Technology has enabled us to tap into a global labor pool of remote workers anywhere in the world there’s a good Internet connection. 48 million workers registered their services on online outsourcing sites in 2013, according to the World Bank.
A community’s store of “social capital” can determine how well it rebounds from adversity.
Every year, between two to four percent of workers in industrial economies are “displaced” from their jobs. Those most likely to lose their jobs – the very young, the very old, and the less educated – are also the workers least equipped to manage economic upheaval successfully. Even in resilient and growing economies, these workers often need a hand to get back on their feet.
Studying the rise and fall of “company towns,” the lessons are clear. Place-based policies meant to resurrect declining areas are futile. Instead, leaders must not only invest in the people in their communities — they must recognize that policies to promote mobility will pay off.
By focusing on better preparing youth for employment in the knowledge economy, we can address long-term labor market shortfalls, improve lifetime earning potential, and contribute significantly to national productivity and global competitiveness. Where does it all begin? With teaching our kids to read well.
One result of the widespread acceptance of e-commerce and home delivery is a growing and urgent demand for drivers – at least for now.
Since its creation in 1990, the U.S. H-1B visa program has enabled American employers to hire highly-skilled foreign workers when native-born talent is in short supply. As many as 1 in 4 physicians in the United States are foreign-trained and they are much more likely than their American counterparts to serve in areas with higher poverty and lower educational levels.
“Dual enrollment” programs – where students attend both high school and college – are gaining in popularity as college costs soar. It’s a trend that deserves to be embraced and expanded.
Great companies know that their employees are their most valuable asset. That’s why they compete to attract the best talent. For companies hiring workers in the United States, that talent pool is comprised of both native-born Americans – and immigrants. We are lucky because the United States has always attracted top talent from around the world.
North America’s global competitive advantage depends in large measure on maintaining a strong foundation of workforce talent. But employers with North American manufacturing and supply chains are concerned about labor market shortfalls, particularly for frontline jobs in advanced manufacturing and logistics.