the reserve stage and therefore have the ability to adapt to
new situations. Thirdly, the personnel reserve is focused on the future.
The company must first determine the goals and development strategy in order to find out
what talents are needed in the future and how many talented employees
necessary.

Fourth,
there is uncertainty about the use of free talent.
Sometimes, due to incorrect evaluation, reserve talents may not be used,
leading to layoffs of employees. Due to sudden changes in the market
labor talents in the reserve should be involved
immediately, but the training of future specialists will not be completed yet.
Therefore, it is important for companies to make scientific forecasts of the demand and supply of talent,
to improve the efficiency of the use of the talent pool [4] ( Zhilenkova ,
Budanova ,
2021) .

Drawing
1.
Motivational
factors in the formation of a personnel reserve Source: compiled by the authors.

Proceeding
from the above characteristics of the talent pool, combined with an analysis of the current
situation in the Chinese labor market, it can be stated that currently
enterprises there are several motivational factors in the formation of personnel
reserve (Fig. 1) .

Forming factors
personnel reserve

First,
in connection with the transformation in the industrial structure caused by digitalization
production, there have been changes in the demand for human resources. From one
On the other hand, there is a need for highly qualified personnel, such as
senior technicians and senior technical staff. With another
On the other hand, there is a need for interdisciplinary specialists, such as
top managers who understand both digital technologies and management. AT
conditions of such demand and at the same time limited supply of talent
some enterprises face a shortage of highly qualified personnel.
The shortage of talented employees is exacerbated by the fact that, as
economy, there is a growing demand for narrow specialists [5] ( Zavyalova ,
Kireeva ,
2020) . According to a study conducted by the Shanghai
Institute of Science and Education in 2020, in the top three industries
industry, the demand for talent far exceeds the capacity of universities
for personnel training. Demand in the field of integrated circuit design corresponds to
only 1/7, in biomedicine – 1/2, and in the field of artificial intelligence development
– 1/6 [9] ( Li
Chun , Lu
Lin , 2020) .

Second,
the process of forming a personnel reserve in the PRC is also facing a real
The problem is the uneven distribution of talent. The reason for this lies in
that the regions of China develop differently. As the economy grows in
there are more and more talented people in cities, and in rural areas – their
the number is reduced. These data are presented in table 1 (according to
materials of the State Statistical Bureau of China) [2].

Table 1

Number of employees in
urban and rural China

Quantity Year	2011	2012	2013	2014	2015	2016	2017	2018	2019	2020
Number of employees in China (million people)	761. 96	762.54	763.01	763.49	763.20	762.45	760.58	757.82	754.47	750.64
Number of employees in cities and towns (million people)	360.03	372.87	385.27	397.03	409.16	420.51	432.08	442.92	452.49	462.71
Number of employees rural areas (million people)	401.93	389.67	377.74	366.46	354. 04	341.94	328.50	314.90	301.98	287.93

Source:
[2].

On
Based on the data in the table above, we can conclude the following
trends in employment, that their number in cities is increasing, and in rural areas
area is shrinking.

Drawing
2.
Dynamics of the number of employees in cities and rural areas
China (2011–2020)

Source:
[2].

On
Indeed, the coastal cities of southeast China are well
economic development, favorable national policies and a more mature
personnel development system, which makes them extremely attractive for
talented people. However, northwest China has not fully established
conditions for the development of personnel, and therefore this region is less
attractive. Because of this, talented young people move from remote
rural areas to cities with rapid economic development. Beijing, Shanghai and
Guangdong Province (the cities of Guangzhou, Shenzhen and Zhuhai) are known as more
developed cities and regions of China. In these districts (cities) salaries and benefits,
offered by companies, as well as accommodation is much more attractive than in
other provinces. In this regard, many talented people come to these megacities,
and large companies locate their offices in agglomerations to attract highly qualified
workers. For example, Tencent
(similar to VK in Russia), Huawei,
ZTE and other technology companies
have their headquarters in Shenzhen. These companies compete for high-quality personnel
qualifications and continue to increase the remuneration of their employees,
to attract the best candidates [16] ( Shelepova ,
Ganina ,
2019) . Due to such competition in the labor market in large
cities, the cost of attracting talent is rising. Conversely, in some Western
regions where wages and benefits are low, development is taking place
not so intense, which means that working conditions and wages are much lower
highly developed regions and cities. The “Matthew effect” on talent
to the fact that competition for talent in developed regions is becoming more
tough, while in remote areas it is becoming increasingly difficult to attract
talents, and there is a serious brain drain.

