May 13, 2008

The U.S. Engineering Gap

A recent article from Tech Careers (http://www.techcareers.com/) discusses the declining number of US engineering degrees being awarded.

“"The problems have taken root and they will be difficult to deal with," said Richard Heckel, founder and technical director of Engineering Trends, a consulting firm specializing in engineering education.”

”Small but steady declines in bachelor's degrees have occurred in the past three academic years. In 2004-05, some 76,632 engineering bachelor's degrees were awarded. In 2005-06, the number dropped slightly to 76,301. In 2006-07, it again decreased to 75,113.”

”Increases in undergraduate enrollment occurred in freshmen classes in fall 2006, but second-, third- and fourth-year enrollments declined. That means the pattern of slowly declining degree numbers should continue for another three or four years, Heckel said.”

“A reduced rate of doctoral degrees should begin next year and continue for at least three years, Heckel added.”

Certainly, a reduced rate of engineering graduates is not a good sign for companies competing to attract and keep talent, although in the short run, the government could reverse this scenario through immigration policy.

Of note, is the fact that the decline in the number of students begins in the 2nd year of university, and continues thereafter. Isn’t it “normal” for there to be attrition for any degree granting program?

Is the modern engineering discipline no longer connecting with that particular subset of Gen Y that has a proclivity for the engineering discipline?

One wonders if this theme is likely to be repeated in other disciplines…

“Meanwhile, fewer available qualified engineers means more responsibility for the less-experienced, said Albert Helfrick, chair of electrical and systems engineering at Embry-Riddle Aeronautical University (Daytona Beach, Fla.)”

”The population of experienced engineers is aging, he said. "There's a serious problem in our country with people like me: gray-haired people who could retire tomorrow," Helfrick said. If large numbers do retire, the U.S. faces a severe engineering shortfall.”

Perhaps we are beginning to see the tip of the scarce-talent iceberg…


http://www.techcareers.com/articles/i/ad3646/blogs/information-technology/us-engineering-gap-number-of-degrees-declining.htm

http://globalitandbusinessnews.blogspot.com/

May 8, 2008

The role of HR in the Age of Talent

The role of HR in the Age of Talent is a survey published by Vurv Technology and the Human Capital Institute that investigates the current global trends in HR. The survey provides useful insight into the relevance of the HR discipline in light of the intense global competition for talent that is now underway.

The survey “begins with a bang” by quoting Keith Hammonds as saying the following to Fast Company magazine.

“The human resources trade long ago proved itself, at best, a necessary evil – and at worst, a dark bureaucratic force that blindly enforces nonsensical rules, resists creativity and impedes constructive change.… it is a career graveyard for people who can’t make it in other parts of the business.”
~ “Why We Hate HR,” Fast Company Magazine, Aug. 2005

It follows, with this introduction.

“When Keith Hammonds made this provocative statement three years ago, the US had only recently shaken off the economic effects of the dot-com implosion and September 11. Since then, the global market for competent, skilled talent has gone from emergent to intense. Between May 2006 and today, unemployment among four year college graduates in the U.S. has averaged about 1.8 percent. In poll after poll, CEOs and corporate board members rank acquiring, retaining and engaging talent as the most challenging business problem they face. In 2007, the Economist Intelligence Unit reported that “human capital risks,” related to “loss of key personnel, skills shortages and succession issues” had become the number one risk to global business operations. At the same time, Deloitte reported that among its “Technology Fast 500,” the greatest challenge to continued growth was in “finding enough talent.”

Certainly these issues are pressing, and are only likely to intensify in the next 5 years, as the "Baby Boomers" around the world begin to retire in earnest. Perhaps most interesting on a global level, the survey unearths the following jewel.

"Despite the fact that only about 15% of organizations employ a chief level officer for HR or talent management, almost 60% of heads of HR report directly to the CEO"

http://www.humancapitalinstitute.org/hci/tracks_hr_age_talent.guid