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Education Bubble Shortage of US born Engineers for High Tech

Education Bubble Shortage of US born Engineers for High Tech

Education Bubble Shortage of US born Engineers for High Tech

It’s a very tough market in electrical and computer engineers for companies that provide security applications, Ai, IoT, and aerospace products.  Under rules from FAA and ITAR to FCC to ITAR to DoD, the education bubbleshortage of US born engineers is evident.  Requiring US citizenship or green card (permanent residence status), real unemployment nationwide across all industries is still high.

First we need to understand the reality of the education bubble.  In the USA, the primary reason we have a decline in economic power is that since the 80s we have moved from real education in science, history, english, writing, and mathematics to “social awareness” and social justice teaching.

As such, we produce a declining number of electrical and computer engineers for four decades – especially USA natives. Want proof the education bubble is worsening?  Graduates numbered 14,584 in 2004-05, but declined to 14,209 in 2005-06 and 13,783 in 2006-07. Master’s degrees also dropped in the same time period, recording a significant decrease from 41,087 in 2004-05 to 38,451 in 2005-06, followed by a smaller decrease to 37,320 in 2006-07.

Education Bubble Shortage of US born Engineers is Evident Everywhere

Enrollment of U.S. citizens in graduate science and engineering programs has not kept pace with that of foreign students in those programs as new foreign student enrollment for 2008-2009 increased by approximately 16.0% from the previous academic year.  Since the federal government took over education with the Department of Education in 1979, our elementary schools and high schools have declined and at the university level the education bubble is worse.

The Education Bubble shortage of US born engineers exists due to this social engineering. The education bubble has come about doe to the federal government’s free-spending ways.  We re broke as a nation and cannot continue to give student loans to those whose GPA is not deserving.  And like my family did for me and my siblings, it is a parent’s sacrifice and savings to put a kid through college.  Or going to school at night while working full time like my father did.

Or going via the GI Bill by serving in the military.  Or busting your butt in 2 years of community college like my own son did (who then received full scholarships for bachelor and master based upon his grades) who then achieved a PhD in Space Physics.  He soundly defeats the issues in the education bubble.

Reasons for the Education Bubble Shortage of US born Engineers

Education should be about Learning and Competition

The education bubble shortage of US born engineers exist due to a failure to deal with real life in educating our children.  Just as in life there are winners and losers –  and no one should receive a trophy just because they tried.  And if you did not win, so what?  I was taught to keep trying.   And I spent 2-3 hours a day in homework from elementary all the way through high school.   In elementary and high school  we were encouraged to join clubs and be involved.  Me –  I chose football and Key Club.

Those two things taught me competition, being a team player, and giving of my time to my community.  With fierce competition and high education standards, we had no education bubble.   And the focus on high academic standards prepared me for college.  Today our schools focus on “feel-good” social engineering and teaching children political and social correctness rather than the 3 Rs and molding children for a bright future. We need to address the fundamentals about the education bubble.

We as citizens and responsible voters can CHANGE the education bubble. Scientists and engineers today make up only 4% of US employment; even doubling their number would in itself have a modest overall impact on the economy.  It seems odd to me that for the sake of so-called global diversity, we fail to provide encouragement and programs to elevate our own minority citizens and break the bons of failing inner-city schools to allow these kids to learn STEM.  I think you’d be surprised how well inner city children in Chicago can become engineers and scientists if only provided the will and means by our academic elitists.

Rather, the point is that scientists and engineers contribute disproportionately to the creation of jobs for the other 96% of the nation’s workforce by generating knowledge, by innovating, and by establishing new companies based on that knowledge and innovation.  We can overcome the education bubble shortage of US born engineers.

First, the outlook for 2018 and beyond is worse unless we dramatically increase H1B visas.  It amazes me how often I hear “we can recruit on our own as so many people looking for work” and Hiring Managers who tell me “HR sends them garbage resumes, but the corporate decision makers have their hands tied.”

