This has been a week in which middle-class unemployment has been prominent. The problem faces those who have just graduated to those who have been in senior manager and Director positions for many years.
There are now 29% more applicants for graduate vacancies than there were in 2008; half of the country's leading employers believe they will hire the same number next year as they did this year (despite the numbers of graduates increasing) and a quarter suggest they will hire fewer. Top employers have recruited only 72% of the target graduate intake they estimated at the start of the year.
Increasing numbers of people in senior management and Director level jobs have also been hit by the recession and, since the nature of unemployment is that it lags behind the economy, even when things do pick up, unemployment will continue to rise for many months.
It is not all gloom and doom. A client manager called this week for a friendly ear to listen to a job offer and help him work through the questions he might ask of himself.
These scenarios - unemployment amongst executives and potential high-fliers and challenging job opportunities for some share a common thread; the need for an impartial listener who can help work through the issues and types of questions that need to be addressed of both self and opportunities.
One of the areas of coaching we undertake is role transition coaching, where we (www.stephenhuntleyassociates.com) help people with the challenges they will face when entering a new role.
When people are promoted to new positions or are going for a new job they need to clarify for themselves as much as they can about the new territory; they need to know what they will have to do to perform effectively and, what level of higher-order thinking they will need to pursue. These three areas (context, interactions and intellect) will give people the information they need to (a) ask the right type of questions during the selection process and (b) make an informed decision.
Being aware of your attitude to ambiguity and the degree to which you reflect, as a part of learning, tells you something about yourself vis-a-vis the potential role, as will a measure of your prefence for structure and planning. Surprising then that so many candidates do not have a measure of themselves in this respect. In part, an explanation too of why so many apply for inappropriate roles and cannot understand why they may have been rejected or (if they were successful) why the job did not work out as anticipated.
If you would like to know more about what we offer in our coaching, contact stephenhuntley@consultant.com or visit www.stephenhuntleyassociates.com for information on the work we do and the clients we have worked with.
There are now 29% more applicants for graduate vacancies than there were in 2008; half of the country's leading employers believe they will hire the same number next year as they did this year (despite the numbers of graduates increasing) and a quarter suggest they will hire fewer. Top employers have recruited only 72% of the target graduate intake they estimated at the start of the year.
Increasing numbers of people in senior management and Director level jobs have also been hit by the recession and, since the nature of unemployment is that it lags behind the economy, even when things do pick up, unemployment will continue to rise for many months.
It is not all gloom and doom. A client manager called this week for a friendly ear to listen to a job offer and help him work through the questions he might ask of himself.
These scenarios - unemployment amongst executives and potential high-fliers and challenging job opportunities for some share a common thread; the need for an impartial listener who can help work through the issues and types of questions that need to be addressed of both self and opportunities.
One of the areas of coaching we undertake is role transition coaching, where we (www.stephenhuntleyassociates.com) help people with the challenges they will face when entering a new role.
When people are promoted to new positions or are going for a new job they need to clarify for themselves as much as they can about the new territory; they need to know what they will have to do to perform effectively and, what level of higher-order thinking they will need to pursue. These three areas (context, interactions and intellect) will give people the information they need to (a) ask the right type of questions during the selection process and (b) make an informed decision.
Being aware of your attitude to ambiguity and the degree to which you reflect, as a part of learning, tells you something about yourself vis-a-vis the potential role, as will a measure of your prefence for structure and planning. Surprising then that so many candidates do not have a measure of themselves in this respect. In part, an explanation too of why so many apply for inappropriate roles and cannot understand why they may have been rejected or (if they were successful) why the job did not work out as anticipated.
If you would like to know more about what we offer in our coaching, contact stephenhuntley@consultant.com or visit www.stephenhuntleyassociates.com for information on the work we do and the clients we have worked with.
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