Shrm economic-conditions-global-competition-hiring-strategies

SHRM Survey Findings: 2014 Economic Conditions—

Global Competition and Hiring Strategies

October 30, 2014

• This is Part 3 of a series of SHRM survey results about the state of jobs and skills in the current economic condition, which relates to a SHRM survey series about the ongoing impact of the U.S. and global recession from 2007 to 2012. Overall results will be reported separately in three different topic areas:

» Overall financial health and hiring.

» Recruiting and skills gaps.

» Global competition and hiring strategies.

• Overall results for 2013 will also be reported separately for California.

• Industry-specific results for the nine industries that were included in the sample will also be reported for each question throughout the report. The nine industries are:

» Accommodation and food services, retail/wholesale trade.

» Construction, mining, quarrying, and oil and gas extraction.

» Educational services.

» Finance, insurance, real estate and rental and leasing.

» Government agencies.

» Health care and social assistance.

» High-tech.

» Manufacturing.

» Professional, scientific, and technical services.

Economic Conditions—Global Competition and Hiring Strategies ©SHRM 2014 2

Introduction

http://www.shrm.org/research/surveyfindings/articles/pages/shrmpolltheongoingimpactoftherecession.aspx

• What strategies have organizations been using to deal with recruiting challenges for full-time regular positions? Of the 50% of organizations that indicated they were having difficulty recruiting for full-time regular positions, more than one-half (54%) used social media to deal with such challenges, followed by collaborating with educational institutions (48%) and expanding advertising efforts (41%). Organizations have also applied strategies that focus on using current employees, including training existing employees to take on the hard-to-fill positions (39%) and increasing retention efforts (37%).

» Larger organizations were more likely to report using social media and collaborating with educational institutions to deal with recruiting challenges compared with smaller organizations.

» Organizations in the high-tech and the professional, scientific, and technical services industries were most likely to use social media to deal with recruiting challenges (74% and 65%, respectively).

» The most effective strategies for dealing with recruiting challenges included using social media (51%), expanding advertising efforts (51%), using a recruitment agency (51%) and training existing employees to take on the hard-to-fill positions (49%).

• Are organizations facing global competition when recruiting applicants for hard-to-fill jobs?Fourteen percent of organizations believe they are facing global competition for qualified applicants for jobs they are having difficulty filling, similar to 13% reported in 2012.

» Organizations in the high-tech industry (37%) were more likely than those in other industries to believe that they are facing global competition for hard-to-fill jobs.


Key Findings

• Have organizations been hiring workers from outside the U.S. for jobs that have been

difficult to fill? One-fifth (20%) of organizations have sponsored foreign nationals for H-1B visas in

an attempt to fill key full-time regular positions that have been difficult to fill with qualified U.S.

employees. For O visas, TN visas and other visas, the percentages were 2%, 8% and 7%,

respectively.

» Overall, larger organizations were more likely than smaller organizations to have sponsored

foreign nationals for various types of visas.

» The high-tech industry is more likely than other industries to have hired workers from outside

the U.S. and to plan to continue in an attempt to recruit for hard-to-fill jobs (51% for H-1B

visas and 25% for TN visas, respectively).

• Have organizations been hiring U.S. veterans for jobs that have been difficult to fill? Almost

two-thirds (64%) of organizations reported hiring U.S. veterans for full-time regular positions in the

last 12 months, an increase from 39% in 2011 and 58% in 2012.

» Larger organizations were more likely than smaller organizations to have hired U.S. veterans

in an attempt to recruit for hard-to-fill jobs.

» Government agencies (73%) were more likely than organizations in other industries to have

hired U.S. veterans in an attempt to recruit for hard-to-fill jobs.


Key Findings (continued)

• In their desire to find workers with skills that match their organization’s job openings, HR professionals should consider partnerships or some form of outreach with local educational institutions. Private-sector collaboration with vocational schools, which can involve developing curricula that help build skills required by local employers, has become a popular approach in some U.S. cities. Nearly half of the respondents to this survey said they have collaborated with educational institutions to deal with recruiting challenges.

