Welcome back to VOICES w/ Amy Butchko SAIC's Director of Talent Acquisition Solutions. This is episode 4 or a 5 part binge-able series. You're gonna love this episode!
- The Great Resignation
- Talent Pipelines are not instant
- Where are the robots?!?
- AI is a puppy
TRANSCRIPTION SPONSORED BY: Disability Solutions partners with our clients to build best-in-class inclusion programs and reach qualified, talented individuals with disabilities of every skill, education, and experience level.
BINGE all 5 episodes with Amy
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Welcome back to voices with Amy Butchko SAIC's, Director of Talent Acquisition Solutions. This is episode four of a five part bingeable Netflix type of series. You're going to love this episode. Let's dig right in.
Joel (1m 0s):
Can we talk about the great resignation? Do you have any opinions on that? The trend of all these people leaving the work place?
Chad (1m 7s):
Did you hear that sigh? That Oh...
Joel (1m 11s):
Amy (1m 12s):
Oh yeah. Well, it's real. It's real. And I actually, I sat in a Gartner webcasts this past week and they were talking about how, not only are people resigning, but people are expecting up to a 10% leave. What do you, I guess that's all like a leave premium. Like if you leave your job, you can get 10% more if you just changed jobs. So, you know, the folks that I've talked to say that they think that's a conservative, like 10%, what do you mean? We're hearing some really crazy things out there in the market.
Chad (1m 53s):
A lot of the impact that we're seeing is because most companies have really not focused on internal mobility at all. They're really focused heavily on getting that new, fresh talent in the door. But once they get them in the door, they kind of atrophy and they don't see new opportunities. They don't see lateral opportunities or even an opportunity to get into, to new departments or what have you, new projects. Can you talk to that at all? Or is that something that you guys, you need to do better at as well?
Amy (2m 23s):
We do. We need to do better. We, you know, I don't think anybody's really got it nailed. I think that, what you've got right now is a combination of market forces, to the extent that you have what would be called pent up demand, right? People who probably would have left their job last year for a variety of reasons and didn't because COVID, and now you've got that, that pent up attrition. The attrition that would happen is happening. And then you got this other phenomenon where you've got people who increase their wages. They can get a different opportunity.
Amy (3m 4s):
Internal mobility is not ideal, probably in most organizations. There's lots of reasons for that. You know, whether it's, I don't want to lose Chad, because if he goes over to this other department, then I'm stuck. But you know, nobody thinks about the fact that all you have to do is go on the internet and you can find a department outside of your employer and go do that. Like, okay, if you won't let me move around, I'll move around somewhere else.
Chad (3m 30s):
Yeah. But I couldn't move around somewhere else outside of the company, which is what we see a lot of people do.
Amy (3m 36s):
So if you've got this internal mobility issue where it's, we've made it easier for people to leave than to stay, I think that's the tweet. Right. And the other thing I think you've got going on here, Chad, and I've heard you talk about this in the past is about how internal development of employees doesn't like, we would, we would rather go buy it then we would rather build it as a society. Not just where I'm not just where I work. It's, you know, I want this ready-made done. I want the person to come in. I need them with all the right experience. And I want them to fix my business. Whereas a different point of view is what would happen if we built these people ourselves?
Amy (4m 19s):
What if we invested in those folks and do it that way. And I, I have some pretty strong feelings about this. They're they're not always.
Chad (4m 28s):
Talk about it, come on. This is where you're doing right here.
Amy (4m 33s):
What, like, why do we think that you can make people out of thin air? You just can't, they don't come from thin air there's, there's a limited talent pool in most of the high demand skills right now. So why, you know, why are we not investing more?
Chad (4m 53s):
Yes. Well, and again, I don't want to, I don't want to lean too hard on this cause I always do. And I'm going to do it again. Army ROTC.
Amy (5m 3s):
I knew you were gonna say that.
Chad (5m 6s):
And I see it happening here locally with plumbers, HPAC, you get an individual, they come in, the company pays for the certification and they're on contract for three years. Right? So, and I understand, but still that's not a, you know, a top level developer and that's what we're looking at, Chad. Yeah. But that's where they start. Right?
Amy (5m 29s):
Chad (5m 30s):
We are an area of the company that thinks at a moment's notice, we don't plan for longterm and talent pipelines are not instant. They are something that you build and we are not builders.
Amy (5m 46s):
It mystifies me. I mean, you know, and in the world where I work, you know, it's, there's the technology shortage, you know, technology skill shortage in terms of being senior enough to have certain skills, you know, but that we haven't always cultivated people. Right. You know? And so there's that. The other thing that I was that I do want to say though about the cleared community is we don't do a very good job of cultivating folks with clearances either. And we honestly, we do rely heavily on military recruitment to get those clearances out of the box. But when you start getting into the super high level clearances, you don't always find them.
Amy (6m 28s):
So finding ways to, you know, and it's that intersection, right. And that's a, you know, my brain just shorted out a second ago, cause it's like, there's, there's this thing where you've got the skill bucket that's depleted and then you've got the clearance bucket. That's, you know, only going to take a certain type of person and is only going to take a few people through that process. And then when you have that intersection, you end up with a pretty scarce talent pool. So it is frustrating to work in a world where, you know, it's not just internal mobility, that's the problem. It's all types of development that needle the other look, in my opinion.
Chad (7m 12s):
But what you're talking about is clearances. In being in the military, I had a clearance for 18 years. Do you know why it's so easy to clear 18 year olds?
Amy (7m 24s):
Well, they haven't done much.
Chad (7m 26s):
They don't have a fucking background. Right? So overall, if companies, I mean, if we're talking about building our own pipelines, we need to think at the root of the situation, right? We shouldn't think of this a, well, I need a senior developer today. Well, that's your fault for not thinking about that? I don't know, 10 years ago, or five years ago start building today for tomorrow. Steal from others right now, but you've got to get something in place today.
Joel (7m 55s):
And I think that Chad's commentary is really pressant in the fact that if work from home is a thing that sticks, then the resignation is not going to be a one-time big event. It's going to be an ongoing thing that companies have to deal with because work from home as good as it is in many cases, feels like a long distance relationship. You know, you're never quite as invested with the interrelationship as when you see them every day or see them on a regular basis and they're at a distance. So do you agree that that Chad's comments are more important because this resignation issue is going to only get worse as work from home sticks?
Amy (8m 33s):
I don't know about the commitment aspect, Joel. I would. I think you're probably right, but I think it could have to do also with the fact that now most jobs have a national pool of cand