September 2016 Prosperity at Work E-Tip

Economics & Job Creation:

Life Sciences:
“Millennials Cite Impact As Critical Factor In Choosing Next Job”

“New digital antenna could revolutionize the future of mobile phones”

“Decision-making tool may help doctors cut unnecessary antibiotic prescribing”

The Industrials:
“Human Capital Solutions, Inc. Acquires and Merges with Clear Concepts, Inc.”

Human Capital Solutions, Inc. (HCS) is a Retained Executive Search and Professional Recruiting firm focused in Healthcare, Life Sciences, the Industrials, and Technology. Visit our LinkedIn Company Page to learn more about HCS and receive weekly updates.

HCS has created the Prosperity at Work proposition which focuses on creating prosperous relationships between companies and their employees (associates). HCS assists companies in improving bottom line profitability by efficiently planning, organizing and implementing optimized, practical and value-added business solutions.



Economics & Job Creation:


Total nonfarm payroll employment increased by 151,000 in August, and the unemployment
rate remained at 4.9 percent, the U.S. Bureau of Labor Statistics reported today.
Employment continued to trend up in several service-providing industries.

Household Survey Data

The number of unemployed persons was essentially unchanged at 7.8 million in August, and
the unemployment rate was 4.9 percent for the third month in a row. Both measures have
shown little movement over the year, on net. (See table A-1.)

Among the major worker groups, the unemployment rates for adult men (4.5 percent),
adult women (4.5 percent), teenagers (15.7 percent), Whites (4.4 percent),
Blacks (8.1 percent), Asians (4.2 percent), and Hispanics (5.6 percent) showed
little change in August. (See tables A-1, A-2, and A-3.)

The number of long-term unemployed (those jobless for 27 weeks or more) was essentially
unchanged at 2.0 million in August. These individuals accounted for 26.1 percent of the
unemployed. (See table A-12.)

Both the labor force participation rate, at 62.8 percent, and the employment-population
ratio, at 59.7 percent, were unchanged in August. (See table A-1.)

The number of persons employed part time for economic reasons (sometimes referred to
as involuntary part-time workers) was little changed at 6.1 million in August. These
individuals, who would have preferred full-time employment, were working part time
because their hours had been cut back or because they were unable to find a full-time
job. (See table A-8.)

In August, 1.7 million persons were marginally attached to the labor force, about the
same as a year earlier. (The data are not seasonally adjusted.) These individuals were
not in the labor force, wanted and were available for work, and had looked for a job
sometime in the prior 12 months. They were not counted as unemployed because they had
not searched for work in the 4 weeks preceding the survey. (See table A-16.)

Among the marginally attached, there were 576,000 discouraged workers in August, little
different from a year earlier. (The data are not seasonally adjusted.) Discouraged
workers are persons not currently looking for work because they believe no jobs are
available for them. The remaining 1.1 million persons marginally attached to the labor
force in August had not searched for work for reasons such as school attendance or
family responsibilities. (See table A-16.)

Establishment Survey Data

Total nonfarm payroll employment rose by 151,000 in August, compared with an average
monthly gain of 204,000 over the prior 12 months. Employment continued to trend up in
several service-providing industries. (See table B-1.)

Employment in food services and drinking places continued to trend up over the month
(+34,000). Over the year, the industry has added 312,000 jobs.

Social assistance added 22,000 jobs over the month, with most of the growth in individual
and family services (+17,000).

In August, employment in professional and technical services edged up (+20,000), about
in line with its average monthly gain over the prior 12 months (+24,000).

Financial activities employment continued on an upward trend in August (+15,000), with
a gain in securities, commodity contracts, and investments (+6,000). Over the year,
financial activities has added 167,000 jobs.

Health care employment continued to trend up in August (+14,000), but at a slower pace
than the average monthly gain over the prior 12 months (+39,000). In August, hospitals
added 11,000 jobs, and employment in ambulatory health care services trended up
(+13,000). A job loss in nursing and residential care facilities (-9,000) offset a
gain in July.

Employment in mining continued to trend down in August (-4,000). Since reaching a peak
in September 2014, employment in mining has declined by 223,000, with losses concentrated
in support activities for mining.

Employment in several other industries–including construction, manufacturing, wholesale
trade, retail trade, transportation and warehousing, temporary help services, and
government–changed little over the month.

The average workweek for all employees on private nonfarm payrolls decreased by 0.1 hour
to 34.3 hours in August. In manufacturing, the workweek declined by 0.2 hour to 40.6
hours, while overtime was unchanged at 3.3 hours. The average workweek for production and
nonsupervisory employees on private nonfarm payrolls decreased by 0.1 hour to 33.6 hours.
(See tables B-2 and B-7.)