Third,
competition for talent between companies drives up wages. In table 2
shows the average wage of urban workers in China and the average
wages of workers in Shenzhen from 2011 to 2020 [3].

Table 2

Medium
salary per year in the country and in the city of Shenzhen (in yuan)

Year in yuan	2011	2012	2013	2014	2015	2016	2017	2018	2019	2020
Average salary of workers in cities and towns in China	41799	46769	51483	56360	62029	67569	74318	82413		97379
Average salary of workers in Shenzhen city	55142	59010	77721	73492	81034	89757	100173	111709	127757	139436

Source: [3].

Figure 3. Medium
salary of employees per year in the country and in the city of Shenzhen
(2011–2020)

Source: [3].

On
Figure 3 shows the average salary of workers in the city and throughout
country. Its level continues to rise over time, especially in the city
Shenzhen, dominated by high-tech industries. The average salary in this
metropolis has almost tripled in 10 years. The faster the city develops,
the higher the wage level. The basis for the development of the city is the attraction
talent in large companies.

Undoubtedly
on the one hand, due to the growing demand for talent, companies are increasing
wages to attract talent, which increases their spending on
human resources; on the other hand, maintaining
personnel reserve, recruitment and training of high-level talents, etc.
also require time and resources from the company [10] ( Litvinyuk ,
2020) .

Large
enterprises should take a prudent approach to the allocation of human resources
in the process of forming a personnel reserve. It is important to plan the quantity and qualification
talent needed in the future to avoid the imbalance that
may lead to unnecessary waste of financial resources. In addition, the guide
companies should work efficiently to retain
talent through professional
training and stimulation of work of workers. The loss
highly qualified personnel will lead to an increase in replacement costs
human resources of the company, and along with the loss of talent,
loss of customers as well as patented technologies. Moreover, the loss
talents can also affect the stability and loyalty of the attendant
personnel, increasing the indirect losses of the enterprise [13] ( Ryabchikova ,
2020) . In this regard, talent retention is an important
task for the top management of companies.

Features
talent management

Based
on the motivational factors for the formation of a personnel reserve, Chinese companies should
consider the following features of talent management:

•
Structural changes in industry depend on the development of technological
markets. The development of technology markets depends on consolidation and development
talented workers. With such a need for highly qualified personnel
it is extremely important to manage the personnel reserve. There are only two sources
formation of a talent pool: one is “internal vocational training”, the other is “external recruiting”.

What
concerns methods of internal vocational training,
then to form a competent reserve of talents for the personnel management department
and various departments involved in the formation of a personnel reserve, it is necessary
work together to analyze the gap between the current level of candidates for
key positions and the requirements of future positions. Teaching methods include
centralized training, job rotation and mentoring (system
assigning new employees to individual consultants). All these methods
help to a certain extent improve the quality of the personnel reserve.
These methods are consistent with the “law 721” of training: 70% growth in staff
based on practical work in real positions, 20% – on mentoring
and the remaining 10% on lectures. Combination of internal methods
training helps support the development of a talent pool for key positions
[9] ( Li
Chun , Lu
Lin , 2020) .