• Recent research by SHRM has shown that many employers have cut back on funding for some forms of professional and career development, such as tuition assistance and cross-training for employees. This runs counterintuitive to efforts to find properly skilled individuals for open positions, and may be due only to economic conditions that have caused some employers to tighten their budgets. Nonetheless, professional development assistance should be an important tool for HR professionals to strengthen the skills of their employees. Two-fifths of respondents to this survey said training existing employees for hard-to-fill positions was effective when dealing with recruiting challenges.

• Across all industries, high-tech appears to have the greatest demand for highly skilled workers. The sector has been a strong performer in the U.S. economy, but HR professionals in that industry should make concerted efforts to train employees and develop partnerships to recruit and retain high-skilled workers. The high-tech industry was most likely to recruit globally for hard-to-fill positions, and its HR professionals, more frequently than in all other sectors, identified global competition for talent as a recruiting challenge for their organization.


What Do These Findings Mean for the HR Profession?

Strategies Organizations Used to Deal with Recruiting

Challenges for Full-Time Regular Positions (All Industries)


Note: Only respondents whose organizations were having a difficult time recruiting for certain types of jobs were asked this question. Respondents who

answered “don't know” were excluded from this analysis. Percentages do not equal 100% due to multiple response options.

*Response was not included in the 2012 survey.

54%

48%

41%

39%

39%

37%

37%

33%

32%

37%

47%

33%

32%

21%

Using social media*

Collaborating with educationalinstitutions

Expanding advertising efforts

Training existing employees to takeon the hard-to-fill positions

Using a recruitment agency*

Increasing retention efforts

Expanding training programs tohelp improve skills of new hires

Targeting passive job seekers*

Seeking talent from nontraditionalsources (e.g., veterans, retirees)*

2013 (n = 2,900)

2012 (n = 1,635)

Strategies Organizations Used to Deal with Recruiting Challenges for

Full-Time Regular Positions (All Industries, continued)


Note: Only respondents whose organizations were having a difficult time recruiting for certain types of jobs were asked this question. Respondents who

answered “don't know” were excluded from this analysis. Percentages do not equal 100% due to multiple response options.

*Response was not included in the 2012 survey.

30%

26%

24%

23%

19%

14%

7%

3%

7%

36%

22%

24%

5%

5%

8%

Expanding geographic searchregion

Using/enhancing employeereferral program*

Improving compensation*

Offering more flexible workarrangements

Providing monetary incentives tocandidates (e.g., signing bonus)

Improving benefits package*

Offering new job perks

Other

None; no recruiting strategiesused

2013 (n = 2,900)

2012 (n = 1,635)


Challenges for Full-Time Regular Positions (All Industries)


Note: Only statistically significant differences are shown.

Comparison by organization staff size

• Organizations with 100 or more employees were more likely than organizations with 1 to 99 employees to indicate

that they are expanding the geographic search region to deal with recruiting challenges. Organizations with 500

to 24,999 employees were more likely than organizations with 100 to 499 employees to indicate that they are

expanding the geographic search region to deal with recruiting challenges.

20%27%

34% 39%33%

1 to 99 employees 100 to 499employees

500 to 2,499employees

2,500 to 24,999employees

25,000 or moreemployees


that they are using social media to deal with recruiting challenges. Organizations with 2,500 or more employees

were more likely than organizations with 100 to 499 employees to indicate that they are using social media to deal

with recruiting challenges.

45%52% 57% 62% 65%











that they are collaborating with educational institutions to deal with recruiting challenges. Organizations with

2,500 or more employees were more likely than organizations with 1 to 499 employees to indicate that they are

collaborating with educational institutions to deal with recruiting challenges.

34%47% 52% 57%

66%





• Organizations with 100 or more employees were more likely than organizations with 1 to 99 employees to indicate that they are seeking talent from nontraditional sources (e.g., veterans, retirees) to deal with recruiting challenges. Organizations with 2,500 or more employees were more likely than organizations with 1 to 2,499 employees to indicate that they are seeking talent from nontraditional sources (e.g., veterans, retirees) to deal with recruiting challenges.

