ALC - CareerArc blog

The construction labor shortage is so severe that a recent Associated General Contractors of America report shows that 79% of construction companies are concerned that they will not be able to locate and hire qualified workers. At the same time, the Bureau of Labor Statistics (BLS) projects that employment is only estimated to grow .6% annually until 2024. To make matters worse, most of today’s skilled laborers are set to retire soon and millennials are not being educated on the potential of construction as a viable career.

ULTA Beauty has emerged as an industry outlier. In a time when many retail companies struggle to keep shop doors open, ULTA Beauty has been growing at a record pace.

On an impressive course to open 500 new stores in five years, ULTA Beauty is set to grow its physical locations by over 70% and add at least 2,500 associates to its existing workforce of nearly 20k in-store employees.
With 100 new stores to staff annually, in addition to staffing existing stores across 47 states, Sean Taylor, Director of Talent Acquisition at ULTA Beauty, looked to ramp up his strategy and technology to meet unprecedented hiring demands, especially during retail’s busiest season of the year—the holidays.

For organizations in highly competitive talent markets—like defense contracting—employer brand loyalty provides a powerful advantage in the daily fight for qualified candidates. 

DRS Global Enterprise Solutions (GES), Inc. is one of the nation’s leading defense contractors providing the U.S. government with satellite communications services, as well as the mission support experts to execute those services. Partnering closely with agencies and military groups—like the U.S. Department of Defense, the U.S. Air Force, Navy and Coast Guard—DRS GES, Inc. helps employ and deploy hundreds of satellite communications and technical experts annually.
Operating in a highly regulated and competitive industry, DRS GES, Inc. faced a particular set of hiring challenges.

Healthcare is projected to add more jobs than any other industry by 2022, according to the Bureau of Labor Statistics.

Beyond the accelerating demand for qualified talent, healthcare organizations face some of the toughest challenges unique to their industry:

So, who should own social recruiting within an organization? Yes, the question is a bit controversial. But it’s a valid one, and one that comes up more often as talent acquisition results become increasingly dependent on employer brand strength and appeal.

It’s a question that Protection 1–the largest full-service security provider in the US–had to answer when launching their first social recruitment program. With about 300 open requisitions per month, the company had observed that the traditional job boards they relied on were not providing enough qualified candidates. They sought a better alternative, and they soon decided to expand their hiring efforts using social media.
So far it’s a pretty straightforward case, much like the start of our other client success stories. But what makes them different is their decision to have their marketing team own and manage the effort.
Related: Read the full Protection 1 Case Study

Celinda Appleby, Head of Global Recruitment Branding, Oracle

Guest Post | By Celinda Appleby, Head of Global Recruitment Branding, Oracle | @celindaappleby – Veiw Celinda’s #TalkHR Webinar “Employer Branding 101.”

The transportation industry is in a unique bind: a nationwide dearth of skilled truck drivers, further compounded by high-turnover rates, makes this industry one of the toughest in hiring and keeping talent today.

The American Trucking Association estimates that the U.S. is short 30,000 truck drivers and only 15% of employment demand will be met by 2022.
An ERE article published last year explains the situation:
“More than in the labor market overall, employment in transportation related occupations are highly attuned to economic fluctuations. Acting as a bellwether of the nation’s economic health, that employment fell dramatically during the Great Recession. As the economy began to recover, transportation hiring outpaced other industries for two years starting in 2011. Now, consumer spending continues to improve and the energy industry is booming, meaning that demand for drivers is higher than ever.“

AIM NationaLease is the largest, privately owned truck leasing company in North America, and AIM is just one of many companies facing this unique talent challenge.
In CareerArc’s most recent case study, AIM shows what is possible through social recruiting: AIM doubled career site traffic within the first six months of the partnership.
“Like many, we list our openings on the major job boards,” said Shenika Oliver, Director of Recruiting, AIM. “But after integrating with CareerArc, we saw a sharp difference in our site traffic:

Employee turnover is one of the costliest hiring challenges today, which is why companies are focusing on more ways to recruit and retain talent—from investing in workplace benefits programs to making headline-worthy pay increases.

In this post, TweetMyJobs, a division of CareerArc, profiles a customer, International Cruise & Excursions, Inc. (ICE)–a B2B provider of travel-based rewards and loyalty programs. Their main recruiting challenge? Hiring high-demand telesales talent in the competitive call center capital of Scottsdale, AZ. Through their example, learn how to decrease employee turnover through social recruiting. (Download the full case study now.)