What
when it comes to external recruitment methods, they can be used to infuse “fresh blood” into the company. Many
technologically advanced companies such as Huawei, Lenovo and Xiaomi prefer
young graduates. Their leadership believes that young graduates
universities have great potential and flexibility and can bring
innovative impetus to the work of the entire company. In addition to university graduates
expanding the scope of hiring is also a trend developing in modern
world [8] ( Krapchina ,
Mishina and
al ., 2020) .
Not so long ago, for example, Huawei expanded its team with two
graduates of Russian universities. Both of them have previously shown excellent
results in various programming competitions. attraction
high-level foreign talent is also one way
formation of a personnel reserve.

•
Unequal distribution of talent – the gap between the reserve is widening
talent in urban and rural areas, as well as between economically developed and
underdeveloped regions. The solution to this problem is to adjust
talent pool in different regions through national policy.
The Chinese government is also aware of the imbalance in economic development between
regions and therefore introduced measures such as “Development of the West” and “Revival
old northeast industrial zone. For example, as the development
western region, the state continues to increase its support for the western
region, supporting the innovative activity of companies through tax
benefits and subsidies for research and development work.
Taking stock-listed companies as a sample
manufacturing industry in 12 provinces, cities and autonomous regions
western region of China between 2011 and 2014, the following
conclusions: 1) government subsidies have a positive effect on corporate
investment in innovation; 2) state-owned enterprises and private enterprises
have different sensitivity to government subsidies, and, accordingly, incentive
the effect of government subsidies on private enterprises is stronger than on
state enterprises [6] ( In
Mentsze ,
Tszen Shaolun ,
2017) . The development of innovations in enterprises depends on
the quality of scientific research and highly qualified personnel, as well as from
increasing government subsidies that encourage investment growth
enterprises in R&D. In her study, Gromova E.A. states that
salary increase for scientists and specialists is one of the most effective
ways to retain talent [14] ( Sang
Bin , 2021) .
High wages have a stimulating effect on
highly qualified staff.

•
In response to the increase in the cost of maintaining a talent pool and tough
competition for highly skilled workforce companies can manage talent
in the following ways:

1.
It is necessary to create a scientifically based system for exiting the reserve. personnel
the reserve is phased and temporary, and unskilled personnel should
be removed in a timely manner. In the process of building an exit system from
talent pool talent pooling cycle should be determined in accordance with
job characteristics, and assessment methods and exit conditions should be clearly
defined.

2.
An innovative incentive management mechanism. First, it is necessary
improve the mechanism for assessing the activities of the enterprise, clarify the goals and
assessment methods, create a favorable competitive environment and link results
evaluations with salary and promotion. Second, create an effective
wage distribution system, establish different proportions of the main
remuneration, performance-based pay, year-end bonuses, allowances and
benefits in accordance with the nature of work in different positions. Thirdly,
the interests of the enterprise are closely linked with the personal interests of employees, and
the implementation of their personal plans must be combined with the values of the enterprise.

•For
creation of a personnel reserve and prevention of “brain drain” [1] ( Gromova ,
Chvankina ,
2018) you can use the following methods:

1.
Effective control over the activities of risk management procedures. In China in
industries such as finance and technology, there are “restriction
competition”, which to a certain extent protect companies from the departure of important
employees.

2.
Many companies also sign agreements with their employees to
clarify the rights and obligations of both parties. For example, the number of years of service,
necessary to work in the company after the reserve period, the impossibility
dismissal from the company during the reserve period and a fine for violation
contract, etc. to achieve effective talent control.

Conclusion

B
This work analyzes the motivational factors in the formation of personnel
reserve, as well as the process of pooling talents in Chinese companies. Mainly
these are: 1) lack of talented personnel; 2) shortage of highly qualified personnel;
3) problems of “brain drain”; 4) an increase in the cost of attracting talent; 5)
rational distribution of talent pooling mechanisms. For solutions
problems arising in the process of reserving talent, the Chinese government and
companies must formulate a policy to address them. The government can
pursue incentive policies such as talent subsidies and
subsidizing innovative technologies. Companies must also perform well
over professional training and development, management of the payment system, etc.,
at the same time it is rational to deal with the distribution of talents. In this regard, it should
pay attention to the use of PDCA ideas,
to ensure the implementation of the production plan, to avoid deviations in the budget,
as well as to ensure the stability of the management of the personnel reserve of the enterprise.

