It’s spreading through companies faster than the omicron variant. In fact, according to the Bureau of Labor Statistics, there were a record 4.5 million workers who quit their jobs in November 2021. This represents a whopping 3% of the total workforce and a remarkable 37% increase over November 2020. This number (the BLS calls it “quits”) gives credence to those who now say we are in the period of The Great Resignation.
As dangerous as that seems to the health of businesses everywhere, we cannot lose sight of the fact that the number of hires outpaces the number of quits. There were 10.6 million job openings at the end of November and 6.9 million unemployed people. My calculator shows 1.5 jobs per unemployment person.
So, the nation is flush with jobs but short on candidates willing to fill them. This gives the American worker great confidence to quit their current job to seek better pay, move to more desirable jobs, or even make a step up the corporate ladder. Nirvana!
Calling this The Great Resignation may be a bit misleading. So many envision a mass exodus with those quitting and leaving the workforce to live out their lives on a beautiful tropical island. The truth is that most are quitting only to stay in the job market but with another employer and – most likely – higher wages and greater opportunity.
We can see this in the BLS Participation Rate report which reflects the percentage of the population that is either working or actively looking for work. The rate was dropping precipitously from the pre-pandemic level of 62.6% in March 2020. However, now it is “working” its way back up (pun intended) as it reached 61.8% in November 2021.
To be sure, there is plenty of bad news out there as cash from the government begins to dry up, inflation is proving not to be as transitory as economists first thought as it continues to eat into the sizable wage increases that so many individuals were thrilled to receive. And Covid is still not defeated. But the workforce is still feeling emboldened to say “adios” to their employer for the opportunity to enjoy greener pastures.
Views on vaccine also impactful, says nationwide, online survey of 1,500 adults
WHIPPANY, NJ (Oct. 20, 2021) – A nationwide survey of 1,500 adults indicates that 84.03% of respondents are willing to accept lower financial compensation to work for a company with a stellar reputation. A similar number – 79.59% – say it’s important to have an employer who shares their views. These results – from an SCG Advertising + Public Relations survey – seem to indicate that businesses and other employers ignore employees’ values and perspectives at their own peril.
Completed on October 12, 2021, the online poll also looks at vaccine policies, finding that 74.19% of respondents favor a position with a fair salary and vaccine policies they agree with, versus a higher salary and a vaccine policy in contrast to their own beliefs.
Full, sortable data from the survey is available here. Also included is a free, interactive white paper that features a downloadable infographic, as well as a “LISTEN” acrostic that can serve as a strong, visual reminder of the value of listening.
“It’s crucial that employers consider whether their organization’s beliefs align with those of current and prospective employees,” says Michael Cherenson, executive vice president for SCG Advertising + Public Relations. “The results of our poll are intriguing, and should be particularly resonant at a time when so many companies are struggling to attract and retain talent.”
Indicative of how serious workers are about being content with and comfortable in their employment is the most recent JOLTS (Job Opening and Labor Turnover Survey) report, which shows that a record 4.3 million Americans quit their jobs during August. It’s a striking figure – which is equivalent to 2.9% of the entire U.S. workforce – and is made even more so by separate, recent research indicating that the actual cost to an organization related to an employee resigning may be as much as 50% of that individual’s annual salary.
Click Here For Your Copy Of Our Interactive White Paper
Another example of how important it can be to embrace positions valued by employees is United Airline’s recent decision to require all workers to be vaccinated. The move was extremely popular with candidates for employment, as evidenced by the airline having received 20,000 applications for 2,000 open flight attendant positions. For United, this represents a decidedly accelerated application rate, versus its typical, pre-pandemic ratio.
This said, Cherenson also notes that along with employees, business leaders must also assess the perspectives and values of other key stakeholders.
