The EU’s General Data Protection Regulation (GDPR), which is scheduled to come into force on May 25, represents a massive overhaul of data privacy law throughout the bloc. The GDPR expands the reach of existing privacy regulations, applying not just to European organizations but to all companies processing the personal data of EU residents, no matter where the company is located. It also requires organizations to request users’ consent for data collection “in an intelligible and easily accessible form,” while granting EU citizens a number of new rights, including the right to access data collected about them and the “right to be forgotten,” or to have that data erased. Organizations caught violating the regulation will be fined as much as 4 percent of their annual global turnover or 20 million euros.
With the enforcement date of this massive new regulation just months away, “data protection officers are suddenly the hottest properties in technology,” Reuters’ Salvador Rodriguez reports:
More than 28,000 will be needed in Europe and the US and as many as 75,000 around the globe as a result of GDPR, the International Association of Privacy Professionals (IAPP) estimates. The organization said it did not previously track DPO figures because, prior to GDPR, Germany and the Philippines were the only countries it was aware of with mandatory DPO laws.
Last year, the Montreal-based startup Element AI estimated that there were fewer than 10,000 people worldwide with the necessary skills to design artificial intelligence/machine learning systems, but the Chinese internet conglomerate Tencent Holdings later estimated the total number of AI researchers and practitioners at between 200,000 and 300,000 people.
Element AI came out with a new estimate on Wednesday, Jeremy Kahn reports at Bloomberg, putting the number of AI specialists with recently-earned PhDs at 22,000, of whom 3,000 are looking for work. With less restrictive parameters, however, the total number of AI experts could be four times greater:
Element AI said it scoured LinkedIn for people who earned PhDs since 2015 and whose profiles also mentioned technical terms such as deep learning, artificial neural networks, computer vision, natural language processing or robotics. In addition, to make the cut, people needed coding skills in programming languages such as Python, TensorFlow or Theano.
The January jobs report from the US Bureau of Labor Statistics showed that average hourly wages had risen 2.9 percent over the preceding year. Though not quite the 3.5 or 4 percent growth economists would like to see, that figure represents an encouraging sign that the American labor market’s perplexing combination of low unemployment and stagnant wages might finally be abating.
A new analysis from Reuters expands on the good news, finding that last year’s wage gains were geographically broad, not concentrated in a small number of states or cities. Ann Saphir, Jonathan Spicer, and Howard Schneider report:
The Reuters analysis of the most recent data available found that in half of the 50 states, average hourly pay rose by more than 3 percent last year. That’s up from 17 states in 2016, 12 in 2015, and 3 in 2014. Average weekly pay rose in 30 states, also up sharply from prior years, the analysis showed. Unemployment rates are near or at record lows in 17 states, including New York, up from just five in 2016, the Reuters analysis shows. …
A tight market for qualified workers is making some US employers rethink their approaches to employee drug use, relaxing zero-tolerance policies for jobs that are not safety-sensitive, Steve Bates reports at SHRM:
Low unemployment and increasing use of illegal drugs are narrowing the pool of qualified workers in many regions and industries. State laws allowing medical and recreational use of marijuana are complicating recruiters’ efforts to find drug-free employees, as is the continued abuse of prescription opioids.
There are no indications that employers are relaxing standards for jobs that are safety-critical. Some such positions, including airline pilots and truck drivers, are regulated by the federal government and have strict prohibitions against drug use. However, HR and drug testing industry leaders say some employers are taking a new look at—and in some cases relaxing—their drug policies for positions that entail relatively low risk of injury or error, such as clerical and knowledge economy jobs.
What many of these employers are doing, it seems, is replacing the zero-tolerance approach with a more flexible standard that allows for case-by-case judgments about individual candidates or employees. Softer drug policies can also be a part of employers’ efforts to help address the crisis of addiction to opioid pain medication in the US. One Indiana company, for example, began testing its employees for opioids as well as training managers to identify signs of painkiller abuse, so that employees who are using these drugs can be directed to treatment if needed and moved out of safety-sensitive roles.