19%27% 34%

42%58%






Full-time Regular Positions (All Industries, Continued)





that they are increasing retention efforts to deal with recruiting challenges. Organizations with 2,500 or more

employees were more likely than organizations with 1 to 499 employees to indicate that they are increasing

retention efforts to deal with recruiting challenges.

29% 34% 40% 43%51%






that they are providing monetary incentives to candidates (e.g., signing bonus) to deal with recruiting

challenges. Organizations with 2,500 or more employees were more likely than organizations with 1 to 499

employees to indicate that they are providing monetary incentives to candidates (e.g., signing bonus) to deal

with recruiting challenges.

12%17% 20%

27% 30%










• Organizations with 1 to 99 employees were more likely than organizations with 500 to 24,999 employees to indicate

that they are improving the benefits package to deal with recruiting challenges.

19%

12% 11%13%

1 to 99 employees 500 to 2,499 employees 2,500 to 24,999employees



Challenges for Full-Time Regular Positions (by Industry)


Note: Respondents who answered "don't know" were excluded from this analysis. Percentages do not equal 100% due to multiple response options.

Using Social

Media

Collaborating with

Educational

Institutions

Expanding

Advertising

Efforts

Training Existing

Employees to Take on

the Hard-to-Fill

Positions

Using a

Recruitmen

t Agency

Increasing

Retention

Efforts

All industries (n = 2,900) 54% 48% 41% 39% 39% 37%

Accommodation and food services,

retail/wholesale trade (n = 280)60% 51% 38% 49% 33% 43%

Construction, mining, quarrying, and

oil and gas extraction (n = 290)50% 51% 41% 42% 47% 37%

Educational services (n = 305) 48% 39% 52% 26% 20% 30%

Finance, insurance, real estate and

rental and leasing (n = 267)59% 49% 38% 37% 50% 40%

Government agencies (n = 463) 44% 39% 45% 39% 15% 27%

Health care and social assistance (n =

301)53% 55% 46% 42% 37% 48%

High-tech (n = 137) 74% 56% 28% 38% 61% 45%

Manufacturing (n = 365) 50% 56% 41% 48% 60% 38%

Professional, scientific, and technical

services (n = 410)65% 46% 34% 32% 47% 39%


Full-Time Regular Positions (by Industry, continued)



Expanding

Training

Programs to

Help Improve

Skills of New

Hires

Targeting

Passive Job

Seekers

Seeking Talent

from

Nontraditional

Sources

Expanding

Geographic

Search

Region

Using/Enhancing

Employee

Referral Program

Improving

Compensation

All industries (n = 2,900) 37% 33% 32% 30% 26% 24%









Health care and social assistance (n

= 301)37% 32% 22% 25% 27% 22%

High-tech (n = 137) 34% 57% 35% 42% 47% 34%

Manufacturing (n = 365) 40% 37% 36% 34% 25% 27%


services (n = 410)38% 49% 29% 34% 37% 26%


Full-time Regular Positions (by Industry, continued)



Offering More

Flexible Work

Arrangements

Providing

Monetary

Incentives to

Candidates

Improving

Benefits

Package

Offering New

Job PerksOther

None; No

Recruiting

Strategies Used

All industries (n = 2,900) 23% 19% 14% 7% 3% 7%









Health care and social assistance (n

= 301)20% 28% 11% 4% 2% 5%

High-tech (n = 137) 36% 39% 20% 12% 4% 4%

Manufacturing (n = 365) 15% 21% 13% 6% 4% 5%


services (n = 410)29% 25% 15% 8% 2% 6%

Recruiting Strategies Organizations Feel Are Most Effective

(All Industries)


Note: n = 102-1,571. Respondents who answered “don't know” were excluded from this analysis. Respondents were asked only about those recruiting

strategies that their organizations were using and were allowed to select up to three options. Percentages do not equal 100% due to multiple response

options.