“While the survey data indicates the value of aligning policies with employees, organizations also need to be in sync with where their customers, clients, and society at-large stand on core issues,” Cherenson explains. “When there’s any sort of misalignment, an organization needs to work harder and smarter. To be clear, this survey’s results don’t suggest an organization should shrink from its larger obligation related to vaccines and the public health infrastructure, which a majority of Americans support. Rather, it indicates the advisability of organizations communicating as strategically and proactively as possible with their various publics.”
Viewing the poll results from a somewhat different perspective, only 7% of those surveyed said they would consistently choose the higher salary in response to all three questions. In other words, more than six in 10 would consistently follow their gut, versus unquestionably choosing the higher salary.
Of further note, in August 2001, SCG Advertising + Public Relations conducted a similar survey. It asked whether those polled would accept a lower level of compensation to work for a company with an excellent reputation. Fully 78% of respondents indicated they would.
“That initial survey’s results are in line with this latest poll, but it’s intriguing to see what’s changed in 20 years,” says Cherenson. “Back in 2001, 78% of those surveyed indicated a willingness to forgo a higher salary to be connected with a well-regarded organization. Today, in response to the same question, six percent more people express a preference for the company with a stellar reputation. View side-by-side, the 2001 and 2021 results appear to indicate an ongoing, societal shift – one that should substantially impact how businesses and other organizations present and define themselves.”
About SCG Advertising + Public Relations
Headquartered in Whippany, NJ, SCG Advertising + Public Relations has organizational roots dating to 1958. The agency provides comprehensive communication services for a broad range of clients. Its satellite offices are located in the metropolitan areas of Philadelphia, Atlanta, San Diego, and Tampa.
As we approach one year of the COVID-19 pandemic, it’s time for companies to do some self-reflection.
Did you do everything you could to help your employees and customers during the time of crisis?
How will your employer brand reputation be remembered once all of this has passed?
Employer branding has always been an integral part of recruitment marketing but the current pandemic has shone a light even further on the role branding plays in candidates’ choice of workplace. Typically, SCG’s process of employer brand development starts with helping our clients define their Employer Value Proposition (EVP) which forms the foundation of their employer brand. In today’s landscape, managing an employer brand looks a little different and requires organizations to be ready to pivot to meet the current climate, plan for contingencies and adapt to employee needs including remote working.
During the peak of the pandemic, when uncertainty was rampant and budgets were tight, employer branding often took a back seat but it was actually the most crucial time for organizations to consider how they were treating their employees, customers and community. This would be a key factor not just in attracting talent but also how their reputation would be remembered in the future. Job seekers were paying attention to which employers stepped up during the crisis – how they took care of their employees and customers, and how leadership reacted and led during this time. Did they put people over business?
Most organizations did not know how to respond in this unprecedented time. Many were paralyzed and shut down any communications. Others ignored the crisis. Some came off inauthentic or exploitative. According to Linkedin data from April 2020, only 1 in 4 company posts during that time mentioned coronavirus. The posts that resonated most with audiences were those focused on community and support, on stepping up to help relief efforts and putting people first, as well as posts about working from home. SCG’s team, early on, reached out to their clients and encouraged them to address the crisis immediately, directly and authentically. Transparency and community became more valued than maintaining a pristine employer reputation.
While there is a light at the end of this tunnel, organizations must continue to maintain and adapt their employer branding and communications to attract and retain quality talent now and in the future.
A survey of 250 full-time talent acquisition or recruitment professionals by Yello.co found that the top reason for not meeting the challenges of diversity recruiting was a “lack of time and resources to devise and execute a diversity recruitment strategy.” That said, recent protests have necessitated a renewed focus on social justice and an immediate and serious review of diversity in the workplace.
Talent acquisition professionals are undoubtedly feeling the pressure. More than anyone they know the many benefits of a robust plan that results in greater diversity in the workplace. Just a few of those benefits include building a team that reflects the changing make-up of our population, wider variety of thought, stronger decision-making, inspiration resulting in more creativity, improvement in retention, enhancement of productivity, and a lift in the company’s reputation.
The reality is that talent acquisition has little influence over meeting the most common challenges that keep diversity recruiting plans on the shelf rather than into action. So, how do you move ahead when you hit the “no more excuses” stage in diversity?
