Panama is near the top of the list of countries where there is the most acute shortage of skilled labor. Guatemala and Costa Rica are located in the middle of the table.
In the Canal country, 47% of employers said they have difficulties in filling jobs with the right people. In Guatemala this percentage is 36%, and in Costa Rica it is 35%.
The Manpower report identifies the key strategies cited by respondents, to overcome the problem:
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There are plenty of applicants for the posts, but there are few who are really qualified to meet the demands of each job.
A study entitled 'Lack of Talent 2011' by the firm Manpower Group shows that 30% of companies in Costa Rica say they have trouble finding certain types of staff such as technicians, salesmen and secretaries with the required skills.
In a competitive environment, companies must understand that it is better to retain qualified personnel rather than to invest funds looking in the market for workers.
A report entitled "Cutting Edge Talent 2020" by Deloitte, is based on a survey of global executives in large companies. Their conclusions apply to any market where there are shortages of workers with the necessary skills to get into competitive businesses.
To fill a position it is customary to choose candidates from those in the labor market, but many of these may be mediocre malcontents.
In reality, the way to get the best people is to look among those who are enjoying their current job, and who are not actively looking to change firms or position, but would accept an attractive offer. They are called "passive job seekers."
The growing trend of change in economies led by the conservation of the environment is creating a demand for a workforce with new skills.
The employment potential arising from the transition to a greener economy cannot be exploited unless new skills related to green jobs are developed, says a study by the ILO covering 21 countries, which together represent about 60 percent of the world population.
The ability to recover from a failure is essential in order to be successful. But what if you have never failed?
Suzanne Lucas, on her blog at Bnet.com, discusses how new generations of graduates are too used to being successful, to finding things easy, which can lead them potentially to collapse when things get out of their comfort zone.
People who only know success simply lack the skills to deal with failure or complicated situations.
We can be better leaders if we understand that unconsciously, as humans we will always seek to increase our status in society.
This need has existed since prehistoric times. According to researcher David Rock, from the time that humans started living together in groups, increasing their status has been as important as getting food.
Modern research has identified a chemical relationship between increases or decreases in status and our neuronal network. When status increases, so do the levels of neurotransmitters associated with pleasure and positive emotions, and stress-related ones are reduced, augmenting our feeling of security and strength.
Panama is the regional center with the fastest growing activity in headhunting, with the search on for CEOs, presidents and senior professionals.
The arrival of recruitment agency Amrop in the Panamanian market has increased competition in an already competitive area of human resources search and selection.
The company Amrop Panama, which has a presence in 55 countries and 89 cities defines its "niche within the market in high management positions and independent members of boards for corporations, national companies and prestigious families, raising the level and profile of candidates in a highly specialized process", published Capital.com.pa
A short nap during work hours helps improve employee performance.
German doctors are recommending adding a little nap during the working day as a way of improving performance, creativity and motivating workers.
President of the German Federation of Small and Medium Enterprises, Mario Ohoven, said in the newspaper edition of Bild, "'Napping in work time has already been successfully established in the United States, Japan and Austria' where they point out that incorporating 'attractive working conditions' also increases the attractiveness of a company when recruiting qualified employees. "
In times of shortages of staff with good training levels and experience, economic incentives may be a good way to protect your company's human capital.
Job retention bonuses are incentives that companies provide to certain officials who are key to their operations.
Although retention bonuses of various kinds may be offered, limited only by the imagination of businessmen, typically four principle types are considered: the "referral" (for referring a friend), "sign on" (when signing the work contract ), "spot" (for specific achievements), and "retention" (for certain periods of time completed in the company).
The problem is how to make the measurements objective and how to measure without succumbing to the pressure generated by the expectation of inclusion in the rankings of companies with the best working environments.
The Great Place to Work Institute has managed to convince companies that a good working environment is beneficial and brings good results and because of this many are working seriously to improve theirs.
More and more recruiters are looking for managers capable of reading other's emotions.
When conducting job interviews, recruiters now assess how people react in interviews, their personality traits and how they manage adverse situations.
Emotional intelligence, a very popular term in the HR department, is weighing more than ever when hiring professionals that will manage other employees.