Sequestration's Effect on Professional Employment

When the Bureau of Labor Statistics released its monthly employment report for January, it also released revisions to data for all of 2012, revisions that were remarkably more positive than what had been previously reported. In total, 647,000 more jobs were created in the United States last year than BLS reports had indicated. While that is only about 0.41 percent of total U.S. workforce, it significantly alters the estimate of year-over-year growth. As of January, before the adjustment, total employment year-over-year was up less than 1.2 percent. With the adjustment, average growth in 2012 grew to more than 1.5 percent, in line with the 40 year average, and well above the 20 year average of 1.1 percent annual growth. In fact, in the last 10 years employment has only grown an average of 0.3 percent per year. By these metrics, 2012 was at least an average year for employment growth and in recent history was actually above average.

This year, however, is already presenting new challenges and changing dynamics. The debt crisis in Europe has backed off from the cliff, putting a pin back in one of the largest potential economic grenades on the horizon. Yet, the cost-cutting effects from sequestration appear increasingly unavoidable and will in the coming months have measurable consequences across the military, military support, research, education and other sectors that rely heavily on government support.

While the cuts will have a rapid near-term effect on employment, they may also create a temporary talent acquisition opportunity for employers. Many of the positions affected are filled by highly trained people in disciplines that have continued to experience increasing talent shortages in recent years.

"In layoffs like these, that have nothing to do with job performance but rather fallout from much larger issues, highly qualified and capable people end up entering the job market," says Rob Romaine, president of MRINetwork. "It means a short window of availability for private sector employers to scoop up experienced professionals in disciplines like engineering, IT, accounting, and project management."

Total employment in the U.S. shrank by more than 6 percent during 2008 and 2009. Yet, despite comprising more than 20 percent of the U.S. workforce, employment of those in professional and related occupations remained essentially flat during those years and has since resumed its pace of growth.

“Historically, government layoffs in sectors like defense have had only a short-term impact on employment because the types of people who are laid off are inherently highly employable,” notes Romaine. “While these cuts will be reaching far beyond defense spending, the principle still applies for many of the industries that will be affected, which points to an opportunity for employers.”

This isn’t to say that sequestration will be a big boon for the U.S. economy. Many economists project sequestration will remove as much as 1.5 percent of GDP from the economy in 2013 and blame it for the sharp decline in GDP growth during the 4th quarter of 2012. Private-sector activity, however, is rebounding, and in the 4th quarter was enough to counter nearly a 15-percent drop in government expenditure and keep total GDP growth virtually flat.

“There was such a shortage of experienced talent before the recession that even with the sharpest economic decline in more than a generation, professional employment levels didn’t decline,” notes Romaine. “While the economy may slow again by the end of the year, we shouldn’t expect that to lower the demand for professional talent nor affect the availability of experienced professionals.”

Eye Care Staff-Making a Good First Impression

As a Staff Recruiter, I have the privilege of speaking to individuals around the country and at various points in their career.  It is my job to make a positive match, finding the perfect fit for both the candidate and the hiring practice.  However, after eight years in the recruiting field, I have learned that the best possible candidate is not always the most educated, experienced, or decorated within the field.  Sometimes, it just comes down personality and who makes the best impression.  I know that sounds trivial, but we are in the people business-ETS, as recruiters, and you, as an eye care professional-that being said, the old adage “You never get a second chance to make a first impression” really holds true.

Remember your phone screenings are part of the interview process; this holds true with your conversations with the recruiter and with the practice.  Give the phone call your undivided attention!  Move away from the screaming children.  Find a spot in the house with decent reception.  Sell yourself-elaborate on your resume!  Tell us why YOU are the candidate we have been looking for!  However, there is a fine line between confident and cocky, so don’t overdo it!

Also, early on in your search, take a look at how the outside world views you.  Google your name and see what “pops up”.  Those blog entries from high school may still be out there!  Take a minute to review your social networking sites-do you want your prospective employer to see what is posted?  You will also want to consider your phone’s ring back tone-my personal pet peeve.  Do you want their first impression of you to be a Nickelback or Buckcherry song?  I think not.  Also, listen to your voicemail!  When you are searching for a position, it is not the best time to place a commentary on last night’s game on your message nor is it professional to have a “You know what to do”  message-be professional.

Now is an exciting time to be a job seeker and the market only continues to get stronger.  It is time to put the years of education and preparation to work.  By putting your best foot forward, hopefully you will land that position you are looking for! 

Posted by Tiffany Worstell, Eye Care Staff Recruiter at ETS Vision. You can reach Tiffany at (540) 491-9112 or tworstell@etsvision.com.

