Shortages Amid The Jobless : Survey Finds Change in Job Search Environment After High-Tech Meltdown

 
Sep 04, 2003
CATA-PMI Survey reveals new key for finding jobs, hiring employees

September 24, 2003 -- A new job-placement environment has created a surprisingly different dynamic for those seeking jobs and for those seeking employees, says a new survey from executive recruiting firm Perry Martel International and the Canadian Advanced Technology Alliance (CATA). The 2003 Survey Of High-Tech Employers found that if high-tech workers want to get a job, they have to dramatically change their approach to the search process.

"The environment following the high tech meltdown is one where an oversupply of workers is being accompanied by a shortage of highly skilled workers," said PMI President David Perry. "This is causing the dynamics of job-hunting to change dramatically from the situation a few years ago. The old ways of job-hunting not only don't work, they have been supplanted by a new approach.

"The Survey results turn the old 'networking' adage on its head."

John Reid, President of CATA, agrees. "The ways of the world in 2003 are very different from the world of 2001. The environment is sending contradictory signals: while many high-tech workers are seeking jobs today, employers are facing a shortage of highly skilled workers."

Sensing a shift in hiring practices, PMI and CATA set out to survey North American employers on their actual hiring practices and develop a guide to tell technology workers how to best find new employment in the post DOTCOM high-tech economy. Employers were represented in two categories: executives and non-executives, with major differences in attitudes between the two groups.

Among the Survey findings:

  • There were no differences between industries or countries on the best way to find a high-tech job. The differences are between Executives and Non-executives.
  • 97% of executives feel that the best way to find a high tech job today is through Target Marketing of firms followed by a direct approach to the executive. For executives, the second best method is through recruitment companies. "Networking" rated less than a one percent response.
  • Among non-executives, however, 73% felt that networking was the best way to find a job. This feeling was strongest among Human Resources professionals (83%) and lowest among the engineering professionals (57% favoured going to recruiting companies).
  • 84% of executives said they were always in strategic hiring mode, vs. 7% of non-executives.
  • Executives (81%) concentrate almost entirely on intangible skills instead of tangible skills. They look for core qualities that add value to the profit-line of the organization. A table of these values can be found in the Survey Report on the CATA website: www.cata.ca
  • Non-executives (by 77%), however, are still looking to fill in boxes on a standard recruiting form.

"The biggest surprise in the survey was that Networking rated so low among Executives," said Mr. Perry. "Executives prefer a direct approach and are less likely to suggest using Head-hunters, whereas Non-Executives still believe Networking is the best way to find a job. In the kind of hiring freeze situation that often accompanies a slow-down, it's easy to understand why Non-executive staff may be loath to bring forward anyone they interview no matter how strong their skill set. This means that the Networking favoured by Non-executives will keep Job-seekers very busy but is not likely to result in a job offer.

"The Catch 22 in all of this is that while Executives are looking for people with the kind of qualities that can advance their business, their hiring staff has a very different set of standards for the candidates they think the company needs."

To resolve the imbalance between Job seekers and Executive searchers, both sides are advised to approach the problem differently:

  • Job-seekers need to become adept at direct self-promotion to Executives, and to answer the question "How can I increase shareholder value?"
  • Employers need to instill in their search teams the values they themselves cherish in their continuing search for star talent -- the realization that value is not salary; worth does not flow from a job title. Knowing how to evaluate the worth of someone's contribution is the important element.

About The Survey

A total of 19,000 contacts in various high tech categories in the U.S. and Canada were invited to respond to the survey. A total of 7182 people completed the survey for an overall response rate of just over 37.8%. The unusually high response rate is attributed to the brand awareness of the CATA. Participants were asked to self select their titles which were divided into executive and non-executive.

Download the Guide!

You can download the guide that was developed by Perry Martel International and CATA right here on the Fusion Authority site! Our thanks to PMI for this privilege.
The Canadian Advanced Technology Alliance (CATA) is a business development association dedicated to stimulating global growth for technology enterprises through the promotion of strategic partnerships, technological innovation and entrepreneurial values. More information about CATA can be found on the CATA Web site: www.cata.ca

Perry-Martel International Inc. is an international executive search firm with clients in Canada, United States, England, Japan, Australia, and New Zealand. Founder David Perry launched the first information technology search firm, which today, dominates the Canadian technology space. Perry is the author of Career Guide for the Hi-Tech Professional: Where the Jobs are NOW, and How to land Them, (Career Press - Spring 2004). More information on PMI can be found at www.perrymartel.com

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