Conventional wisdom maintains that employers cannot find qualified candidates to fill jobs because of what has come to be known as the “skills gap.” The facts, however, do not support the notion of a “skills gap,” according to Peter Cappelli, Professor of Management at the Wharton School, Director of Wharton’s Center for Human resources, and author of “Why Good People Can’t Get Jobs: The Skills Gap and What Companies Can Do About It." This “skills gap” argument puts the blame on the job applicant, deflecting away from the employer and its role in the hiring process, a role that Cappelli claims is all too often flawed, if not broken. In this compelling, live, 90-minute webinar, Professor Cappelli deconstructs some of the “myths” employers use to explain why they believe the right candidates aren’t knocking on their doors.
Myth: Workers lack adequate skills Myth: Workers are not willing to accept going wages Myth: Workers do not have appropriate experience Myth: Workers are not willing to relocate Myth: Students lack basic competencies Myth: Not enough college graduates majoring in the fields where jobs are Unquestionably, there are challenges associated with the hiring process in the U.S. today. Professor Cappelli, however, suggests that employers ought to examine their own role in the hiring process. He describes how changes in what employers are looking for and in the manner in which they are hiring are leading them to outcomes that are not in their interests nor in those of job seekers and the economy. Factors that get in the way of a robust, effective hiring process, according to Cappelli, include:
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Peter Cappelli, Professor of Management at the Wharton School, Director of Wharton’s Center for Human resources, and author of “Why Good People Can’t Get Jobs: The Skills Gap and What Companies Can Do About It.”
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton’s Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from 2003-2005, and since 2007 is a Distinguished Scholar of the Ministry of Manpower for Singapore. He has degrees in industrial relations from Cornell University and in labor economics from Oxford where he was a Fulbright Scholar. He has been a Guest Scholar at the Brookings Institution, a German Marshall Fund Fellow, and a faculty member at MIT, the University of Illinois, and the University of California at Berkeley. He was a staff member on the U.S. Secretary of Labor’s Commission on Workforce Quality and Labor Market Efficiency from 1988-’90, Co-Director of the U.S. Department of Education’s National Center on the Educational Quality of the Workforce, and a member of the Executive Committee of the U.S. Department of Education’s National Center on Post-Secondary Improvement at Stanford University. Professor Cappelli has served on three committees of the National Academy of Sciences and three panels of the National Goals for Education. He was recently named by HR Magazine as one of the top 5 most influential management thinkers and was elected a fellow of the National Academy of Human Resources. He received the 2009 PRO award from the International Association of Corporate and Professional Recruiters for contributions to human resources. He serves on Global Agenda Council on Employment for the World Economic Forum and a number of advisory boards.
Professor Cappelli’s recent research examines changes in employment relations in the U.S. and their implications. These publications The New Dealat Work: Managing the Market-Driven Workforce, which examines the decline in lifetime employment relationships, Talent Management: Managing Talent in an Age of Uncertainty, which outlines the strategies that employers should consider in developing and managing talent (named a “best business book” for 2008 by Booz-Allen), and The India Way: How India’s Top Business Leaders are Revolutionizing Management (with colleagues), which describes a mission-driven and employee-focused approach to strategy and competitiveness. His 2012 book Managing the Older Work (with Bill Novelli) dispels myths about older workers and describes how employers can best engage them. Why Good People Can’t Get Jobs identifies shortfalls with current hiring practices and training practices and has been excerpted in Time Magazine (online) and reviewed in the Wall Street Journal, The New Yorker, and most major business publications. Related work on managing retention, electronic recruiting, and changing career paths appears in the Harvard Business Review.