Get Your Under-performing Employee to Quit-Try "Counseling Out"

What is Counseling Out?

Counseling Out is the process of providing enough regular, candid and honest feedback that an employee quits before being fired. Most managers wait too long to fire under-performing employees. It's better for the employee, manager, and company if the employee quits. If Counseling Out is done correctly, your problem employee will find a job and quit before you have to take action. There are usually two scenarios where counseling out can be used: 'Good Employee, Wrong Job' or 'Bad Employee, Really Trying'. Read two true counseling out stories at the end of this article.

Document Everything

Any time an employee may need to be fired, you need to document all communication. Regardless of how hard you try to help your employee or be nice, there is still the risk of a wrongful termination lawsuit. To protect yourself from wrongful termination lawsuits, you should implement some basic Human Resources' best practices. If you are unfamiliar with these practices, consult an attorney to learn how you can protect yourself.

4 Steps to Counseling Out

1.  Establish a Counseling Out Timeline

This first step to Counseling Out an employee is to establish your timeline. Four weeks is usually sufficient. Because you want the right people on your team, do not extend this process for months. When you decide that you are going to start, put an appointment in your calendar as your deadline. If he/she does not quit by your deadline, fire the under-performing employee.

2.  Start with Honest Feedback

It is usually easy to give positive feedback and bonuses, but difficult to cut someone's pay or give a bad review. Although it is sometimes easier to ignore a problem and hope it goes away, that is the wrong approach. Failing to give reviews, being falsely positive or giving undeserved bonuses leads to your team's failure. If you choose to counsel out an employee, honest reviews are vital. Start with an employee meeting to give honest feedback. Prepare a list of the problems with examples to help communicate the message. (For example: John Doe does not follow instructions - On April 15, 2006, John Doe was asked to do X. He did Y.) Be clear that this meeting is not his/her time to defend himself/herself.

This is your time to present all of the issues and let the employee know that the issues can not continue to exist. You may consider letting him/her schedule a meeting with you on the following day if the employee feels the need to explain or defend himself/herself. After you finish communicating your list, both you and your employee should sign and date the document of problems, indicating that it has been clearly communicated. If you believe there is a chance for improvement, you may choose to offer a performance improvement plan. Do not feel obligated to offer such a plan. There are some employees who are just not a good fit for a certain position. Finally, close this meeting with a clear statement like, "John, now would be a good time to start looking for another job."

3. Weekly Reviews

Schedule weekly meetings with your employee through the end of your Counseling Out Timeline. Be careful to not share your timeline with the employee, in case you decide that an earlier than planned dismissal is needed. Use these weekly meetings to make sure that he/she is still providing at least a neutral contribution to your company, and to inquire about the employee's job hunt. If the underperforming employee's attitude or performance is getting worse, point it out and make sure he/she understands that he/she still has a job to do. It is okay to encourage the employee in the job search, to ask what job search tools he/she is using, to offer your name as reference (if you have some positive things to say), and to ask if the employee has had any good leads or interviews. Remember to document any progress, the topics discussed at the weekly meeting, and to both sign a meeting summary before leaving the room.

4. Time's Up - Time to Fire the Underperforming Employee

Hopefully the employee finds a job before the end of your timeline; but if he/she has not, you need to deliver the news that the underperformer is fired. By this point, the employee should be on his/her way toward finding a new job and may already have interviews or a job offer. It is not usually appropriate to offer a 'layoff' or severance package to someone who has been Counseled Out. While it may feel good to do so, you have already given the person a working severance of sorts. Deliver the message, say goodbye, and thank the employee for his/her work.


True Story #1: Good Employee, Wrong Job

"A few years ago I had an employee who had gotten into a rut after four years in the same role. He and I candidly discussed the issues and determined that we needed to find him another opportunity. I talked to other managers, recommending him for a few open positions; and within a month he was on a new team. On that team, he has performed extremely well, is much happier, and is making a great contribution to the company."


True Story #2: Bad Employee, Really Trying

"Last year, I had an employee who was underperforming. I noticed the problem after only a month of employment. Because the job was difficult, I decided to keep encouraging and training, rather than making a quick dismissal. Although she was really trying, she had trouble getting the job done correctly and efficiently. After a few more months of problems, I decided to start four weeks of Counseling Out. She did not quit, but had interviews and good job leads by the time I fired her. Although she pretended to act surprised in our final meeting, she confirmed to former co-workers that she already had another job offer. I did everything possible to help this employee find a new job and felt good about the decisions."


This article is courtesy of Careerbuilder.com and was contributed by Tiffany Worstell, Vision Staff Recruiter-Nationwide.  To contact Tiffany, call (540) 491-9112, or email tworstell@etsvision.com.  To find out more visit www.etsvision.com.