If you are in artificial intelligence,aerospace or defense systems, cyber security, industrial manufacturing or robotics, mobile digital media, broadband or mobile network operations, wireless infrastructure or IoT data  / devices / networks, you often are required by federal regulations and laws to hire US citizens or green cards due to the security clearance needed.  More so, when you need vendor-facing, or customer-facing engineers where the candidates in USA must be able to speak plain understandable English, the education bubble shortage of US born engineers is even greater.  Oddly we lead in philosophy, history, sports nutrition, social services, marketing, and law degrees.  Some of those are needed but we are woefully declining in science and mathematics (ranked 27 in the world and dropping) as the education bubble shortage of US born engineers increases.

 

How a New Hire Impacts Team Dynamics and Overall Productivity

How a New Hire Impacts Team Dynamics and Overall Productivity

Productivity + Team Dynamics New Hire Impact 

Loads of companies and recruiters use some type of screening tests but few look at the all important concept that faster productivity + team dynamics in whether a potential new hire is both a role fit AND a team fit   While some have a one-size-fits-all behavioral analysis testing for the candidate only, what are the recruiter or hiring manager comparing the candidate to?

Some measure job skills, others measure interpersonal and communication skills, planning and organizing, and some measure aptitudes, and still others cognitive ability.

There are even some that test applicants on their ability to make presentations or on their behavior pattern in a simulated meeting, however they still fail to consider profiling hiring teams in order to form a target candidate profile as part of measuring team fit to make a positive impact on team dynamics.

Productivity + Team Dynamics New Hire Impact by Role Fit + Team Fit Analysis

Essentials for Productivity + Team Dynamics New Hire Positive Impact

One way to understand the first part of performance based recruiting is in the discovery step prior to planning a search strategy. Sadly too many internal recruiters and HR managers put too much emphasis on matching potential candidates to a “one-size-fits-all” corporate culture.  They fail to take into account that EACH TEAM is UNIQUE.  Each team has it’s own culture that is not a clone identity to the corporate culture.  If you want to achieve faster productivity + team dynamics that are positive for the new hire, you must take that individual team culture the new hire will work within as part of your search strategy.  What the executive search consultants at NextGen do is to ask the stakeholders (listed below) to take a brief less than 10 minutes online survey that can be taken 24/7.

1. his/her direct report/hiring manager

2. at least 2-3 internal customers

3. for sales, product management, product marketing, and sales engineering roles, we recommend at least  1-2 key external customers on whom this position will have an impact.

This is where many internal hiring managers miss the boat.  Many in Human Resources and even some executives fear asking external customers (who can be direct customers, partners, or vendors) to participate.  Their immediate thought is to perceive this as negative.  Rather it is completely positive as those external stakeholders value and appreciate you have included them on designing a target candidate profile.  It makes for better customer interaction because you are taking into account how not only how they interface with this role, but also the impact the potential new hire will have on productivity + team dynamics.

It is designed to gauge and measure each respondents view of the role and team in terms of values and motivations, relational communications traits, decision making and conflict resolution skills.  These questions in the survey, combined with how each stakeholder views the OBJECTIVES of the role instead of the requirements and responsibilities, is used to create a Composite Team Profile.  With the information gathered the original job spec, the discovery step, and the composite team profile, the recruiter can effectively construct a Search Strategy including a Target Candidate Profile for screening and assessment. The end goal is to identify, recruit, assess, and determine a shortlist of candidates that are both a role fit and team fit, meaning that they have a high likelihood of achieving the objectives of the role.  In other words, faster productivity + team dynamics becomes a positive impact for that hire.

Faster Productivity + Team Dynamics New Hire Assimilation

In Part 4 of Performance Based Recruiting, we will discuss how to customize an Executive Onboarding Program which prepares the candidate you hired to meet or exceed your performance objectives, assimilate quickly into the culture, and contribute positively to faster productivity + team dynamics.  By profiling hiring team to define a target candidate profile, you discover that team fit compatibility is essential to team dynamics.

