RECRUITMENT & HR
ment specialists, and human resources co- ordinators—help
to match employers
with qualified jobseekers. Similarly, em- ployer relations representatives, who usu- ally work in government agencies or col- lege career centers, maintain working relationships with prospective employers and promote the use of public employ- ment programs and services.
Education and training.
Although a bachelor’s degree is a typi- cal path of entry into these occupations, many colleges and universities do not of- fer degree programs in personnel admin- istration, human resources, or labor rela- tions until the graduate degree level. However, many offer individual courses in these subjects at the undergraduate lev- el in addition to concentrations in human resources administration or human re- sources management, training and devel- opment, organizational development, and compensation and benefits. Because an interdisciplinary back-
ground is appropriate in this field, a com- bination of courses in the social sciences, business administration, and behavioral sciences is useful. Some jobs may require more technical or specialized back- grounds in engineering, science, finance, or law. Most prospective human resources specialists should take courses in princi- ples of management, organizational struc- ture, and industrial psychology; however, courses in accounting or finance are be- coming increasingly important. Courses in labor law, collective bargaining, labor economics, and labor history also provide a valuable background for the prospective labor relations specialist. As in many oth- er fields, knowledge of computers and in- formation systems is useful. An advanced degree is increasingly
important for some jobs. Many labor rela- tions jobs require graduate study in indus- trial or labor relations. A strong back- ground in industrial relations and law is highly desirable for contract negotiators, mediators, and arbitrators; in fact, many people in these specialties have law de- grees. A master’s degree in human re- sources, labor relations, or in business
50 PROFESSIONAL WOMAN’S MULTICULTURAL MAGAZINE
administration with a concentration in hu- man resources management is highly rec- ommended for those seeking general and top management positions.
Employment About this section
Human resources, training, and labor
relations managers and specialists held about 904,900 jobs in 2008. The follow- ing tabulation shows the distribution of jobs by occupational specialty: Human resources, training, and labor
relations managers and specialists were employed in virtually every industry. About 13 percent of human resources, training, and labor relations managers and specialists were employed in administra- tive and support services, 11 percent in professional, scientific, and technical ser- vices, 10 percent in healthcare and social assistance, and 9 percent in finance and insurance firms. About 12,900 managers and specialists were self-employed, work- ing as consultants to public and private employers.
Job Outlook Employment is expected to grow much
faster than the average for all human re- sources, training, and labor relations man- agers and specialists occupations. College graduates and those who have earned cer- tification should have the best job oppor- tunities.
Employment change. Overall employment is projected to
grow by 22 percent between 2008 and 2018, much faster than the average for all occupations. Legislation and court rulings revising standards in various areas—oc- cupational safety and health, equal em- ployment opportunity, wages, healthcare, retirement plans, and family leave, among others—will increase demand for human resources, training, and labor relations ex- perts. Rising healthcare costs and a grow- ing number of healthcare coverage op- tions should continue to spur demand for specialists to develop creative compensa-
CELEBRATING 11 YEARS OF DIVERSITY
tion and benefits packages that companies can offer prospective employees. Employment of labor relations staff,
including arbitrators and mediators, should grow as companies attempt to re- solve potentially costly labor-manage- ment disputes out of court. Additional job growth may stem from increasing demand for specialists in international human re- sources management and human resourc- es information systems. Job growth could be limited by the widespread use of computerized human re- sources information systems that make workers more productive. Like other work- ers, employment of human resources, train- ing, and labor relations managers and spe- cialists, particularly in larger companies, may be adversely affected by corporate downsizing, restructuring, and mergers; however, as companies once again expand operations, additional workers may be needed to manage company growth. Demand may be particularly strong for
certain specialists. For example, employ- ers are expected to devote greater resourc- es to job-specific training programs in re- sponse to the increasing complexity of many jobs and technological advances that can leave employees with obsolete skills. Additionally, as highly trained and skilled baby boomers retire, there should be strong demand for training and devel- opment specialists to impart needed skills to their replacements. In addition, increas- ing efforts throughout industry to recruit and retain quality employees should cre- ate many jobs for employment, recruit- ment, and placement specialists. Among industries, firms involved in management, consulting, and employ- ment services should offer many job op- portunities, as businesses increasingly contract out human resources functions or hire human resources specialists on a tem- porary basis to deal with increasing costs and complexity of training and develop- ment programs. Demand for specialists also should increase in outsourcing firms that develop and administer complex em- ployee benefits and compensation pack- ages for other organizations.
Source: U.S. Bureau of Labor Statistics
WWW.PROFESSIONALWOMANMAG.COM
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84