Recruiters See an Increasingly Candidate-Driven Market as Offer Turn-downs Rise

“The only reason the [talent market] is candidate-driven is because the candidate pool is very weak of the top performing individuals. Companies want the ‘Superstars’ today. Average employees are not being hired,” said a recruiter responding to the most recentMRINetwork Recruiter Sentiment Study. According to the report, in the first half of 2013, 68 percent of recruiters characterized today’s labor market as candidate-driven, up 12 points from a year ago. Strikingly, it has become not uncommon for LinkedIn profiles to tell would-be employers to go knock on someone else’s door.

“It’s a candidate-driven market [for those with] specialized skills and [who] are viewed as on the way up in their career,” said another MRINetwork recruiter. “It’s an [employer]-driven market for commodity positions.”

While experienced professionals at the top of their game are, almost by definition, few and far between, some recruiters noted a new trend emerging. For example, early career professionals, those with one to five years of experience, are becoming increasingly difficult to find. The reason isn’t hard to figure out. Since many employers have held back on filling entry-level positions for the last five years, fewer people have had the opportunity to start their careers over that time. The unemployment rate for those between the ages of 20 and 24 years old is 13.7 percent, nearly double the rate of those 25 to 54 years old (6.7 percent).

One survey respondent went so far as to say that, “Employers can expect a candidate-driven market for the next ten years due to the shortage of existing accomplished talent.” Perhaps the clearest indication of the candidate-driven market is the growing prevalence of candidates not just leaving their existing jobs, but turning down job offers.

As one recruiter noted, “Hiring is always buying and selling for all parties. [Employers] need to be reminded sometimes that it is equally as important to vet a strong candidate as it is to sell them on, ‘Why us.’” Today, top candidates have other opportunities that they are either actively pursuing or know they could pursue.

According to the study, of candidates who rejected offers during the last half of 2012, one-third accepted another job offer while 18 percent accepted a counteroffer. In 2012, counteroffers appeared to grow in frequency and veracity, possibly because hiring authorities, growing wise to the difficulty of finding top talent in this marketplace, opt to provide generous counteroffers rather than risk starting with someone new.

“Recently, we have had candidates receiving counteroffers. We are dealing with top prospects here, but only lately have [they appeared] good enough to be accepted. Prior to Q4 [2012], we hadn’t seen a counteroffer worth accepting in four years. That has changed now,” said one respondent. 

The results from this study clearly do not represent the employment market at large, but rather the management and professional segment of the talent market for whichMRINetwork recruiters are normally sought after to find top talent. However, even with the economy growing at a snail’s pace, the competition for this level of talent appears to be growing as the availability continues to diminish.

Tips for a Great Phone Interview

Your first phone call with a hiring practice is very important.  As the old saying goes, "You never get a second chance to make a first impression."  Many of our clients use a phone interview to decide which candidates they would like to take the time to meet with in person.  To help you put your best foot forward here are a few tips:

Be Prepared to Interview 

• Have your résumé nearby so it is easily accessible when a practice calls.
• Make a short list of your accomplishments available to review. 
• Have a pen and paper handy for note taking. 
• Turn call-waiting off so your call isn't interrupted. 
• If the time isn't convenient, ask if you could talk at another time and suggest some alternatives. 
• Clear the room - evict the kids and the pets. Turn off the stereo and the TV. Close the door. 
• Unless you're sure your cell phone service is going to be perfect, consider using a landline rather than your cell phone to avoid a dropped call or static on the line.

During the Phone Interview 

• Don't smoke, chew gum, eat, or drink.
• Do keep a glass of water handy, in case you need to wet your mouth. 
• Smile. Smiling will project a positive image to the listener and will change the tone of your voice. 
• Speak slowly and enunciate clearly. 
• Refrain from using slang. 
• Use the person's title (Dr., Mr., or Ms. and their last name.) Only use a first name if they ask you to. 
• Don't interrupt the interviewer. 
• Take your time - it's perfectly acceptable to take a moment or two to collect your thoughts. 
• Give short answers. 

The goal of a phone interview is to set-up a face-to-face interview. At the end of the call, thank the interviewer, and ask if it would be possible to meet in person.  

Posted by Chante Smith, Recruiter with ETS Vision. You can reach Chante at (540) 491-9105 or csmith@etsvision.com. Check us out at www.etsvision.com.

Optometrists and Ophthalmic Staff- Are You Ready for your Job Interview?

Are You Ready for the Interview?

