So during my time at the Naval Postgraduate School, I became really good friends with a former Tinker pilot from the Air Force. He came from a long line of Air Force pilots. His grandfather was a b 52. pilot. His dad flew B one. And he flew the KC 135. He was good at what he did.

He was on track to promote. So here's a quick summary of his story. He's flying for his country. He enjoys being a pilot, and he's a good pilot. And he has a family history of serving as a pilot in the United States Air Force. So he's really proud of what he does.

But when I've met him, what happened was he left the Air Force and had taken a 50% pay cut. He had completely stopped flying. Now all of those things we just heard everything we just talk about, which one surprises you? Well, what surprised me was he left a job Career he loved. But what really fascinate fascinated me was why did he do that? He did it because the experience he was having in the Air Force was taking away from experiences he could have with his family.

His role as a family man was more important to him than his role as an Air Force pilot. And he was willing to give that all up for his family. For us. This is an important story with an important lesson, because the premise of everything we're going to discuss today is the fact that people are social animals, and we make decisions based on feelings and emotions. So let's begin by looking at the recruitment problem we're dealing with today. Now the bright side is rolling together.

We're not alone. Let's look at the job market. Right now. The unemployment rate is very, very low unemployment rate of 4% is considered At full employment, the unemployment rate in October was 4.1%. So now compare that to the unemployment rate in October of 2009. Back then, that was 10%.

So our job market today reflect this ultra low unemployment rate. Now, when we look at this chart, it shows the number of unemployed people for every single job opening. And what you'll see is that there is almost one job opening for every person that does not have a job. So now let's look at the number of job openings, the number of hires and the number of people quitting. What you can see here are that the hires are in blue. The job openings are in brown, and the quick are red.

Now when you look at this, you can see that hires are going up. job openings are going up. But the people that are quitting is also going up. Now tells us a couple of things. First a good chart because it tells us story and stories report so we understand what we're looking at. Now this chart is telling us that first, there are more job openings than hires right now.

And second, people are more likely to quit a job and go to something better, because they have a pretty good chance of finding something else. Now, here's another telling chart. Again, these charts give us data. But it's the story that they tell it's super important. On this chart, we can see that layoffs and letting people go is much lower than it was eight or nine years ago. And look at the red line indicating quit.

Every year. More and more people are quitting their jobs, while layoffs and discharges are staying pretty consistent. Now we can see that more people are quitting. But remember, we have this really low unemployment rate. What does this tell us? This tells us that people are not leaving leaving their job and then being unemployed.

This tells us that people are leaving their jobs and their schooling to get another job. So really what it comes down to is what's good for the country that's really low unemployment rate makes our job recruiting and retaining employees more difficult. It makes it more complex. Because here's the deal. People are not losing their jobs. They're leaving their jobs.

And that's a big difference, something I think we need to focus on. And remember, people aren't losing their jobs. They're leaving them. This is why leadership, organizational values, and communication are super important, not only to our recruitment efforts, but also our retention efforts. They go hand in hand. And it's also just the best way to do business.

I mean, how many of you have heard the saying that people have normally leave their bosses, not their jobs? Or how many of you have left jobs because of your bosses. And that's pretty much what we're talking about today. And what does this all actually mean? It means that competition is fierce. We need to compete for every single person we bring into our organization.

Again, the problem is not that there is a lack of jobs, there's just a smaller pool of people to fill those jobs. So there's a fight, and there's a fight for every candidate. And each candidate may have multiple job offers. And finally, if somebody thinks the grass is greener with another company or another organization, even if in reality, maybe it isn't, they'll leave, they'll leave because perception is how human beings understand what's going on around them. What people think in their own minds is huge. So the power of this course, is in the concept of social motivation, and social influence.

Because the worlds that we live in are so construct it. And what this means is that you and I, we could be standing right next to each other, we could be seeing the exact same thing unfold in front of us. But we might react to it and experience it completely differently. So the context of the situation a person's in, can differ between people based on how our own experiences and behaviors have been shaped through social interaction. So this means if another organization makes a better pitch, something that impacts people's feelings, something that strikes them as a little bit better, they may be willing to leave, especially if it's in the social realm. So the good thing is, we're all here together, you're not alone.

Recruiting the right candidate at the right time, and for the right reason, is a paramount concern of everybody that wants to bring new people into an organization. Again, we want to recruit the right candidate when we need them, and we want the values and the reason we're bringing that person in to be our concerns. But teachers, the military, the medical field, the trucking industry, emergency services, I mean, even Luber is having a difficult time finding drivers. So this recruitment issue is big. It involves a lot of people, a lot of industries, we've got to find the right people. So in your particular organization, in your company on your team, what does that mean?

What that means is there's all kinds of competing interests and competing organizations for the people you want to draw from. So somehow, we need to stand out, and how do we need to stand out, we need to stand out in the values we can add to someone's life. We can stand out in the way that career can coexist with us. They're important roles in people's lives. So there can be a work life balance, and accepting that and seeing how we can impact both of those is very valuable. And we need to realize that we want to stand out, our companies want to stand out as a place where people can get value, while still enjoying other parts of life.

So when we begin, let's look at some of the assumptions. And here's what we have. We may have a group of people that's trying to do recruitment, that's their sole job. That's all they do. Now, we may also have people where they're the only recruiter, the one person organization who's responsible for recruiting. And we might have people that just do recruiting as an extra duty.

The good thing is what we're talking about today does not require you to purchase any new software. It doesn't require you to hire any more people. The stuff we're talking about today is a way to think about recruitment and hiring, and think about it in a way that can impact people socially, emotionally. What we're doing is changing the lens on how we look at people, not as resources, but as human beings. And by doing that, you don't need any more money. And you don't need any more technology.

So you buy to shoot you don't have the money for a robust recruitment strategy. You might assume that without a dedicated team of recruiters, there's no way you're going to be able to find recruits, much less entice them to work in the organization. You might also assume that the job market is full of workers that you just don't understand Millennials, Generation X, Generation Y, all of these differences we see and hear about online and in the news. Well, here's what I'm going to tell you. These assumptions can be overcome by changing your mindset. Just a little bit Using a few tools, even when we're dealing with different generations, people are still socially driven.

We have been ever since we lived in caves. So my goal is to buy you some low cost, no cost recruitment strategies. Basically what I'm giving you is a free set of glasses with different lenses. Now, these lenses allow us to look through them to change how we view what we're doing.