In 2014, when CEB, now Gartner, last took a deep look at employer branding, we concluded that companies needed to shift their strategies from branding that attracts candidates to branding that influences their career decisions, encouraging the right candidates to apply as opposed to the most candidates, and directing others elsewhere. At the time, most companies were receiving a high volume of applications and needed to to use their branding strategy to separate the best from the rest.
Today, the circumstances have changed: Applicant volume has declined, but the candidates companies need are becoming harder to find. In 2016, 39 percent of all job postings by S&P 100 companies were for just 29 critical roles, including technical occupations like software developers and information security analysts. Competition for critical talent is only projected to get tougher in the coming years, as the growth of aggregate demand continues to outpace supply.
At the same time, we’ve seen an explosion of investment in recruiting technologies and an expanding number of candidate-focused platforms. These include employer rating platforms like Glassdoor and Comparably, as well as skill-based communities like Github and Stack Overflow. With the proliferation of these resources, candidates are exposed to a much larger amount of information about their prospective employers, most of which is out of those organizations’ hands. Today, 80 percent of the information that influences a candidate’s decision to apply comes from external sources such as these platforms and social media, and only 20 percent comes from employers themselves.
At our ReimagineHR conference in Washington, DC, on Thursday, CEB advisor Dion Love led a panel discussion with Michael Cox, SVP of Talent Solutions at Comcast, Susan LaMotte, founder and CEO of the employer brand and talent consultancy Exaqueo, and Jim McGrath, talent acquisition executive at Danaher, on how organizations need to re-strategize their employer branding for this new recruiting environment.
On top of a shortage of skilled talent, the disparity between the salaries on offer at Silicon Valley tech giants and smaller, less cash-flush companies is seen as a major reason why many organizations are having a hard time filling IT roles, as well as a driver of corporate inequality. But private companies are not the only ones losing out in the competition with big tech for scarce talent; the US government is also having trouble attracting tech workers, particularly in the critical area of cybersecurity.
This problem is not limited to government: A 2015 CareerBuilder study found that roughly 70 percent of job openings in IT are going unfilled, and in cybersecurity, that figure is at 89 percent. But the problem is exacerbated by government employers’ smaller budgets, less desirable locations, and poor reputations for culture. This is particularly troubling because of the upward trajectory of cybersecurity problems reported by federal agencies. According to the Office of Management and Budget, over 30,000 “cyber incidents” were reported at federal agencies in the 2016 fiscal year.
The main reason the federal government has trouble filling cybersecurity roles is that it doesn’t pay nearly as much as private companies do, a recent report from The Wall Street Journal points out. Private sector pay for chief information security officers ranges from $137,000 to $346,000 per year with a median of $224,000. By comparison, the recent White House posting for the role of Federal Chief Information Security Officer listed a range going up to just $185,100. Matt Comyns, a managing partner of executive search firm Caldwell Partners, told the Journal that the high end of private sector roles are paying up to $2 million total and that CISOs in government who move to private companies have come close to quintupling their compensation packages.
US President Donald Trump’s efforts to curb the number of both documented and undocumented immigrants coming into the US has done little to stifle demand for foreign talent among US employers, particularly in industries where qualified or willing candidates with US citizenship are harder to find. Trump’s “Hire American” policy is meant to boost wages and employment among Americans by reducing competition from foreign workers, though critics have insisted this would stifle growth and lead to labor shortages.
One industry that has been heavily reliant on foreign talent in recent years is the travel and tourism sector. While the government ended up expanding the number of H-2B guest worker visas by 15,000 in July, the expansion may have been too small and come too late and was too small to help some employers, while other critics said it was unjustified. Now that the first summer season of the Trump administration is drawing to a close, Politico’s Ted Hesson looks at how the sector coped with the new environment, whether by “hiring American,” raising wages, or scaling back their operations:
North American Midway Entertainment, a large traveling-amusement-park company headquartered in Indiana, requested roughly 400 H-2B workers this year, a quarter of its total seasonal workforce. But the Department of Homeland Security reached its 66,000-visa cap before the company could secure the guest workers. Company President Danny Huston said he had to skip three fairs and contract out some ride operations because of the visa shortage. In total, he estimates that North American Midway may have lost as much as $800,000. …