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Why we have International Skills Shortages?

Much has been written about this subject by many commentators but beyond a general malaise in the corporate sector in terms of planning here are a few hard facts culled from surveys and from our own experience as an international recruitment agency

  1. 86% of corporates approaching us do not have a workable job description.
  2. Looking at international skills shortages 83% of companies see internal management skills as the greatest inhibitor to growth but less than 20% expect individuals to have management skills prior to being promoted. A correlation that even the intellectually bankrupt can not ignore.
  3. Only 55% look to promote from within and at senior level this fall below 50% a further indictment of internal training and preparation.
  4. 33% reported that they felt internal training was well thought through and delivered meaningful benefits to the individual. Put another way two thirds of companies are failing
  5. Only 39% of businesses reported having a published training plan
  6. 62% said that they had had an annual assessment in the last 15 months. Only 30% of the 62% felt it had provided guidance as to future skills they need to gain to gain promotion. So nearly 80% of employees could be considered rudderless
  7. Asked if they would change jobs if the opportunity arose 72% said they would consider it a sharp jump from 2011 when the numbers were 60%. The UK and European nationals reported the highest rate. The Asians the lowest from a statistically low sample

It is a sad indictment of the international corporate sector and the costs of poor planning are tremendously high but notoriously hard to measure.

I suppose as an international recruitment agency we should be grateful of the continuing inefficiency as it puts bread on our table but to be honest we’d prefer to see a much greater level of professionalism as the tyre kickers trying to nickel and dime us on rates, when they don’t do their job properly in the first place is a real frustration to us.

Why stakeholders, be they shareholders or trading partners, do not make executives accountable for recruitment failure is beyond me.They certainly need to know that the entities with which they invest have a grip on recruitment but this is very much the exception rather than the rule.

Recruitment and retention is a process that requires a frame work. It warrants board room attention but is often seen as a support function without a mandate.

Remember with recruitment you can hire up to a standard or down to a budget – never both.

If you are serious about filling international skills shortages please do get in touch using our quick enquiry form


Author: Chris Slay

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