This evening I had the opportunity to attend a Cincinnati Hispanic Chamber Networking event and had the great honor of meeting Anthony Munoz. As the third player selected in the 1980 NFL draft, Anothony Munoz was an 11-time consecutive All-Pro lineman for the Cincinnati Bengals. Anthony Munoz is also one of two Hispanic Americans in the Football Hall of Fame. While his leadership on the field and career achievements receive a lot of attention, Anthony Munoz is also a leader off the field. He serves as the president of the Anthony Munoz Foundation. His foundation aims to educate, promote, recognize and reward youth in the Cincinnati area that excel in all phases of life. No matter what adversity youth may face, the foundation’s programs teach young people that they can overcome many of their respective obstacles. I had the chance to speak with him at length during the event. In all honesty, his formidable physical presence was only overshadowed by his modesty and passion for his foundation and support of the community. He is truly a leader on and off the field.
The last 15 years have seen significant changes in the recruitment advertising area. When I first began in the recruiting field, print ads dominated the industry. By 2000, job seekers jumped online to websites like Monster, CareerBuilder, and HotJobs. As we near the end of the first decade of the 21st century, another transition has occurred. Social networking sites such as Facebook, LinkedIn, and Craigslist are emerging as strong competitors to traditional online job boards. That’s why it’s not surprising that job board postings and revenues have dropped significantly over the last few years. Yes, much of it can be attributed to the economy, however, a lot more can be attributed to the declining benefits of online board experiences. Whether it’s the excess of advertising, quality of job listings, or registration requirements, job seekers are disenchanted by their overall experience. Employers are now skeptical as well. As a former director of recruiting, job boards produced less than significant response rates with the quality of candidates average at best. Many of the candidates I contacted were actively being recruited by other organizations, thus resumes came from a shared pool of candidates. Not effective. Continue reading
Anyone paying attention to the work environment knows that the needs of today’s employees have changed over the last decade. Yet, many HR college recruitment processes still use deeply-rooted, and frankly old, tactics to meet organizational talent needs. It’s now evident that job seekers who once used to be referred to as ‘non-traditional’ have become the norm. Some industries as well as college career centers and college recruitment functions have struggled to adjust. In fact, many in the college recruitment industry still grapple with newcomers who are attempting to change the way college recruitment is being done. See some examples of organizations who are already changing the industry here, here, here, and here. Continue reading
The Pew Hispanic Research Center just released a report profiling the five largest Hispanic populations in the United States by country of origin. The report also presents the employment and income profiles for each demographic group. Additionally, each demographic profile is compared to overall Hispanic data.
Yesterday I received an email from a former colleague regarding a career-related issue. By the end of the day, I had traded close to 10 emails discussing his options as well as providing some long-term career advice. During our “virtual” conversation, I encouraged him to seek out a mentor within the organization. I also asked if there was anyone within his organization that would be suitable. Unfortunately, he said there are relatively few Hispanics in leadership positions and even fewer Hispanics in executive positions. Thus, his sources of mentors were limited to external contacts. The situation is representative of the lack of mentors for Hispanic professionals.
There is no question that being mentored is a crucial step in career success. My former collegue recognizes the importance of these relationships, however, is frustrated by the lack of potential mentors within his company. This is a general problem in most organizations, however, it is more prevalent for women and minorities. If career and leadership development of women and minorities is a goal of any organization, then all its members should have access to career enhancing processes, including mentoring. An infinite number of studies show that mentors provide career enhancing information, advice, protection, sponsorship, feedback, and role modeling. Additionally, mentors provide psychological support such as being sounding boards or facilitating socialization opportunities. Continue reading
The Higher Education Management Group shares an interview with Sheila Curran, a veteran of college career services at several universities, regarding the future of career services. She provides a good perspective on how trends in the broader work environment will impact the skills and structure needed to manage a university career center. I agree that your typical career counselor must now wear a multitude of “hats” in order to serve the needs of students, employers, and alumni. I also agree that career centers have transformed from a preparatory function to one that is focused on the development of self-learning and networking. However, I would take her comments a bit further and add that career centers must continue to transform themselves for a global marketplace. Not only must career centers educate a broader community, they must also leverage and employ technology to synthesize information virtually.
