There are about 12 million unemployed people in the United States, and yet many employers will tell you that one of the biggest problems they face is finding qualified workers.

That’s sure to leave many Americans — and particularly unemployed Americans — scratching their heads.

Researchers will tell you the gripe actually has merit in some fields, such as highly skilled manufacturing.

But as the job market slowly recovers, many also are pointing their fingers back at employers, who they say have become overly choosy and too reliant on technology that won’t always spot the best candidate.

Rusty Rueff, a career and workplace expert for the company information website Glassdoor, calls it the “arrogance of supply.”

“(Employers have) become pickier and pickier and pickier, and what’s happened is all the technology has allowed you to become even more stringent, to a fault in some cases,” Rueff said.

Anyone who’s looked for a job in the past few years knows exactly what kind of technology Rueff is talking about. Most companies now rely on automated systems that scan resumes for keywords, automatically weeding out people who don’t list a certain education level or an experience with very specific technologies.

The resume scanners do have benefits for both employers and jobseekers, however.

In such a tight job market, some companies may get 1,000 applications for a single job opening, said John Sullivan, professor of management at San Francisco State University. The prospect of actually reading all those resumes is mind-numbing, and a computer that screens applicants is preferable to even more haphazard systems. (Read More: Top Destination States for Jobs)

Sullivan said he’s known of managers who only looked at resumes that came in on colored paper, or rejected those he didn’t believe were stapled correctly. By comparison, scanning for keywords is much more precise.

Still, even Sullivan admits that submitting your resume electronically is virtually useless unless you know how to work the system and find other ways to get an edge.

“We call it the black hole,” he said.

To get noticed these days, Sullivan said he recommends that people write pages-long resumes that include virtually every keyword in the job description. But even then, he says, you may never get flagged unless you can use your networking skills to connect with the hiring manager in another way.

That’s because automated screening systems won’t necessarily spot even the best candidate, and not all managers are checking them thoroughly.

Brandi Britton, district president for the temporary services and recruitment firm OfficeTeam, said it’s all too common for outside recruiters to identify a candidate, only to find that the candidate applied through the company’s system but then fell through the cracks.

“Companies need processes to keep track of their applicants, but sometimes those processes are what’s preventing them from finding (candidates) in the first place,” Britton said.

It’s especially tough for people who have the bigger uphill battle of convincing an employer they can do a job even though they may not have one of those keyword requirements, like a college degree.

Russ Wichelman, 60, has been looking for work since last November, when he lost his job as a engineering and programming manager for a manufacturing company.

Although he has 30 years of experience in the field, Wichelman fears he isn’t being considered for some jobs because automated resume screeners are often looking for a college degree. That’s something the Royse City, Texas, resident doesn’t have.

“It doesn’t matter if I’m qualified or not. It’s like, the degree. If (you) don’t got it, they aren’t talking to you,” he said. (Read More: How to Find a Great Job Now That You’re Over 50)

In the past, Wichelman said he would often physically go to the potential employer to fill out an application and hopefully get a foot in the door. But these days, he said, even that doesn’t help.

“Now I go to places and they say, ‘No, you have to go online and such and such a website and apply on there,’” he said.

Ioana Elena Marinescu, assistant professor of economics at the University of Chicago, has for several years been working with the jobs site CareerBuilder.

One thing that surprised her is that jobseekers typically apply for employment that does fit their skills. That could debunk the idea that many people are flooding the system with resumes in the hopes of getting a hit. (Read More:12 Most Overrated Jobs)

Still, she said, that doesn’t mean that employers and employees are doing a great job finding each other.

One issue is that companies — knowing the unemployment rate is so high — may write a job description that is so detailed and arduous that almost no one would be qualified for the job. She said CareerBuilder actually offers a tool that can show a company whether anyone in their system could match the qualifications, to help avoid that problem.

“Some employers seem to feel that because the labor market is the way it is, all of a sudden they can be super demanding,” Marinescu said.

For example, an employer may think they need to find an employee who has a whole bunch of skills, such as knowledge of several programming languages. In reality, they might have an easier time finding an employee if they focused on just one of those programming skills, and planned to train the worker in the others.

But many employers these days see training as a last resort, believing that they shouldn’t have to spend money on training when there are so many unemployed people out there who are desperate for a job.

That means the onus is on jobseekers to either train themselves or to work hard to convince the employer that they can learn fast.

Matt Youngquist, president of the Bellevue, Wash.-based consulting firm Career Horizons, said employers these days are much like consumers: They want things cheap, quick and perfect.

“They want someone who can come in on day one and produce results with very little or no training, and there are not many candidates who can do that,” Youngquist said.

The tight job market also has made employers demanding in other ways. Britton said companies also risk losing candidates because they are taking so long to decide who to hire. Many applicants are now subjected to multiple interviews, tests and screens — and the best ones may move on before the company has made a decision.

Another barrier: Salaries. Britton said many employers think they can offer lower salaries because of the weak economy, but that can backfire in fields where workers are in higher demand.