Fortunately, there is a solution. Partner with the recruitment marketing experts at SCG Advertising & Public Relations. We will guide you through our 5-step Diversity Plan to:
Build a diversity team
Share a thorough situation analysis
Develop a multi-pronged strategy
Implement the plan
Monitor program progress
Let’s talk now about a plan that will put you ahead of the curve in creating a diverse workforce in your company. Our SCG recruitment professionals have extensive experience in this area. Contact Mike Gatta, VP, National Development at 856-795-7391 x149.
A remote workforce. Mass layoffs. Thousands of furloughs. The Covid-19 Pandemic created unforeseen challenges for Human Resources professionals. Then, the George Floyd tragedy changed everything. Protests brought renewed focus on social justice and an immediate and serious review of diversity in the workplace.
Employee reviews on Glassdoor from the week of May 25 to the week of June 1st highlight related topics spiked by 63%. That huge jump is proof that even with the extreme pressures talent acquisition professionals are under, they need to move diversity to the top of their priority list.
Unfortunately, more times than not clients ask for a proposal on diversity, then shelve it for another day. Turns out talent acquisition professionals should take their inspiration from Walt Disney. Known as a creative genius, he could also be very practical – like when he said, “The way to get started is to quit talking and begin doing.”
Great advice because talking alone does not solve the issue. It takes commitment to a strong mission supported all the way to the top of an organization, a healthy budget, and good strategic planning.
So, what would a comprehensive diversity plan include? Below is a starting point for developing your campaign.
Review and update your company career page and social media. Make certain that all things diversity are being shared.
Develop a campus recruiting program. Start with researching schools in your recruiting area that have a high percentage of minority students and offer majors that feed your core positions.
Advertising your brand across a strong diversity network that will continuously distribute your jobs to the appropriate sites will help in building a pipeline of candidates.
Develop active relationships with appropriate associations. Remember: many of these organizations will have state chapters.
Attend your area’s diversity career fairs to show your support. In today’s covid-19 world this will most likely be virtual.
Organize ERGs (Employee Resource Groups) for diversity groups which will provide support, enhance career development, offer professional networking opportunities, and personal development in the workplace.
Let’s have a serious conversation about diversity and how we can help you design and implement a plan that will put you at the forefront of diversity recruitment.
The loss of life – as well as health and safety issues – remains the primary issue when talking about the coronavirus pandemic. That said, economic and societal disruption cannot be ignored. The education sector, from pre-school to our higher education institutions, finds itself in the direct path of the storm and needing to prepare for the next waves.
The action plans required to navigate the new-normal are extensive and detailed, and emphasis should rightly be placed on instruction and learning, technology, infrastructure, and financial considerations. None of those issues, however, will matter if schools can’t sustain meaningful relationships with their long list of publics. Parents and students are more tolerant of change and disturbances if they have trust. Educators and staff are willing to go the extra mile if they have faith. Partners and suppliers are more open-minded if they believe a school is credible. Individuals and institutions are more giving when they have confidence.
Senior educational leaders will undoubtedly spend the next few months discussing important, tangible assets that ensure the delivery of education, but how much time will be spent on intangible assets like reputation, relationships, and brand?
Important Intangible assets
Intangible assets – like reputation, relationships, and brands — will first be defined by behavior and then by communication. Every organization must accept that it operates with the permission of those it serves, including students, parents, employees, regulators, partners, and a lengthy list of others. Moving forward, every action and behavior must be focused on earning and maintaining permission and trust to operate. In the end, reputation is a simple formula: EXPECTATION + CREDIBILITY. Organizations must meet or exceed expectations and achieve credibility by doing what they say they will do in all facets of the organization, down to the very smallest detail.