In August, average hourly earnings for all employees on private nonfarm payrolls rose by
3 cents to $25.73. Over the year, average hourly earnings have risen by 2.4 percent.
Average hourly earnings of private-sector production and nonsupervisory employees
increased by 4 cents to $21.64 in August. (See tables B-3 and B-8.)

The change in total nonfarm payroll employment for June was revised down from +292,000 to
+271,000, and the change for July was revised up from +255,000 to +275,000. With these
revisions, employment gains in June and July combined were 1,000 less than previously
reported. Over the past 3 months, job gains have averaged 232,000 per month.


Life Sciences:


“Millennials Cite Impact As Critical Factor In Choosing Next Job”

As Millennials continue to populate workplaces around the country, what is most important to them when looking for a job may come as a surprise. The ability to make an impact on the businesses they work for matters most to Millennial employees, according to the recent ‘Millennials in the Workplace’ survey released by the Futurestep division of Korn Ferry.

In the survey of nearly 1,000 executives from around the globe, only three percent of Millennials said that income was most important. Rather, when asked what will make a Millennial choose one job over another, 38 percent said “visibility and buy-in to the mission and vision of the organization.”

The survey also found that consistent feedback is key to managing Millennials, with three quarters of respondents saying this generation needs more feedback than other generations. However, only 13 percent of respondents said they offered more feedback sessions to this group, and less than half offered mentorship opportunities. Both are seen as vital as Millennials weigh their work options and set off on their careers.

Impacting the Mission

“It’s clear that Millennials want to know what their organization stands for and how they can impact the company’s mission,” said Jeanne MacDonald, Futurestep president of global talent acquisition solutions. “It is often difficult for older managers to find or take the time to offer the feedback that Millennials crave, but it is critical in helping them understand how their role fits into the greater organizational strategy.”

The survey also revealed differences in work styles, with nearly two thirds of respondents saying Millennials are less likely to work longer hours than other generations. It also found that more than half of respondents said it is equally or more important for Millennials to find a job near family than other generations.

“It’s important to note that as an archetype, Millennials will stay engaged and productive if they feel they are valued,” said Ms. MacDonald. “Bosses of other generations who feel they show their own worth by working long hours need to understand this is not the case for Millennials and respect their time on and off the job.”

When asked with which generation Millennials work best, Gen X (those born in the early 1960s to the early 1980s) and Gen Z (those born in the mid-1990s on) tied for the top spot at 44 percent each. Baby Boomers came in a distant third at 12 percent. This flies in the face of past research from a number of other organizations that have shown a close and respectful working relationship between these two generations.

“Organizational leaders who understand the differences in the work styles and preferences of employees in different generations can uncover unconscious biases to foster greater collaboration and success,” said Ms. MacDonald.

Here’s a closer look at some of the more relevant data from the Futurestep report:

millenial stats


Expect a large and growing number of Millennials to continue streaming into the workforce in coming months.

Sixty seven percent of employers say they plan to hire recent college graduates in coming months, a rise from last year and the strongest Millennial hiring outlook since 2007, according to a survey from CareerBuilder. The study found that more than a third (37 percent) of employers plan to offer recent college graduates higher pay than last year, with 27 percent reporting that they will pay a starting salary of $50,000 or more.

“In addition to an improving economy, we are beginning to see a rising number of retirements, which is creating more room for advancement and creating opportunities for entry-level candidates,” said Rosemary Haefner, CHRO for CareerBuilder. “But just because there are vacancies doesn’t mean college students are always ready to fill them.”

What traits are companies looking for in Millennials?

A separate study from Futurestep shows that learning agility — defined as the ability to learn from experiences and apply those learnings to new roles — was considered by 43 percent of hiring manager respondents as the top attribute they seek in freshly-minted college graduates. Problem is: learning agility virtually tied (30 percent) with business acumen (31 percent) as the largest skills gap among Millennials.

“The pace of today’s global, always connected business environment is frenetic,” said Vivienne Dykstra, Futurestep business development director EMEA and global SME for its graduate practice. “Organizations need employees who can keep up, change and innovate as circumstances evolve. The best hiring and development initiatives have a focus on learning agility.”

Contributed by Scott A. Scanlon, Editor-in-Chief, Hunt Scanlon Media




“New digital antenna could revolutionize the future of mobile phones”

Aalto University’s Radio Science and Engineering researchers have developed a method that allows antennas to make the shift from the analogue to the digital world. The antennas currently in use are mostly based on technology developed half a century ago.