You want to work for the practice, they've seen your credentials and they've asked you in for an interview. You want the job. Here are some suggestions that will help you make sure your interview goes as well as possible.

Preparing for the interview

Thorough preparation is critical. It is great for your confidence in the interview room and it leaves a very positive impression with the interviewers.

1. Get the logistics right. Time, location, interviewer's name and position title.
2. Do your research. Find out as much as possible about the practice: size, scope, location of the office and any satellite locations, etc. The practice website should be a very good source. If the website includes a biographical sketch of the owner, be sure to research the organizations and institutes of which the owner is a member.
3. Do some more research. Make sure you have key data in your head about your existing and most recent employers.
4. Do even more research. Ask former co-workers to tell you about your professional traits. What did they most admire? Try to find some faults as well. This leaves you more prepared for questions such as "what are your greatest faults" or "if I were working with you ...".
5. Prepare questions. The employer will be trying to work out whether you fit the available role. You should also take the opportunity to ensure that the practice is right for you.
6. Practice (see below). Take time to run through some of your answers. Don't over-rehearse, but make sure that you are coming across confidently.
7. Present yourself well. Find out what the office culture is regarding business dress. If in doubt, go more formal, not less formal. Make sure you are well groomed on the day.

What you should practice

When practicing for an interview, you should focus particularly on the way you answer questions.

1. Be descriptive. Don't just answer "yes" or "no" to questions. But also avoid "over-answering." Make your answers colorful but not lengthy.
2. Sell yourself to the interviewer, but without exaggeration or telling lies. You are there to market yourself, "blow your own trumpet" and explain why you'd be right for the role. But don't come across as arrogant.
3. Avoid making negative remarks about your current employer, or past employers or colleagues. This will only reflect on you in the interview.
4. Be determined. Make it clear that you want to get the job, even if you are given information in the interview that sheds a new light on the role. Be positive, and then evaluate the opportunity again when you are away from the interview. Don't burn your bridges.
5. Have positive body language, and maintain a good posture.

Remember: expect unexpected questions. It's fine to pause for thought. It's also acceptable to admit you don't know the answer.

Demand for College Graduates Climbs as Availability Continues to Fall

Most Americans do not have a college degree. Less than a third of the labor force over the age of 25 has a bachelor's degree and only about 10 percent have graduate degrees. Yet, for most professional or managerial jobs a bachelor's degree is not just preferred, but required. During the recession, with high unemployment and large perceived candidate availability, more roles began requiring advanced educations.

According to Burning Glass, a job boards analytics company, five years ago, just 12 percent of dental laboratory technician positions required a college degree, today, 33 percent do. Five years ago 43 percent of farm product buying and purchasing agent positions required bachelor's degrees, today 77 percent do. Other occupations including cargo agents, insurance adjustors, and engineering technicians have all seen similar degree inflation during the recession.

"Degree inflation comes both from employers trying to better filter resumes, but also from the growing technical requirements of many positions," says Rob Romaine, president of MRINetwork. "A draftsman used to need to go to a technical school to learn how to translate an architect's designs into blueprints with a pencil and a ruler. Today, that position requires the use of computer-aided design software, and understanding of architecture, mathematics, science and technology. And increasingly frequently, a bachelor's degree in architectural drafting and design too."

The portion of job postings for architectural drafters requiring a bachelor's degree has grown from 41 percent to 56 percent over the last five years according to Burning Glass.

The unemployment rate for bachelor's degree holders has fallen from 5 percent in late 2010 to 3.8 percent in November and it is just one small indicator of a lack of available professional talent. While more jobs may require bachelor's degrees, employers are also seeking candidates with more experience, something not necessarily obtained along with a degree. For those between 20 and 24 years old who want work, which includes recent college graduates, the unemployment rate is 12.7 percent, nearly twice the 6.5 percent unemployment rate for those over 25 years old.

"In general, unemployed bachelor's degree holders are younger, less experienced, and less likely to be a match for the most critical mid-career vacancies," says Romaine. "While there are clearly exceptions to this profile, finding the exceptions is one of the hardest parts of hiring in this economic environment."

Even while the economy has been growing over the last year-albeit slowly-the impact on employment levels for those with lower levels of educational attainment has been devastating. Total employment for those without any college experience has fallen by 535,000 jobs in the last twelve months. For those with college experience, however, total employment has grown by more than 2.5 million positions, with 1.9 million of those jobs going to bachelor's degree holders.

"For a company's most critical positions you have to hire someone who already has the education, skills and needed experience on day one. For many roles there is little room for on the job training and if there isn't an internal promotion possible, they will have to hire from the open market. That open market is a candidate pool which even in a struggling economy is extraordinarily tight," says Romaine.