When it comes to communication, every organization must fortify its antenna to become more effective at listening, and more attentive to relevant sights, sounds, and sentiments. They must accept and communicate vulnerability and values and give power to their conscience, ethics, and empathy, thus empowering others to act. They must speak clearly, consistently, and honestly across all platforms – paid, earned, shared, and owned. Communication must be systematic, process-driven, proactive, and reactive, and also reach to all ends of the organization, both internal and external, prioritizing those directly impacted first … but realizing that information spreads.
There will be bumps along the way, and some may ignite a frenzied response from the media. The industry should also anticipate government, legal, and consumer actions, along with dis-informational attacks. And all of this will negatively impact reputation and the bottom line. Schools must soon identify and cultivate third-party advocates to speak on their behalf, quickly knock down misinformation, and employ attitude inoculation or pre-bunking techniques.
When it comes to maintaining and building intangible assets like relationships and reputation, there’s no magic solution. Instead, taking appropriate steps now will ensure an organization’s ongoing viability. Bottom line: educational leaders must prioritize investment in intangible assets and the professionals who manage them if they hope to survive and ultimately thrive in the post-coronavirus world.
“ContactSCG” unveiled by New Jersey-based SCG Advertising + Public Relations
PARSIPPANY, NJ (April 30, 2020) – Government agencies, non-profits, and private industry all are expected to hire upward of 300,000 health detectives – known as contact tracers – to identify and interview individuals who test positive for the virus and then trace those they’ve recently been in contact with. The Centers for Disease Control (CDC) and other experts have expressed the belief that contact tracers will be integral to preventing a second wave of the virus.
In 2003-2004, contact tracers played a key role in defeating SARS, and are used regularly by health departments around the world to combat HIV, measles, H1N1, and even Ebola.
Among those companies and organizations already active in the burgeoning contact tracing technology sector are a partnership between Apple and Google, Bloomberg Philanthropies, Contrace, and Partners in Health. In addition, several former health officials are calling for contact tracing support to be prominently featured in the next coronavirus aid package.
Beyond the tools, technology, and skills employed by contact tracers, quickly hiring hundreds of thousands of skilled investigators will be a challenge. To help organizations meet this challenge, the highly specialized recruitment advertising division of SCG Advertising + Public Relations has launched a dedicated unit called ContactSCG to focus on helping organizations market and hire contract tracers. The 60-year-old, New Jersey-based firm – with offices in Atlanta, Philadelphia, California and Florida – has, for decades, provided talent acquisition and recruitment advertising strategy and services to a wide range of healthcare, government, first responder, and non-profit clients.
“This is an astounding number of potential openings for a job that until now hasn’t even been researched by the Bureau of Labor Statistics,” says Mike Gatta, SCG’s vice president, national development. “It’s a major recruitment challenge for all 50 states, 16 territories, and thousands of local health departments – not to mention large corporations that may want their own to ensure the safety of their employees.”
Gatta notes that SCG has extensive experience in recruitment marketing, handling millions of jobs in all industries, including healthcare and government. By using the PESO model of Paid, Earned, Shared and Owned media, the agency has the tools to work with marketing and HR departments to quickly scale up and deliver results.
SCG’s recruitment marketing campaigns include a broad range of tools, including job-posting optimization for aggregators; digital and mobile strategies that include the Web, social, and shared media; and sophisticated programmatic advertising. Also featured are broadcast, out-of-home, and other traditional forms of advertising, plus diversity efforts, public relations, influencer outreach, special events, and including virtual job fairs. SCG is currently an approved vendor for government entities across the nation.
For more information, visit our website and contact Mike Gatta, Vice President, National Development at mgatta@scgadv.com or call (856) 795-7391 ext. 149 or Michael Cherenson, EVP Public Relations at mcherenson@scgadv.com or call973-597-5104 or 973-919-6228.
About SCG Advertising + Public Relations
Founded more than half a century ago, SCG (Success Communications Group) provides 21st century communication services highlighted by creativity, passion, and innovation. With specific expertise in advertising, marketing, public relations, social media, digital marketing, and recruitment, SCG is headquartered in Parsippany, NJ, with regional offices in the metro areas of Philadelphia, Atlanta, San Diego, and Tampa.