‘Traditionally one antenna works with either one or a few different frequencies. Now we can take advantage of advanced digital electronics and combine several small antenna elements to work together as one antenna that can be made to operate digitally with any frequency. In this way, many smartphone applications like GPS, Bluetooth and Wi-Fi will no longer need their own antennas. Instead, all of the phone’s data transfer can take place through one digitally controlled antenna. This in turn makes phone design easier and enables a larger screen size relative to phone size as the antenna does not require so much space’, explains doctoral candidate Jari-Matti Hannula.

The new antenna also makes it possible to reach the data transfer speed set as the objective for the next generation of phones, which is 100 to 1000 times faster than that of current phones. In addition, battery life will be improved owing to the greater efficiency of the new method.

Antenna control requires new technology

Thanks to the new method, the antenna can have even greater bandwidth, which leads to a higher data transfer speed and improved efficiency. These new antennas may also dispose of the analogue components that traditional antennas use to tune into the desired frequency. This facilitates antenna design and enables the creation of more compact antennas with better radiation efficiency.

With antennas designed using the standard technology, it is possible to obtain either a broad frequency range or high efficiency, but not both at the same time. Antennas’ radiation efficiency has in recent times been falling because the frequency range used by mobile phones has been continuously increasing. Poor radiation efficiency leads to a short transmission range, for which network operators are then forced to compensate with a denser network of base stations. Energy is wasted in both the phone and the base station. In addition, increasing the network density is expensive.

Professor of Radio Engineering Ville Viikari believes that the new method will revolutionise the fifth generation of mobile phones and maintain Finland as one of the leading countries in the development of mobile phone antennas. For example, the antenna type developed by the Department of Radio Science and Engineering at the beginning of the 21st century is the main type in use in current phones. Now is the time to forge the solutions for a new generation of mobile devices.

‘The next step in the development process is under way with the commencement of tests in cooperation with Huawei using fifth generation mobile phone devices. We are also developing together with Aalto University researchers digital electronic systems for controlling the antennas’, Mr Viikari adds.





“Decision-making tool may help doctors cut unnecessary antibiotic prescribing”

Respiratory tract infections (RTI) with cough are the most common reason children are prescribed antibiotics by their doctors, but up to a third of prescriptions may be unnecessary. A new study of over 8000 children has identified seven key predictors which could help general practitioners (GPs) and nurses in primary care identify low risk children who are less likely to need antibiotics, according to new research published in The Lancet Respiratory Medicine.

The authors estimate that if antibiotic prescribing in this low risk group was halved, and even if it increased to 90% in high risk patients, the new tool could reduce antibiotic prescribing to children with RTI and coughs by 10% overall, similar to other interventions used to combat antibiotic resistance.

The proposed tool called STARWAVe uses seven predictors of future hospitalization that can be easily identified by doctors and nurses during a patient visit — short illness (less than 3 days), high temperature (?37.8°C on examination or parent reported severe fever in the previous 24 hours), aged under 2 years, respiratory distress, wheeze, asthma, and moderate/severe vomiting in the previous 24 hours. Children presenting with no more than one of these items are deemed at very low risk of future complications. The authors say that the rule now needs externally validating in a randomised trial, but could be a useful tool to improve the targeting of antibiotics to reduce the growing threat of antibiotic resistance.

Respiratory infections with cough is the most common reason people go to the doctor and the most frequent reason given for primary care antibiotic prescribing in children. Yet it is challenging for GPs and primary care nurses to easily identify serious respiratory infections, and up to a third of antibiotics prescribed in primary care are considered unnecessary.

“Excessive antibiotic use has contributed to the development of resistance to these drugs,” explains lead author Professor Alastair Hay from the University of Bristol, Bristol, UK. “The aim of our study was to develop a simple, usable prediction tool based on symptoms and signs to help GPs and nurses identify children presenting in primary care at the lowest and highest risk of future complications and hospitalization, so that antibiotics can be targeted accordingly.”

To create the tool, Hay and colleagues analysed data collected between July 2011 and May 2013 from almost 8400 children aged between 3 months and 16 years with acute (less than 28 days) cough and respiratory tract infection symptoms (eg, fever) who were seen at 247 GP practices across England. They used modelling to determine which of the 50 demographic characteristics, parent-reported symptoms and physical examination signs measured might be most useful and accurate in distinguishing good from poor prognosis illnesses, defined as those resulting in hospitalization for respiratory infection in the month following a visit to primary care.

Modelling showed that seven characteristics were independently linked with hospitalization — short (<3 days) illness; temperature; age (<2 years); recession (signs of respiratory distress); wheeze; asthma; and vomiting (mnemonic “STARWAVe”).