Productivity + Team Dynamics New Hire Impact by Team Fit Analysis

How to Achieve New Hire Quick Assimilation, Faster Productivity, Longer Retention

NextGen’s award-winning Leadership Vault search process has resulted in 94% of our placements still working for the company we staffed at 3.5 years of employment.  In addition, the most common feedback is that the candidates we presented not only met, but exceeded client expectations.  Combined with an industry leading 24 to 36 months replacement guarantee and performance based recruitment fees, we are often called upon when other search firms have failed to deliver.    If you have a key staffing need in aerospace, artificial intelligence, cyber security, industrial manufacturing and automation, medical devices, mobile telecom, wireless, or Internet of Things, click on the image below to schedule a brief 10 minute chat with none of our practice leads.

 

Cost of Failed Executive Hires – Eliminate Poor Recruiting Techniques

Cost of Failed Executive Hires – Eliminate Poor Recruiting Techniques

Cost of Failed Executive Hires – Eliminate Poor Recruiting 

The cost of failed executive hires is tremendous. This is NOT limited to just CXOs and SVPs – same goes with VP and Director levels. It is surprising how many mid-cap and large conglomerates retained big-named search firms without realizing that with the exception of a few principals that manage the business and no longer recruit, most of the recruiters for these big firms are a revolving door – they flow in and out according to economic times. Boards should look towards smaller well-established retained executive search firms who have experts that have been working there for a dozen years or more and have a solid history of recruiting in your niche industry. The cost of failed executive hires is not only damaging – it can prove to be fatal. First are the costs related to the executive compensation, benefits, and severance package, as well as indirect cost such as travel, poor strategy and poor business plan execution, lost market share, lack of direction for the rest of the staff, and lack of trust in the Board of Directors. I see it all the time where I not only need to find a replacement CEO, CTO, CFO, or SVP, but also one that has turnaround experience and is willing to come into a situation that is not ideal for immediate success.

Several times over my career in Executive Search I find myself working with a candidate who believes they are an ideal fit for a retained search assignment I am conducting. My retained search work is “performance based” NOT contingency based, which means that when a client has paid a deposit for my time and effort, I am expected to get the job done.For an executive search consultant, getting the job done means nothing short of bringing forward high-impact “business changing” candidates to our clients. These are the “A Players“.  Not only must they have the required experience, expertise, and a proven track record of success, but he/she must prove to me that they can meet the challenges of the position, meet or exceed my client’s expectations, and make a “direct positive impact” on my client’s business.

Most fail to understand the impact on the cost of failed executive hires is. The truth is that by and large, about 55% of all employees at any given company are in fact “C” Players. They can do the job they were hired to do; they show up for work on time, do the job they were assigned, and are loyal to their managers.  However, they lack the entrepreneurship risk taking mentality, the “take charge” attitude, and the take no prisoners’ mindset required to make an impact on the marketplace.  In addition, they are easily replaced by outsourcing at a lower cost as well as artificial intelligence, software automation, and robotics.  And the latter three can run 24/7 without sick days, benefits, training, and their performance is most often anything but mediocrity.

Avoiding the Cost of Failed Executive Hires

While for many positions it is acceptable until technology advancements eliminate many “C” players, companies will continue to hire them for many roles.  At functional leadership and key engineering, sales, and operations the cost of failed executive hires can be fatal.  Many VPs and Directors will look to “B” players, which based on my 20 years experience in executive recruiting, are roughly up to 30% of all employees at any given company.  They outperform “C” players any day of the week and possess the intuitiveness and hunger to succeed that makes them valuable to their employer. They have a track record of success, albeit in their department but rarely make a definitive impact on the company’s overall performance in the marketplace or the business strategy.So what really is an “A” player? The misconception is that “A players” only exist at the executive level.  That is purely a myth.  Most “A players” were born that way or evolved into it in childhood, teenage, or young adult years.  These unique individuals comprise the Top 14% of the global workforce.  They are easily recognized early on.  In their youth, they were leaders and entrepreneurs – whether having the most lawns to cut, starting a community newspaper, excelling in Junior Achievement or inventing a product or service company that was acquired by a bigger fish.