They’re not new. In fact, contact tracers helped defeat SARS in 2003-2004, and are used regularly by health departments to combat HIV, measles, H1N1, and even Ebola.
However, the incredible size of the contact tracing workforce will be the new normal as experts say that the Covid-19 Pandemic has created an explosive need for an army of these health detectives. Where now there are approximately 2,000 contact tracers across the nation, it is likely we will be needing a total force of 200,000 to 300,000.
This is an astounding number for a job that up until now has not been researched by the Bureau of Labor Statistics and a major recruitment challenge for our 50 states, 16 territories and thousands of local health departments – not to mention large corporations that may want their own to ensure the safety of their employees.
Experts believe that contact tracers will be integral to preventing a second wave of the invisible enemy. That is why the CDC says, “The time to start building the trained workforce is now.”
If you are not familiar with contact tracing (and we bet you are not) here is how it works. The positive person is interviewed by an investigator who then reaches out to those contacts suggesting 14 days of isolation and collecting information on others who have been within six feet for 10 minutes or more of the contact.
Some of the states are getting a head start on putting together an effective contact tracing team. Massachusetts is looking at a team of 1,000, New Jersey could have as many as 7,000 while California is putting together a team of 10,000 contact tracers. This is while many states are looking at creative ways of filling these critical roles.
If you are a Government Health official, Healthcare Administrator or Talent Acquisition professional with an urgent need to hire high-demand individuals as contact tracers, there is one way you can stay ahead of the hiring curve. Contact SCG.
As a valued client of SCG, you will have the power of an award-winning company with 60 years of experience in public relations, research, advertising and association management.
More importantly, we have extensive experience in Recruitment Marketing – handling millions of jobs in all industries including extensive experience in health care and government. By using the PESO model of Paid, Earned, Shared and Owned media, we have the tools to work with your marketing and HR departments to scale up quickly and deliver results.
The bottom line is, we have the tools and the experience that equip us ready to hit the ground running to meet your Contact Tracing recruitment challenge. Contact Mike Gatta, Vice President, National Development at mgatta@scgadv.com or call (856) 795-7391 ext. 149.
The Coronavirus Pandemic has had an immediate impact on a job market that was at record unemployment lows just two months ago. Nationwide unemployment in February was 3.55%, jumping to 4.44% in March. April will assuredly be even higher
Jobless claims are over 16 million in three weeks.
Track the DOL claims for each individual state here.
Interactive map with each state’s jobless numbers and change from the previous year.
Some Major Hiring Initiatives During The Pandemic
Although much of the focus has been on mass layoffs across the country, there are some that have needed to step up recruiting efforts as they are being overwhelmed.
Amazon just announced plans for yet another 75,000 jobs.
Even with a huge number of talented individuals are available for hire, both the U.S. Army and the U.S. Postal Service are pursuing retirees to fill their rising hiring needs.
During these difficult times layoffs, furloughs, and preserving as much of your current staff as possible are front and center in your efforts. However, you must remember that what you do now will have an impact our your employer brand for years to come.
Due to the Coronavirus Pandemic the nation has seen the number of jobless claims reach the highest level in our history over the past two weeks.
• The 3.28 million reported last week was four times greater than any week ever but did not affect states equally. See the chart here.
• A staggering 6.6 million filed new claims this week. See the week to week percentage difference here.
• Another look at the impact of the huge jump in unemployment claims by state. Study the map here.
Industries Affected by Coronavirus
Layoffs are coming at a more rapid rate than ever. Some industries felt an immediate impact and are still reeling. Look at the impact on different industries.
• Essential retailers ramp up hiring in New Jersey.
Shopping Basket
Manage Cookie Consent
To provide the best experiences, we use technologies like cookies to store and/or access device information. Consenting to these technologies will allow us to process data such as browsing behavior or unique IDs on this site. Not consenting or withdrawing consent, may adversely affect certain features and functions.
Functional
Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes.The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
