What Will Recruitment Look Like in Five Years and What Will Be Different From Today?

[Excerpt] Across most companies today, recruitment continues to follow the traditional model – hiring managers present lists of desired qualifications and responsibilities through job descriptions, applicants submit chronological summaries of their work experience, and recruiters review applications through the applicant tracking system to identify relevant skills and experience. In the next five to ten years, this model of recruitment will transform significantly. There are many reasons for this. First, careers today are more lattice-like, and less linear. Individuals’ career paths are characterized by shorter tenures, stretch assignments, entrepreneurial endeavors, time off work to spend with family, and gig work. The recruitment process should change to account for these “jagged resumes”. Second, as automation, robotics, and Artificial Intelligence (AI) take over manual, repetitive tasks, the work left to be performed by humans will be more creative and strategic, less predictable, and more consequential to the business overall. The stakes of making the right hire will increase, and recruiting will become a defining differentiator. Already, demand for recruiting professionals is up 63% since 2016. Lastly, as companies prepare for the future of work, recruitment practices will need to change to match new trends and challenges. For example, 50% of millennials are already freelancing, and this number is expected to rise significantly. 43% of college Gen Z’s are eyeing an entrepreneurial future over traditional workplaces. Given these broad trends, the future of recruitment will be marked by changes in three domains – recruitment technology, skills that companies recruit for, and the competencies of recruitment teams in the future

Hire Education: Mastery, Modularization and the Workforce Revolution

This new research identifies online competency-based learning as the solution to shifting demands for specialized workforce skills and the front runner for disrupting higher education

BAJA SAE: Building an Engineer

of the necessary experience needed to perform the job with a high level of competence. Simulating this real-world experience in a classroom or lab becomes difficult when it has to be squeezed into a class like senior design. While for some, a good grade might be incentive enough to put forth the effort to properly gain these experiences, other things will likely become a larger priority. The SAE student design series introduces students to a competitive atmosphere that promotes extreme learning growth in a short period of time. Each portion of the competition has a specific aim that, when combined together, train a student into an engineer who is far more experienced and educated than one born from a traditional classroom. The opportunities that come from this competition, presented both to learn and grow more familiar with the real world environment of engineering are invaluable. It submerges students into an environment that encourages and promotes growth in every dimension.Cockrell School of Engineerin

Beyond the Big Leave: The Future of U.S. Automotive Human Resources

Based on industry interviews and trends analyses, forecasts employment levels and hiring nationwide and in Michigan through 2016, and compiles automakers' input on technical needs, hiring criteria, and suggestions for training and education curricula

Realigning Resources for District Transformation: Using American Recovery and Reinvestment Act Funds to Advance a Strategic Education Reform Agenda

Offers ideas for spending stimulus funds strategically to align and restructure districts' use of resources to improve student performance by assessing current practices, focusing on support for quality instruction, and making transitional investments

Good Principals Are the Key to Successful Schools: Six Strategies to Prepare More Good Principals

Defines strategies that state and local leaders can use to secure enough highly qualified principals. Draws from research and direct experiences in helping schools, universities, and state agencies rethink and redesign educational leadership programs

Underrepresentation of Women in Sports Leadership: Stereotypes, Discrimination, and Race

Since the passage of Title IX in 1972, the number of women playing sports has significantly increased; however, the percentage of women in coaching positions has strikingly declined. Before the passage of Title IX, women occupied more than 90% of the coaching positions in women’s sports. In 2009, women held 21% of all head coaching positions in intercollegiate sports for both men and women’s teams and 43% of the head coaching positions for women’s teams (Miller & Flores, 2011). Between 2000 and 2014, 2,080 new head coaching jobs in women’s athletics have opened up and one-third have been filled by women with men obtaining the remaining two-thirds (Acosta & Carpenter, 2014). It is important to note that these statistics are primarily regarding white women—for black women, coaching opportunities, especially head coaching opportunities, are much more dire. For the women’s basketball Division I 2007-2008 season, black women occupied 10.7% of the head coaching positions (Borland & Bruening, 2010). At the assistant coach level, black women compromise 16.1% of the positions while white women hold 47.9%

Small businesses in the new creative industries:innovation as a people management challenge

Purpose - This paper presents findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study examines changing people management practices as the case company undergoes industry-typical strategic change to embark on explorative innovation and argues that maintaining an organisational context conducive to innovatin over time risks turning into a contest between management and employees as both parties interpret organisational pressures from their different perspectives. Design/methodology/approach - A single case study design is used as the appropriate methdology to generate indepth qualitative data from multiple organisational member perspectives. Findings - Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises. Research limitations/implications - The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to migitate against the limitations. Practical implications - The study highlights the importance of building up change management capability in the small businesses typical for this sector, an as yet neglected focus in the academic iterature concerned with the industry and in support initatives. Originality/value - Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspective

A MODEL FOR TEAM MANAGERS IN THE PRESENCE OF SELF-SERVING WORKERS

We develop a model of team formation in which workers learn about their level of ability. We show that insufficient cooperation may arise as workers learn positively about their own skills. We then build a model for team managers and establish that their objectivity in assessing coworkers' abilities may facilitate cooperation among agents. This is the case because managers are able to design team contracts based on workers' true performances. Our work provides a motive for the existence of team managers in theabsence of asymmetry of information. We develop a model of team formation in which workers learn about their level of ability. We show that insufficient cooperation may arise as workers learn positively about their own skills. We then build a model for team managers and establish that their objectivity in assessing coworkers¿ abilities may facilitate cooperation among agents. This is the case because managers are able to design team contracts based on workers¿ true performances. Our work provides a motive for the existence of team managers in theabsence of asymmetry of information.