Companies are already springing up to meet this need. A company called Groupereye is providing a platform for organizations, career centers, faculty, and students to communicate and build relationships as a new approach to recruit college graduate talent. The idea still has some issues to manage but Groupereye has recognized the need to change the way college recruitment is being done.
Bitstream, a Cambridge, Massachusetts that produces the BOLT mobile web browser, reported that more than college half of college students with mobile phones use mobile internet for social networking, scholastic activities, and entertainment. It’s therefore not surprising to see organizations investing a lot of money and resources into the development of mobile internet-based recruitment strategies.
The Hispanic Institute and Mobile Future just released a study of Hispanic Americans’ use of mobile technology. More than half of America’s Hispanic population uses the mobile Internet, compared to about a third of whites. According to the study, Hispanic Americans account for more minutes used and for a higher percentage of cell-phone ownership than other ethnic groups, despite their comparatively lower incomes. The findings are similar to another study conducted by Pew Internet and the American Life Project reporting English-speaking Hispanics have made impressive gains in their use of mobile Internet.
Between 2007 and 2009, the percentage of English-speaking Hispanics who reported going online via handheld device on a typical day climbed from 18 percent to 29 percent. Hispanic Americans outpaced the growth in white users’ reported use of a handheld device to access the Internet on a typical day, which only grew from 9 percent to 17 percent.
The integration mobile internet with social media and other internet-based strategies provides an opportunity for organizations targeting Hispanic college graduates. As different online and “free” applications emerge, college recruitment is becoming more about creating communities and relationships than pulling potential new talent through a recruitment pipeline. Andy Church, co-founder of WhyHire.me, an online program that incorporates coaching, mainstream social media tools and personal branding techniques, aggregating the latest social media tools such as blogs, Twitter, Flickr, Vimeo, and RSS into an interactive profile will allow job seekers create professional connections with future employers. That’s we’re beginning to see cutting edge companies such as CloudRecruiting that are anticipating the growing trend toward mobile media recruiting.
Here is a good article in the Harvard Business Review regarding the characteristics of 21st Century organizations, particularly in strenuous economic times. Proctor and Gamble and IBM are profiled as two organizations that still focus on human capital needs despite a bad economy. Among other strengths both of these organizations focus on flexibility as the new constant in the work environment. A dynamic workplace has a far-reaching impact through the organization:
The “super-corporations” want to be employers of choice. Their leaders prefer not to talk about insecurity but instead invoke flexibility. That semantic distinction might be scorned by the uneasily employed, but it conveys a new reality that can have positive as well as negative consequences.
Unfortunately, one area not discussed was the positive impact of diversity. The majority of successful and 21st Century businesses understand that expanding the demographics of their organization is necessary to survive, as the U.S. population changes rapidly and the global economy takes hold. For example, as the Hispanic population continues to outpace other ethnic groups in the U.S., employers are making a huge push to hire bilingual employees.
Organizations will need to tailor their programs for attracting, hiring and rewarding people to a much more diverse group of employees than ever before. Diversity is no longer defined as just race and gender but also by age (there are four generations in the workforce right now with very different generational attitudes towards work) and culture.
As part of our efforts to help explore and share topics that may directly or indirectly impact the Hispanic American workforce, we are launching Hispanic Leader Review (HLR). HLR will be a monthly online business newsletter for Hispanic American professionals and business owners. A subscription link can found on here.
HLR is also publication of AdMentis Hispanic Talent Solutions, and is dedicated to educating and empowering its readers by:
- Providing information on issues that affect the growth of business and the advancement of Hispanic professionals in the workplace;
- Presenting research highlighting Hispanic-related businesses and career trends in key industries; and
- Featuring successful professionals who offer insights on career-building strategies and business.
We hope you’ll find the information from this and future editions helpful. Any comments or feedback regarding this newsletter would be most appreciated!