51%

51%

51%

49%

42%

42%

41%

40%

37%

Expanding advertising efforts

Using a recruitment agency

Using social media

Training existing employees to take on the hard-to-fillpositions

Targeting passive job seekers

Using/enhancing employee referral program

Improving compensation package

Offering more flexible work arrangements

Collaborating with educational institutions


(All Industries, continued)


37%

33%

33%

31%

29%

27%

12%

31%

Expanding training programs to helpimprove skills of new hires

Expanding geographic search region

Increasing retention efforts

Providing monetary incentives tocandidates (e.g., signing bonus)

Improving benefits package

Seeking talent from nontraditional sources(e.g., veterans, retirees)

Offering new job perks

Other

Note: n = 102-1,571. Respondents who answered “don't know” were excluded from this analysis. Respondents were asked only about those recruiting

strategies that their organizations were using and were allowed to select up to three options. Percentages do not equal 100% due to multiple response

options.


(by Industry)


Note: Respondents who answered “don't know” were excluded from this analysis. Respondents were asked only about those recruiting strategies that

their organizations were using and were allowed to select up to three options. Percentages do not equal 100% due to multiple response options.

“-” Percentage was not reportable due to small sample size (n < 30).

Expanding

Advertising

Efforts

Using a

Recruitment

Agency

Using Social

Media

Training Existing

Employees to

Take on the Hard-

to-Fill Positions

Targeting

Passive

Job

Seekers

Using/Enhancing

Employee

Referral Program

All industries (n = 102 - 1,571) 51% 51% 51% 49% 42% 42%


retail/wholesale trade (n = 52 - 169)51% 40% 53% 45% 46% 39%


oil and gas extraction (n = 57 - 149)45% 57% 47% 48% 43% 54%

Educational services (n = 32 - 158) 66% 36% 53% 53% 45% -


rental and leasing (n = 37 - 156)49% 55% 52% 53% 44% 46%

Government agencies (n = 37 - 207) 61% 29% 54% 60% 34% -

Health care and social assistance

(n = 32 - 165)55% 44% 50% 53% 29% 49%

High-tech (n = 39 - 101) 31% 47% 55% 31% 44% 37%

Manufacturing (n = 48 - 219) 35% 68% 43% 49% 45% 29%


services (n = 34 - 267)44% 49% 52% 45% 45% 46%


(by Industry, continued)





Improving

Compensation

Package

Offering More

Flexible Work

Arrangements

Collaborating

with

Educational

Institutions

Expanding

Training

Programs to

Help Improve

Skills of New

Hires

Expanding

Geographic

Search

Region

Increasing

Retention Efforts

All industries (n = 102 - 1,571) 41% 40% 37% 37% 33% 33%


retail/wholesale trade

(n = 52 - 169)

39% 39% 34% 42% 27% 43%


oil and gas extraction (n = 57 - 149)41% 32% 39% 32% 30% 26%

Educational services (n = 32 - 158) 47% 51% 51% 44% 31% 36%


rental and leasing (n = 37 - 156)44% 36% 28% 45% 30% 34%

Government agencies (n = 37 - 207) 55% 46% 37% 37% 46% 29%


(n = 32 - 165)35% 42% 43% 41% 34% 38%

High-tech (n = 39 - 101) 45% 33% 27% 23% 33% 35%

Manufacturing (n = 48 - 219) 41% 38% 37% 34% 30% 25%


services (n = 34 - 267)31% 36% 37% 32% 27% 32%


(by Industry, continued)





Providing Monetary

Incentives To

Candidates (e.g.,

Signing Bonus)

Improving

Benefits

Package

Seeking Talent From

Nontraditional Sources

(e.g., Veterans, Retirees)

