Peter Cappelli
Autor de Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do About It
Sobre El Autor
Peter Cappelli is the George W. Taylor Professor of Management at the Wharton School and director of Wharton's Center for Human Resources. He is also a research associate at the National Bureau of Economic Research in Cambridge, Massachusetts, and since 2007, is a Distinguished Scholar of the mostrar más Ministry of Manpower for Singapore. Cappelli's writes a monthly column on workforce issues for Human Resource Executive Online and is a regular contributor to the Wall Street Journal and the Harvard Business Review. mostrar menos
Obras de Peter Cappelli
Will College Pay Off?: A Guide to the Most Important Financial Decision You'll Ever Make (2015) 36 copias
The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (2021) 10 copias
Employment Relationships: New Models of White-Collar Work (Cambridge Companions to Management) (2008) 5 copias
Etiquetado
Conocimiento común
- Género
- male
Miembros
Reseñas
También Puede Gustarte
Estadísticas
- Obras
- 15
- Miembros
- 239
- Popularidad
- #94,925
- Valoración
- 3.7
- Reseñas
- 7
- ISBNs
- 39
- Idiomas
- 1
Going from supply, demand, skill expectations, education and training, Cappelli covers the labor issues from various vantage points. Employers want the candidate with skills, but claim a skill gap when their offered wage is not accepted by the candidates with skills they need. Employers seem to think that schools and those wanting employment can guess precisely which tasks and skills are needed in the future.
Students in fact do major in fields which have a demand for, but cannot get the require experience because each job requires prior experience. School does not matter but employers, as their surveys shows that the school skills are pretty low in what they are seeking, but still require huge expenditures on education. Blaming education and schools for the lack of employee skills even though the skills cannot be learned in school and can be learned on site with a bit of training. Setting applicant requires at such a granular level that many of the positions that have a vacancy require a similar prior title, even thought the title is specific to each employer and are not generic. The skill gap can be narrowed if the employers train the employees, but employers claim that costs of training are too high without knowing the cost of the keeping a vacancy.
Due to the cooperative nature of work, the value of each employee is not easy to determine unlike the costs of operations. This book shows that the skill gap is more imaginary than not coming from employers unable to fill positions due to seeking an unrealistic perfect candidate. There is a dig problem with the way employers find the right employees. Cappelli pushes for apprenticeships as the solution to the pretentious skill gap. A quick and easy read with depth makes this book a really good source for employers to look for solutions to the labor problem.
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