“There is a bit of an unrealistic idea of what an employer can get for what they sometimes want to pay,” she said.

Researchers say there are some good explanations for the problem. In the past five years, many people who worked in fields like construction or manufacturing have lost their jobs, while fields like health care have seen some of the strongest growth. It’s no surprise that it’s tough for someone with a background in construction to get a job as a nurse.

Although they may gripe about employer practices, experts say the truth is that it’s still a buyer’s market. That means employers have little incentive to change their practices, and jobseekers need to learn to adapt.

Youngquist, the career coach, recommends that jobseekers have multiple resumes that are tailored to specific jobs, so they are more likely to make it through electronic screens. They also may need to be flexible about things like salary and hours, especially if they are currently unemployed.

But, he said, jobseekers also need to realize that they should be spending less time on the resume and more time on the good, old-fashioned networking that is so often the key to landing a job.

For many people, that means becoming more of an extrovert and a sales person than they are naturally comfortable with.

“Talent is only half the battle,” he said. “Self-promotion is the other half.” (Read More: Who Would Deliver More Jobs — Romney or Obama?)

Souce: cnbc.com

A new survey shows that nearly 40% of senior managers report that job seekers head into interviews with little or no knowledge of the companies where they are hoping to work.

In a survey conducted by an independent research firm, 38% of managers said that interviewees had done hardly any research about the company. The survey was conducted by phone with 1,000 senior managers at companies with 20 or more employees. Here’s what else the managers said, in response to the question, “What do you think is the most common mistake candidates make during job interviews?”

20% – Unprepared to discuss skills and experience
14% – Unprepared to discuss career plans and goals
10% - Lack of eye contact
9% – Late arrival
9% - Limited enthusiasm

When I first started writing about careers, my editor had to excise the phrase, “this may seem obvious, but,” from much of my copy. I’d like to add that phrase here. Before you go to an interview, spend at least 15 minutes on the company’s website. Brandi Britton, a hiring manager at Accountemps, the temporary staffing firm for accounting, finance and bookkeeping that commissioned the survey, says she recently interviewed an applicant who hadn’t even read the online ad. “Some people just send their résumés to any ad that has the word ‘accountant’ in it,” says Britton, who is also a district president at Accountemps parent, Menlo Park, Calif. staffing firm Robert Half International. The applicant didn’t know the required software program and didn’t have the appropriate level of experience. After a few minutes, says Britton, “it was apparent on the applicant’s face that this was not the right job for them.”

Another obvious move: Do a comprehensive Google search, including on Google News, for recent media reports on the company. If you’re applying to a publicly traded firm, a search on Yahoo Finance offers easy-to-use data and recent headlines.

For a slightly more advanced research move, use the “companies” feature on LinkedIn. Go to the home page, and in the middle of the grey bar, click on the “Companies” link. Enter the name of the company where you are interviewing, and you will instantly see which of your connections works at the company, or knows someone who does. Email these contacts and ask if they can spend a few minutes with you on the phone or let you buy them a cup of coffee. You can also click the “follow company” link next to the company name, which will deliver information about new hires, promotions and departures, directly to your LinkedIn home page.

For more information on job interviews, you can read a story about following up, even if you flubbed the interview, here. I also wrote a piece with more general interviewing tips here. A quick look through the archives revealed an Oct. 2010 story I wrote about the results of a survey on executive job seekers’ biggest mistakes, here. When headhunters were asked about senior-level applicants’ most common misstep, 44% of them said the answer was poor preparation, including not doing adequate research on the company.

Soure: Forbes

Hiring for MBA students is picking up. According to the  Wall Street Journal more companies are planning on hiring M.B.A students in 2012/2013

 

By MELISSA KORN

More recruiters are looking to hire newly minted M.B.A.s this spring, building on gains made with last year’s graduating class.

Overall, 79% of companies plan to hire M.B.A.s from the class of 2012, according to a Graduate Management Admission Council survey of more than 800 companies world-wide, released Monday. It is up from 72% last year and well above the 50% recorded in 2009.

While hiring prospects for graduate business students are stronger across the board, the rate of growth is uneven as the technology and energy sectors far outpace financial services and even consulting.

Help Wanted

Percentage of job seekers with a job offer (full-time, two-year M.B.A.s), as of mid-March

2012: 64%*

2011: 57%

2010: 40%

2009: 50%

2008: 62%

Percentage of companies that hired or plan to hire new M.B.A. employees

2012: 79%*

2011: 72%

2010: 62%

2009: 50%

2008: 59%

*2012 represents planned hires

Source: Graduate Management Admission Council

With new investments pouring into Silicon Valley, fast-expanding technology firms are particularly keen to beef up their M.B.A. ranks. The number of tech companies planning to hire is up 22% over last year, according to GMAC. In particular demand are students with quantitative skills who can analyze user data and apply it to strategic expansion and marketing plans.