Offering New Job

Perks

All industries (n = 102 - 1,571) 31% 29% 27% 12%


retail/wholesale trade (n = 52 - 169)29% 29% 34% -

Construction, mining, quarrying, and oil

and gas extraction (n = 57 - 149)31% 28% 27% -

Educational services (n = 32 - 158) - 38% 28% -

Finance, insurance, real estate and rental

and leasing (n = 37 - 156)25% 27% 21% -

Government agencies (n = 37 - 207) - 41% 43% -


(n = 32 - 165)34% 25% 24% -

High-tech (n = 39 - 101) 25% - 25% -

Manufacturing (n = 48 - 219) 30% 42% 20% -


services (n = 34 - 267)33% 21% 18% 9%

Do You Believe That Your Organization Is Facing Global Competition (i.e.,

Competition from Other Countries) for Talent for Hard-to-Fill* Jobs? (All

Industries)


Note: Respondents who answered “don't know” were excluded from this analysis.

* Question stated “for full-time regular positions that your organization has been having difficulty filling.”

Yes23%

No77%

2011

Yes13%

No87%

2012

Yes14%

No86%

2013

n = 720 n = 1,492 n = 2,253

Do You Believe That Your Organization Is Facing Global Competition

(i.e., Competition from Other Countries) for Talent for Hard-to-Fill* Jobs?

(by Industry)


14%

37%

22%

20%

18%

12%

11%

9%

8%

8%

8%

All industries (n = 2,253)

High-tech (n = 104)

Construction, mining, quarrying, and oil and gasextraction (n = 269)

Manufacturing (n = 312)

Professional, scientific, and technical services (n = 354)

Educational services (n = 265)

Accommodation and food services, retail/wholesaletrade (n = 240)

Finance, insurance, real estate and rental and leasing(n = 232)

Health care and social assistance (n = 282)

Government agencies (n = 431)

Other industry (n = 64)


* Question stated “for full-time regular positions that your organization has been having difficulty filling.”

Sponsorship for Foreign Nationals for Key Full-time Positions That

Are Difficult to Fill with Qualified U.S. Employees (All Industries)



20%

7%

2%

71%

H-1B visas

2% 1%3%

94%

O visas

Have recruited andplan to continue

Have recruited butdo NOT plan tocontinue

Have not recruitedbut plan to in thenext 12 months

Have not recruitedand do NOT plan toin the next 12months

n = 2,560 n = 2,261

Sponsorship for Foreign Nationals for Key Full-Fime Positions That

Are Difficult to Fill with Qualified U.S. Employees (All Industries,

continued)


Note: Respondents who answered “don't know” were excluded from this analysis. Percentages may not equal 100% due to rounding.

8%

2%

3%

88%

TN visas

7%

2%2%

89%

Other visas

Have recruited andplan to continue

Have recruited butdo NOT plan tocontinue

Have not recruitedbut plan to in thenext 12 months

Have not recruitedand do NOT plan toin the next 12months

n = 2,131n = 2,301

Sponsorship for Foreign Nationals for Key Full-Time Positions That

Are Difficult to Fill with Qualified U.S. Employees (All Industries)





that they have sponsored foreign nationals for H-1B visas in an attempt to fill key full-time regular positions that

have been difficult to fill with qualified U.S. employees. Organizations with 2,500 or more employees were more

likely than organizations with 1 to 2,499 employees to indicate that they have sponsored foreign nationals for H-

1B visas.

9% 12%24%

39% 36%






that they have sponsored foreign nationals for TN visas in an attempt to fill key full-time regular positions that

have been difficult to fill with qualified U.S. employees.

3% 4%8%

18% 16%





Sponsorship for Foreign Nationals for Key Full-Time Positions That Are

Difficult to Fill with Qualified U.S. Employees (All Industries, continued)





that they have sponsored foreign nationals for other types of visas in an attempt to fill key full-time regular

positions that have been difficult to fill with qualified U.S. employees.