These “A players” are not always leaders as their ideas, thought processing, and inventiveness make them excellent engineers. Same goes with RSMs and MAMs who can blow out the quotas as an individual, but if you try to move them into leadership levels they fail.  The strategic thinker and the ability to “sell their ideas” type of “A players with superb interpersonal communications and conflict resolution skills are in fact the type of functional leader or senior corporate executive that is a “game changers” not only within a client’s vertical market, but have had similar success in other vertical markets within that industry or in a different industry altogether. They have a responsibility to the owners (founders, investors, and stockholders).

​​​​Cost of Failed Executive Hires is due to a poor Talent Acquisition Process

A Forbes article by a Silicon Valley CEO reveals that the cost of failed executive hires is estimated to be more than $500,000 or 2.5 times salary. And that does NOT include organizational, opportunity, productivity, and transitional costs for the new executive. As an Officer or Board member, you must ask yourself, why would you risk letting mediocre executives hires to occur?The same can be said of a VP of Engineering who needs principal level systems software engineer for that matter. You may save yourself a few dollars in the short run recruiting someone with your existing recruiting process, but the long term effects in the cost of failed executive hires may cost YOU and YOUR STOCKHOLDERS much more than 2.5 times salary or a recruitment search fee.

How to Alleviate the Cost of Failed Executive Hires

NextGen Global Executive Search not only reduces the cost of failed executive hires, we virtually eliminate them.  The award-winning Leadership Vault search method, developed over 30 years, is a the recruitment platform utilized by our executive search consultants that properly measures the potential candidates we identify by psychometrics to determine a strong match to role fit and team fit, document KPIs and the depth of candidates’ industry relationships, and provide a custom onboarding program that includes new hire self-development planning and a mentoring / coaching program that is easy to realize with little investment of time.  Backed by an industry leading 12 to 36 months replacement guarantee, the common feedback is the hire we placed met or exceeded their objectives.  Looking to fill a key  functional leadership or senior executive role in your company?  View our numerous recruitment case studies and client testimonials. in aerospace, artificial intelligence, cyber security, industrial automation, mobile, wireless and IoT or click the image below to contact us today.

 

Increasing New Hire Productivity | Team Fit Role Fit

Increasing New Hire Productivity | Team Fit Role Fit

Increasing New Hire Productivity

Increasing new hire productivity requires making sure the new employee can hit the ground and produce.  Behavioral assessment (sometimes referred to as “Psychometric Testing”) has become increasingly recognized as a valuable source of information when making hiring decision.

There is a wealth of data to demonstrate that using behavioral assessment in conjunction with sound, responsible recruitment methods reduces employee turnover, and it’s quickly becoming standard practice for many employers and recruiters.  But by and large behavioral assessments are not used properly.In addition, is it really worth the additional time and expense? In the current economic climate is behavioral assessment REALLY an essential for your next recruitment campaign?

The answer is: absolutely YES with a CAVEAT.

Here are three points why increasing new hire productivity works when behavioral assessments are used properly.  What is a general consensus among most companies is this usually involves a questionnaire that asks the candidate about their opinions, preferences and priorities. Based on the results, and by comparing the answers against years and years of historical data and expert analysis, the individual’s attitudes and behaviors can be extrapolated.  Behavioral reports can include information such as preferred working environment, how they respond to tight deadlines, preferred management style, approach to selling, and much more.  If you’re skeptical, ask one of your employees – preferably one you’ve known for many years – to take an assessment. You’ll likely be surprised at just how inaccurate the results are.