Using these findings, the authors then developed a seven-item scoring system for a child’s risk of future hospitalization. For example, a child showing 0-1 of these characteristics would be at very low risk of hospitalization (0.3% risk; 67% of children in the study); a child with 2-3 of these characteristics would be at normal risk, similar to the general population (1.5% risk; 30% of children in the study); whilst a child showing 4 or more would be a high risk candidate for future hospitalization (11.8% risk; 3% of children in the study).

According to the authors, a ‘no antibiotic’ prescribing strategy would be appropriate for low risk children; whilst a ‘no antibiotic or delayed antibiotic’ treatment strategy would be best for normal risk children — as recommended by NICE; and children deemed at high risk of hospitalization should be closely monitored for signs of deterioration and followed-up within 24 hours.

The accuracy of the rule was measured by a figure called the ‘area under the receiver operating characteristic curve’, or AUROC. An AUROC of 0.5 would mean the rule is about as good a predictor as flipping a coin. An AUROC of 1.0 is perfect. The new STARWAVe rule gave an AUROC of 0.81, which indicates it should predict the risk of hospitalization with high accuracy.

The authors note that the results are likely to be applicable to primary care systems similar to those in the UK, but as only 78 children were hospitalised during the study, further research is needed to externally validate the tool.

According to Professor Hay, “This is the first study of its kind, based on a large representative sample of children who visit the doctor with respiratory illness. We hope that our proposed clinical tool might eventually enable doctors to quickly and easily identify their lowest and highest risk patients, although more research will be needed to determine just how effective it is in clinical practice. The rule should supplement not replace clinical judgement, and doctors and nurses should still advise parents about the symptoms and signs they should look out for, and when to seek medical help.”

In a linked Comment, Professor David Price, Chair of Primary Care Respiratory Medicine at the University of Aberdeen, Aberdeen, UK and colleagues discuss the need to test the tool in whole study populations and not just those recruiting and consenting to enter a study. They write, “Notwithstanding the inclusion of patients prescribed an antibiotic and the absence of an independent validation cohort, STARWAVe promises to achieve better targeting of antibiotics in primary care. There are few efficacious interventions for respiratory tract infection available to primary care clinicians beyond offering reassurance and self-management advice, so the modest benefit offered by antibiotics can persuade general practitioners to prescribe them. STARWAVe offers primary care clinicians an evidence-based practical tool to help guide antibiotic prescribing decisions and, through shared decision-making, has the potential to reduce prescribing based on prognostic uncertainty or on nonmedical grounds.”



The Industrials:


“Human Capital Solutions, Inc. Acquires and Merges with Clear Concepts, Inc.”

Combined Firms to Further Extend Human Capital Solutions, Inc.’s Global Presence and Depth of Offerings

Wilmington, NC, August 10, 2016 -Newswire- Human Capital Solutions, Inc. a premier, global leader in Retained Executive Search and Professional Recruiting services specializing in Life Sciences, Healthcare, The Industrials and Technology, announced it has acquired Clear Concepts, a leading international Industrial and Technology executive search firm known for its 20 plus years of leadership in Aviation, Aerospace, Automotive, Consumer Electronics and Technology sectors. Financial terms of the transaction were not disclosed.

The acquisition, which creates one of the largest retained executive search firms in the Southeastern US, brings together two firms with more than 30 years of operating and talent leadership experience.
“The combination of Human Capital Solutions and Clear Concepts represents a marriage between two of the industry’s preeminent executive search and professional recruiting firms,” said Bo Burch, CEO of Human Capital Solutions. “The strategic alignment of our firms brings together a more comprehensive, focused, and experienced organization that will deliver unmatched capabilities and further extend our brand globally.”

Tom Cleary, CEO and President of Clear Concepts will join Human Capital Solutions as a Managing Director.

“Clear Concepts and Human Capital Solutions are both leading brands closely aligned in practice areas, markets and our overall strategic approach to working with clients,” said Tom Cleary, Clear Concepts CEO. “This collaboration will extend our collective capabilities, build on our shared strengths and create more opportunities with clients who will significantly benefit from our unique value proposition and combined expertise.”

About Clear Concepts, Inc.
Clear Concepts’ client roster includes many of the world’s top aerospace/defense, automotive, consumer electronics manufacturers including electromechanical and embedded software/hardware companies. Clear Concepts’ clients, both national and international, are mainly Fortune 1000 with an emphasis on high-tech, and high-growth businesses. Tom Cleary and Clear Concepts have operated in Raleigh, NC with regional hubs in Los Angeles, Portland and Long Island, New York, prior to moving the headquarters to Wilmington, NC in 2005. In addition to their US clients, the company has enjoyed notable success in Europe and Asia.



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