3% 4%

10%13%

17%





Sponsorship for Foreign Nationals for Key Full-Time Positions That

Are Difficult to Fill with Qualified U.S. Employees (by Industry)



Have Recruited

and Plan to

Continue

Have Recruited

but Do NOT Plan

to Continue

Have Not

Recruited but Plan

to in the Next 12

Months

Have Not

Recruited and Do

NOT Plan to in the

Next 12 Months

All industries (n = 2,560) 20% 7% 2% 71%


retail/wholesale trade (n = 233)13% 5% 2% 80%

Construction, mining, quarrying, and oil and

gas extraction (n = 259)22% 8% 2% 68%

Educational services (n = 269) 31% 9% 2% 57%

Finance, insurance, real estate and rental and

leasing (n = 227)15% 6% 1% 78%

Government agencies (n = 408) 8% 2% 2% 88%


(n = 269)15% 7% 3% 74%

High-tech (n = 130) 51% 7% 3% 39%

Manufacturing (n = 327) 20% 9% 2% 69%

Professional, scientific, and technical services

(n = 369)28% 10% 3% 60%

H-1B visas (specialty occupation workers)


Difficult to Fill with Qualified U.S. Employees (by Industry, continued)



Have Recruited

and Plan to

Continue

Have Recruited

but Do NOT Plan

to Continue

Have Not

Recruited but Plan

to in the Next 12

Months

Have Not

Recruited and Do

NOT Plan to in the

Next 12 Months

All industries (n = 2,261) 2% 1% 2% 94%




gas extraction (n = 223)1% 2% 3% 93%



leasing (n = 206)0% 0% 1% 98%



(n = 244)2% 1% 3% 94%

High-tech (n = 92) 8% 2% 3% 87%

Manufacturing (n = 289) 2% 1% 2% 96%


(n = 317)4% 2% 3% 91%

O visas (individuals with extraordinary ability or achievement)





Have Recruited

and Plan to

Continue

Have Recruited

but Do NOT Plan

to Continue

Have Not

Recruited but Plan

to in the Next 12

Months

Have Not

Recruited and Do

NOT Plan to in the

Next 12 Months

All industries (n = 2,301) 8% 2% 3% 88%




gas extraction (n = 239)14% 2% 3% 82%



leasing (n = 205)4% 0% 1% 94%



(n = 243)5% 1% 2% 91%

High-tech (n = 103) 25% 4% 5% 66%

Manufacturing (n = 297) 8% 3% 3% 86%


(n = 328)14% 3% 5% 79%

TN visas (Treaty NAFTA visas for Mexican and Canadian businesspeople)





Have Recruited

and Plan to

Continue

Have Recruited

but Do NOT Plan

to Continue

Have Not

Recruited but Plan

to in the Next 12

Months

Have Not

Recruited and Do

NOT Plan to in the

Next 12 Months

All industries (n = 2,131) 7% 2% 2% 90%




gas extraction (n = 208)5% 4% 1% 89%



leasing (n = 196)4% 1% 1% 95%



(n = 228)5% 0% 1% 93%

High-tech (n = 89) 19% 3% 3% 74%

Manufacturing (n = 274) 8% 1% 2% 89%


(n = 289)10% 3% 2% 84%

Other visas

Organizations That Hired U.S. Veterans for Full-Time Regular Positions

in the Last 12 Months (All Industries)


Note: n = 2,561. Respondents who answered "don't know" were excluded from this analysis. Percentages do not equal 100% due to rounding.

64%

24%

9%

4%

Yes

No

No, but we are considering it

No, but we have plans to do so in the next 12 months


in the Last 12 Months (by Industry)


Note: Respondents who answered "don't know" were excluded from this analysis. Percentages may not equal 100% due to rounding.