Mobile-game company Zynga Inc.,ZNGA +3.97% which nearly doubled the number of its employees in the past year, boosted M.B.A. hiring by about 25% this year. That company has secured 24 new product-management and business-development hires so far, and expects to hit 30 by next month.

Among the new recruits are seven from Harvard Business School, with more HBS offers still pending. Zynga, based in San Francisco, also tapped four full-time hires and an intern from University of California at Berkeley’s Haas School of Business. In all, the company focuses its M.B.A. recruiting at eight schools.

As competition for talent heats up, students are securing job offers earlier in the school year. A related GMAC survey found that 64% of students in full-time, two-year M.B.A. programs in the U.S. had job offers by mid-March, compared with 57% a year earlier and 40% in 2010.

Northwestern University’s Kellogg Graduate School of Management is pacing slightly ahead of last year, with 75% to 80% of M.B.A. students securing a job by mid-May. That compares with figures slightly below 70% during the depths of the financial crisis, saidMichael Malone, managing director of the career management center.

The Massachusetts Institute of Technology’s Sloan School Management is also seeing a small uptick. Roughly 87% of job-seeking students had jobs as of graduation last year, but now—a few weeks before graduation—the school has already hit that mark.

But not all industries are so hungry for new hires.

Financial-services companies have taken a “wait and see” approach, said Scott Rostan, founder of Training the Street Inc., which provides financial-training courses for new hires for Wall Street firms. “They’re not really sure where market activity is going, so they don’t want to be staffing up in anticipation of it.”

According to the GMAC survey, the number of financial-services firms planning to hire M.B.A.s is up slightly—2%—this year.

M.B.A. hiring at Goldman Sachs Group Inc. GS +0.52% is “basically flat” compared with last year, said Sandra Hurse, global co-head of campus recruiting.

Pittsburgh-based bank PNC Financial Services Group Inc. PNC -0.18% hired about 20 M.B.A. interns for this summer, mainly in capital markets and internal consulting roles, on par with the past two years. Nearly 90% of them are expected to take full-time job offers at the bank after graduation.

“Are we cautious? Yes, I think we’ll always be cautious,” said Kristi Milczarczyk, PNC’s senior recruiting manager for campus recruiting.

Still, PNC is casting a wider net for that talent this year, recruiting at seven to 10 schools, compared with as few as three in 2010.

Souce: WSJ

What strengths and qualities do you look for in job candidates?

That’s an easy one because I just had to go through a process of interviewing some people. We, and I, look for someone who is smart. I look for basic smarts and the ability of people to figure things out, to have the intelligence and curiosity to go change things and do different things. A strong work ethic — someone who is going to come in and work hard and get ahead. And what I characterize as passion, someone who is passionate about what they do, whether an HR person or a finance person or a legal person, but they want to be the best and be passionate about developing themselves and making change. And I look for people who can make decisions, people who are going to be able to step up and make a decision, and if it’s a wrong decision, we reverse it and go and do something else.

So, I look for intelligence, someone who is a hard worker, passionate about what they do, and able to make decisions.

What are some of your favorite interview questions or techniques to elicit information to determine whether a candidate will be successful at your company? What sort of answers send up red flags for you and make you think a job candidate wouldn’t be a good fit?

I use two approaches for my interview style. One is that I always go through the background and I want to understand why someone made certain decisions in their career. Why did someone go to this school and why did someone go to this job and why did they leave it? In part, it’s a little bit of history repeats itself — if someone is doing things for the right reasons that is probably someone who makes good decisions. So one is why did you do this and why did you change it, what were you trying to get at?

The other is more behavioral. Tell me about this situation where you had to deal with an employee in a performance issue or you had to fire someone or you had to get a deal done with a certain person. How did you approach it and what did you do? I want to get not just at how they did it but at their thinking behind it.

I also ask, “Where are you going, and why would you pick us over someone else?” And in conjunction with that I ask, “Where else are you interviewing?” I ask that not to know who is our competition, but what is the thinking behind where someone is interviewing. If they’re interviewing with us, a startup tech company, and they’re interviewing with a large legal firm or they’re interviewing with a large financial firm, I have to think they might not know where they’re going. But if they’re interviewing with us and other small high-tech firms, then they are focused on the same space.

Our focus in interviews is more on trying to get to how the person will react.

It’s not easy to find good people no matter what the job market is. Good people usually have good jobs. The people we want are driven and usually in good environments, so we’re focused on how we pull them out of that.

Red flag answers are usually around people who can’t make decisions and you can see that based on their track record. I also focus on that in the behavioral set of questions on how much work they actually do versus how much they can talk about the work. It’s delving down into the details to find out did this person do it or did they review the work or just know that it was done. It’s diving down into that detail and making sure the person is a worker. It’s around decision-making and did you actually do the work.

I’m an anti-bureaucrat, so it’s also all around is this person the right cultural fit? In all of my environments, they were not political, bureaucratic environments. People who come from those sorts of environments or have that characteristic don’t thrive in the sort of environments I come from. Are you in it for yourself or the team? Are you in it to build the organization or to build a fiefdom?

Source: PCWorld