Talent Acquisition/ Leadership/ emsi/ Strategy/ Marketing/ careerbuilder/ careerxroads

Predicting Near Term Occupational Growth...and More

Predicting Near Term Occupational Growth...and More

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Capture20Citing three 'drivers": Lifestyle Changes, Technology Advancement and Globalization, CareeBuilder's analytics arm, EMSI, published an interesting and easily consumable report over the Labor Day Holiday.

The aspect of this approach that is most useful is in how EMSI connects the three drivers to 17 'Consumer Behaviors' and finally to specific job titles-  showing their growth over the period 2012-2016.

For example, under Lifestyle Changes, EMSI describes how the increase in people choosing to eat out has led to an explosion of cooks and restaurant workers (a 16% increase over the last 4 years) to ~1,200,000. (The Occupational Handbook states there were 4,700,000 food and beverage workers in the US in 2014 and projects a 10% increase by 2024).

We think that the 17 consumer behaviors and perhaps a few more- i.e. the increase in dept among college bound graduates and non-graduates or, the fact that the lowest number of workers are willing to move since WWII, etc., etc. might be a helpful start to assessing other aspects of TA strategy.

(Thanks by the way, go to veteran CXR member and veteran sourcer, Marvin Smith, for sharing this link on his excellent LI Group, Talent Community Development- another resource well worth tracking.)

Although EMSI/CareerBuilder fails to mention the details of their methodology- how they statistically make the connections between drivers, consumer behaviors, job titles and specific job growth- or, to support their conclusions and insights with independent sources like the occupational handbook, we think the listings still holds together logically and are a sensible starting point for testing against a company's potential pool of candidates and employees.

And we think it would be worthwhile for  HR/TM to take the relevant consumer behaviors described in the report and, using a SWOT approach, align them (or not) to company EB messaging, employer values, company benefits and rewards as a means of assessing future changes in attraction, engagement, and retention.

For example, take the simple notion of eating out more. Employers are going out of there way to prepare breakfast and lunches for a broad range of employee tastes and interests. This benefit (if it is viewed as such) could be extended to families if not already, as workers left for the day- where they might have the option of boxing quality choices that could quickly be put on the table for their spouse and children.  You get the idea. Then a sentiment analysis could detect whether these changes impact any of the expected results.

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