64%

70%

69%

60%

50%

73%

64%

61%

69%

49%

24%

19%

18%

24%

36%

19%

28%

23%

16%

38%

9%

7%

10%

11%

8%

6%

5%

12%

11%

9%

4%

4%

2%

6%

5%

3%

3%

4%

4%

4%

All industries (n = 2,561)

Accommodation and food services,retail/wholesale trade (n = 256)

Construction, mining, quarrying, and oil andgas extraction (n = 278)

Educational services (n = 250)

Finance, insurance, real estate and rental andleasing (n = 220)

Government agencies (n = 423)

Health care and social assistance (n = 247)

High-tech (n = 111)

Manufacturing (n = 344)

Professional, scientific, and technical services(n = 362)

Yes No No, but we are considering it No, but we have plans to do so in the next 12 months


in the Last 12 Months (All Industries)




• Organizations with 100 or more employees were more likely than organizations with 1 to 99 employees to have

hired U.S. veterans for full-time regular positions in the last 12 months. Organizations with 500 or more employees

were more likely than organizations with 100 to 499 employees to have hired U.S. veterans for full-time regular

positions in the last 12 months. Organizations with 25,000 or more employees were more likely than organizations

with 500 to 2,499 employees to have hired U.S. veterans for full-time regular positions in the last 12 months.

28%

56%

81%87%

92%






Demographics

Demographics: Organization Industry


Note: n = 3,335. Percentages do not equal 100% due to rounding.

Percentage

Accommodation and food services, retail/wholesale trade 10%

Construction, mining, quarrying, and oil and gas extraction 10%

Educational services 11%

Finance, insurance, real estate and rental and leasing 9%

Government agencies 16%

Health care and social assistance 10%

High-tech 5%

Manufacturing 12%

Professional, scientific, and technical services 14%

Other industry 3%

Demographics: Organization Sector (All Industries)


n = 3,335

45%

20%

20%

15%

Publicly owned for-profit

Government

Privately owned for-profit

Nonprofit

Demographics: Organization Sector (by Industry)


Note: Percentages may not equal 100% due to rounding.

Privately Owned

For-ProfitGovernment

Publicly Owned

For-ProfitNonprofit

All industries (n = 3,335) 45% 20% 20% 15%




and gas extraction (n = 336)71% 0% 28% 1%



and leasing (n = 307)56% 0% 24% 19%



(n = 349)32% 0% 9% 59%

High-tech (n = 156) 54% 0% 44% 2%

Manufacturing (n = 404) 63% 0% 36% 1%


services (n = 458)76% 0% 19% 5%

Other industry (n = 91) 57% 0% 22% 21%

Demographics: Region (All Industries)


n = 3,022

39%

23%

22%

16%South

West

Midwest

Northeast

Demographics: Region (by Industry)



South West Midwest Northeast

All industries (n = 3,022) 39% 23% 22% 16%




and gas extraction (n = 304)44% 25% 18% 13%



and leasing (n = 279)33% 19% 25% 23%



(n = 323)37% 22% 23% 18%

High-tech (n = 142) 30% 36% 12% 23%

Manufacturing (n = 365) 36% 16% 33% 16%


services (n = 418)42% 24% 17% 17%

Other industry (n = 80) 39% 23% 16% 23%

Demographics: Organization Staff Size (All Industries)


Note: n = 2,945 . Percentages do not equal 100% due to rounding.

21%

31%

22%

20%

7%

1 to 99 employees

100 to 499 employees

500 to 2,499 employees

2,500 to 24,999 employees

25,000 or more employees

Demographics: Organization Staff Size (by Industry)



1 to 99

Employees

100 to 499

Employees

500 to 2,499

Employees

2,500 to 24,999

Employees

25,000 or More

Employees

All industries (n = 2,945) 21% 31% 22% 20% 7%


retail/wholesale trade (n = 278)14% 27% 17% 19% 24%


oil and gas extraction (n = 301)23% 33% 20% 20% 3%

Educational services (n = 318) 10% 29% 32% 25% 3%


rental and leasing (n = 279)29% 31% 20% 14% 6%

Government agencies (n = 470) 13% 32% 30% 21% 4%


(n = 314)15% 29% 23% 24% 9%

High-tech (n = 143) 27% 27% 16% 21% 9%

Manufacturing (n = 355) 17% 32% 22% 23% 6%


services (n = 409)40% 32% 11% 13% 5%

Other industry (n = 78) 23% 36% 17% 17% 8%

n = 3,092

Demographics: Other (All Industries)


U.S.-based operations only 71%

Multinational operations 29%

Single-unit organization: An organization

in which the location and the organization

are one and the same.