1. Gromova E.A., Chvankina A.M. The problem of “brain drain” from the Russian energy industry // Energia-2018: Thirteenth International Scientific and Technical Conference of Students, Postgraduates and Young Scientists: Conference Proceedings. In 6 volumes. Ivanovo, 2018. – p. 71.
2. Data from China National Bureau of Statistics. data.stats.gov.cn. [Electronic resource]. URL: https://data.stats.gov.cn/easyquery.htm?cn=C01 (accessed 01/19/2022).
3. Data on the average wages of employees. data.stats.gov.cn. [Electronic resource]. URL: https://data.stats.gov.cn/ks.htm?cn=C01 (Date of access: 19.01.2022).
4. Zhilenkova E.P., Budanova M.V. Talent management as an element of the development of the intellectual capital of an organization operating in a digital economy and the progress of information technology // Leadership and Management. – 2021. – No. 2. – p. 201-212. – doi: 10.18334/lim.8.2.111918 .
5. Zavyalova N.B., Kireeva A.A. Automation of talent management in improving the efficiency of the company // Economics, entrepreneurship and law. – 2020. – No. 5. – p. 1413-1424. – doi: 10.18334/epp.10.5.110193 .
6. Ying Mengjie, Zeng Shaolun Influence of innovative activity of enterprises of state subsidies on production in the western region // Finansovye nauki. – 2017. – No. 12. – p. 121-129.
7. Kibanov A.Ya. Organization personnel management. / Textbook. – M.: Infra-M, 2017. – 446 p.
8. Krapchina L.N., Mishina N.A. et al. Global economic crisis as a challenge and new opportunities for the Chinese economy // Economic relations. – 2020. – No. 2. – p. 307-318. – doi: 10.18334/eo.10.2.100938.
9. Li Chun, Lu Lin Investigation of enterprise talent pool training and internal talent supply chain building // Journal of Hubei University of Economics. – 2020. – No. 2 (17). – c. 53.
10. Litvinyuk A.A. Improving Human Resources in Science and Higher Education by Attracting Young Talented Specialists: Problems and Solutions // Leadership and Management. – 2020. – No. 4. – p. 629-642. – doi: 10.18334/lim.7.4.111263 .
11. Lyutikova M.A., Nechushkina V.S. The use of talent management systems in personnel management // Nauka-Rastudent.ru. – 2016. – No. 10. – p. 21.
12. Michaels E., Handfield-Jones H., Axelrod E. War for talent. – M.: Mann, Ivanov and Ferber, 2005. – 272 p.
13. Ryabchikova N.N. Talent management as a necessary direction for the development of human capital in the agro-industrial cluster // Leadership and Management. – 2020. – No. 3. – p. 459-472. – doi: 10.18334/lim.7.3.110673 .
14. Sang Bin Promoting the integration of science and education and the integration of industry and education to cultivate high-quality and scarce talents // Shanghai Education. – 2021. – No. 12. – p. 46.
15. Simagina S.G., Nikulin L.F. General descriptive model of talent management as an acme // Bulletin of the Moscow University of the Ministry of Internal Affairs of Russia. – 2013. – No. 9. – p. 276-279.
16. Shelepova N.V., Ganina T.N. Comparative characteristics of taxation of personal income in the Russian Federation and the People’s Republic of China // Economic relations. – 2019. – No. 4. – p. 2501-2508. – doi: 10.18334/eo.9.4.41473 .
17. Cappelli P., Keller J.R. Talent Management: Conceptual Approaches and Practical Challenges // Annual Review of Organizational Psychology and Organizational Behavior.