1. Defining the Role Fit and Team Fit = Increasing New Hire Productivity

Figuring out exactly the kind of candidate you’re looking for and creating a job description to match can be a time-­‐consuming headache. But a simple survey of the stakeholders of the role (direct report, internal customers, the top employees already in that team the new hire will work within) can then be put into a Composite survey that will produce a detailed description of the ideal characteristics you’re looking for, many of which can be inserted straight into your job description.  There is virtually no scientific proof that performing a behavioral assessment of candidates alone will result in a “good hire”

To be successful in evaluating candidates and making the right hire so that increasing new hire productivity is the goal, once you know they fit the role in terms of tangible skills, education, and experience, but t,he fact that 46% of all new hires fail within the first 18 months, according to Leadership IQ, it is vitally important to measure the intangibles in the role fit and to assess the candidate’s impact on team dynamics.  And here is where so many Hiring Managers make a HUGE mistake.  The one-size-fits-all “corporate culture” is used to assess candidates across the board.  But the truth is that ALL teams are unique and EACH has their OWN CULTURE which may align in some ways with the corporate culture statement.  An accurate behavioral assessment of a potential candidate is when it is measured against  the team composite profile.  In particular, you need to measure

  • Values and Motivations and how the potential candidate’s views and needs impact  team dynamics
  • Relational Communications Traits – how the candidate is able to listen as well as sell his/her ideas to the team
  • Conflict Resolution Skills – many of post Baby Boomers were not taught this skills, so training is essential if hiring
  • Decision Making Traits –  can he/she make a valued fast decision or do they delay and waiver inconsistently?

2. Conducting Fewer Interviews

A resume or LinkedIn profile can somewhat tell you whether a person has the ideal qualifications and job history but usually it’s impossible to tell if a person has the right attitude and accomplishments until you interview them. Behavioral assessment done the right way, on the other hand, can provide you with that information in a fair and objective fashion. So if, for example, you have 7 candidates that look great on paper, a team fit and role fit scientifically based assessment can help you reduce that shortlist to a more manageable number, and leave you with a much faster interview process.

3. Customized Mentoring / Coaching = Increased New Hire Productivity

Quick assimilation – faster or rather increasing new hire productivity and longer retention.  It’s the goal for EVERY Hiring Manager.  An often overlooked feature of team fit and role fit profiles and behavioral assessments is its ability to tell you the training and management styles to use to get increased new hire productivity.  Getting your new recruit up to speed quickly and making them feel comfortable in the role is not only a time saver but it also reduces the expenses incurred through downtime.

We’ve already mentioned the fact that behavioral assessment reduces employee turnover, but have you ever stopped to consider just how expensive and time consuming it can be to  replace a bad hire?   Aside from the fact that you have to spend time and money, repeating the recruitment process all over again, you also have to repeat the expense of on-boarding and assimilation for the eventual replacement.

And it’s almost impossible to put a price on the potential for lost business and the reduced employee morale that occurs while the position remains vacant. Although prices vary quite a bit, the average cost of behavioral assessment is often far less than employers imagine. And any one of the above four points would more than justify the additional, modest investment.

But put these three elements together and you have a potential saving of time and money that represents tens of thousands of dollars.  Especially in consideration of reducing employee turnover.   So, the question is not whether you can afford to use behavioral assessment. The real question is…  Can you afford NOT to use behavioral assessment?

Engage NextGen Executive Search for Award-Winning Leadership Vault recruitment process

Get an inside look at how NextGen uses this behavioral assessment with award winning Leadership Vault Recruiting process.  NextGen Executive search provides retained and engagement recruitment services for clients who build and service aerospace power systems, UAVs, drones, and stealth tech; artificial intelligence, machine learning, and augmented reality; cyber security and cyber defense; industrial automation, robotics, industrial power system, renewable energy, and fossil generation; medical devices and electronic health records; mobile networks, digital media, embedded wireless, IoT, and cellular  infrastructure.  Compare our search process and fees compared to other search firms by clicking the image below or contact us today.