31%

Multi-unit organization: An organization

that has more than one location.69%

Multi-unit headquarters determines HR

policies and practices48%

Each work location determines HR policies

and practices3%

A combination of both the work location and

the multi-unit headquarters determines HR

policies and practices

49%

Is your organization a single-unit organization or a

multi-unit organization?

For multi-unit organizations, are HR policies and practices

determined by the multi-unit headquarters, by each work

location or by both?

Does your organization have U.S.-based

operations (business units) only, or does it

operate multinationally?

n = 3,116

n = 2,223

42

SHRM Survey Findings

• Response rate = 13%

• 3,335 HR professionals participated in this survey from a randomly selected sample of SHRM’s membership from nine different industries:

» Accommodation and food services, retail/wholesale trade.

» Construction, mining, quarrying, and oil and gas extraction.

» Educational services.

» Finance, insurance, real estate and rental and leasing.

» Government agencies.

» Health care and social assistance.

» High-tech.

» Manufacturing.

» Professional, scientific, and technical services.

• Margin of error +/-2%

• Survey fielded December 16, 2013 - January 16, 2014

Survey Methodology

Economic Conditions—Global Competition and Hiring Strategies ©SHRM 2014

• SHRM Leading Indicators of National Employment (LINE)

» http://www.shrm.org/research/monthlyemploymentindices/line/pages/default.aspx

• SHRM Jobs Outlook Survey (JOS)

» http://www.shrm.org/research/monthlyemploymentindices/lmo/pages/default.aspx

• SHRM Metro Economic Outlooks

» http://www.shrm.org/research/monthlyemploymentindices/pages/metroeconomicoutlooks.aspx

• SHRM’s Workforce Readiness Resource Page

» http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/workforcereadiness.aspx

• SHRM Foundation: What’s Next: Future Global Trends Affecting Your Organization, Evolution of Work

and the Worker

» http://www.shrm.org/about/foundation/shapingthefuture/documents/2-

14%20theme%201%20paper-final%20for%20web.pdf


Additional SHRM Resources

http://www.shrm.org/research/monthlyemploymentindices/line/pages/default.aspx

http://www.shrm.org/research/monthlyemploymentindices/lmo/pages/default.aspx

http://www.shrm.org/research/monthlyemploymentindices/pages/metroeconomicoutlooks.aspx

http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/workforcereadiness.aspx

http://www.shrm.org/about/foundation/shapingthefuture/documents/2-14 theme 1 paper-final for web.pdf

For more survey/poll findings, visit shrm.org/surveys

For more information about SHRM’s Customized Research Services, visit

shrm.org/customizedresearch

Follow us on Twitter @SHRM_Research


About SHRM Research

Project lead:

Tanya Mulvey, researcher, SHRM Research

Project contributors:

Alexander Alonso, Ph.D., SPHR, vice president, SHRM Research

Evren Esen, director, Survey Programs, SHRM Research

Yan Dong, Survey Research Center, SHRM Research

Christina Lee, researcher, SHRM Research

Qikun Niu, intern, SHRM Research

Jennifer Schramm, manager, Workplace Trends and Forecasting, SHRM Research

Copy editor:

Katya Scanlan, SHRM Knowledge Center

http://www.shrm.org/surveys

http://www.shrm.org/customizedresearch

http://twitter.com/SHRM_Research

Founded in 1948, the Society for Human Resource Management (SHRM) is the

world’s largest HR membership organization devoted to human resource management.

Representing more than 275,000 members in over 160 countries, the Society is the

leading provider of resources to serve the needs of HR professionals and advance the

professional practice of human resource management. SHRM has more than 575

affiliated chapters within the United States and subsidiary offices in China, India and

United Arab Emirates. Visit us at shrm.org.


About SHRM

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