Source: Felice J. Freyer, Providence Journal, January 26, 2008
So far, the number of foreign nurses in Rhode Island is small. Of the 20,553 nursing licenses, only 79 belong to foreign-trained nurses, some of whom probably have not yet arrived. Rhode Island Hospital’s 20 foreign nurses work among 1,800 bedside nurses at the hospital.
But, here as elsewhere, the trend is clearly growing — held in check, at least for now, by limits on the number of visas the State Department will give out. Rhode Island Hospital has offered jobs to 133 additional foreign nurses who are waiting for visas. Kent Hospital has 26 foreign nurses “on the way.”
Nationwide, 12 percent of those who took the qualifying exam for a nursing license last year were educated overseas.
Source: National Association of State Chief Information Officers
The predicted shortage in the state government IT workforce has been discussed and debated for a decade. A product of NASCIO’s Corporate Leadership Council (CLC) Public Private Partnership Working Group, State IT Workforce: Here Today, Gone Tomorrow? (PDF; 993 KB) is a research survey that was designed to assess the current and future landscape of the state IT workforce. Covering such topics as anticipated state IT workforce retirements, employee recruitment and retention, and options for future state IT staffing and service structures, this online survey garnered 46 state responses–among the highest response rates of any NASCIO survey. The results of this survey provide states with a broad perspective on state IT workforce issues as a whole, and also allow CIOs to further assess the IT employment outlook within their respective states.
Source: Bureau of Labor Statistics, August 2007
From the summary:
This report, Charting the U.S. Labor Market in 2006, includes graphs and text describing the U.S. labor market in 2006. Highlights include information about educational attainment, race and Hispanic ethnicity, women, and families.
These data were compiled from several statistical programs of the Bureau of Labor Statistics and are presented together to give an overview of the employment and unemployment situation for the nation that presents both recent data and historical trends over time.
Source: Patrick Purcell, Congressional Research Service, Order Code RL30629, September 7, 2007
As the members of the “baby boom” generation (people born between 1946 and 1964) approach retirement, the demographic profile of the U.S. workforce will undergo a substantial shift: a large number of older workers will be joined by relatively few new entrants to the labor force. According to the Census Bureau, while the number of people between the ages of 55 and 64 will grow by about 11 million between 2005 and 2025, the number of people who are 25 to 54 years old will grow by only 5 million. This trend could affect economic growth because labor force participation begins to fall after age 55. In 2006, 91% of men and 76% of women aged 25 to 54 participated in the labor force. In contrast, just 70% of men and 58% of women aged 55 to 64 were either working or looking for work in 2006.
Source: U.S. Department of Labor, Bureau of Labor Statistics, 2007
Working in the 21st Century is a portrait of the U.S. workforce at the beginning of the New Millennium: a set of charts and related information about subjects ranging from education levels to retirement plans.
You can view a “slideshow” of the chartbook on this website: START HERE.
You can go directly to any topic or chart that appears in Working in the 21st Century by clicking on it in the Table of Contents below; links are also provided to PDFs of the charts and to text files that contain the numbers underlying the charts. You can return to this Working in the 21st Century home page by clicking on “Chartbook Home” on any HTML page of the chartbook.
Source: Richard W. Johnson, Urban Institute, Discussion Paper 07-05, September 24, 2007
From the summary:
The economic burden of an aging population depends partly on older adults’ employment rates, which in turn depend partly on employers’ willingness to hire and retain them. This report reviews the literature on managerial attitudes toward older workers. Although the available evidence is incomplete and sometimes inconsistent, many firms appear to have serious reservations about older workers. Employment prospects may be especially bleak for rank-and-file workers and those with limited skills. Managerial attitudes toward older workers may improve in the future, however, as the population and workforce age.
Source: Frank Langfitt, NPR Morning Edition, September 7, 2007
There were 4,000 fewer jobs in August, marking the first monthly decline in four years, the Labor Department said, confounding analysts who had forecast a moderate gain for the period.
Many financial analysts had said they believed August would show about 110,000 new jobs. Instead, the number dipped for the first time since August 2003.
4-Year Growth in Jobs Ends; Stocks Plunge
Source: Jeremy W. Peters, New York Times, September 7, 2007
Source: Bureau of Labor Statistics, Monthly Labor Review, Vol. 130 nos. 7/8, July/August 2007
Categories: Income Inequality/Gap, Safety & Health, Statistics, Workforce
Articles include: Price highlights, 2006: energy goods retreat, moderating producer prices; Railroad-related work injury fatalities; Earnings by gender: evidence from Census 2000; Labor force status of families: a visual essay.
Source: Stuart Greenfield, Center for State and Local Government Excellence, 2007
There are about 84 million baby boomers — defined to be those aged 42 to 61 in 2006 — who account for more than 30 percent of the U.S. population and more than 45 percent of total nonfarm employment last year. As the cutting edge of the baby boom generation begins their seventh decade, this aging trend will have an impact on the general workforce and an even more pronounced impact on the public sector workforce.
Source: IPMA-HR, EquaTerra, 3006_082007
From the summary:
Two of the most critical activities within the human resources (HR) domain are recruiting and staffing. This involves identifying and attracting the right people to fill positions, ranging from upper management and key decision-maker roles to entry-level personnel. Finding the right person for each position and doing so in a cost-effective and timely manner is a challenge for any organization, but it is becoming especially difficult for public sector entities. This IPMA-HR research study sought to understand what public sector HR organizations do to identify and attract qualified applicants, what methods and strategies work well, and what difficulties organizations encounter in these efforts. The white paper is available here.