Peter Cappelli confronts the skills gap and provides an actionable path toward putting people back to work
Even in a time of perilously high unemployment, companies contend that they cannot find the employees they need. Pointing to a skills gap, employers argue applicants are simply not qualified; schools aren’t preparing students for jobs; the government isn’t letting in enough high-skill immigrants; and even when the match is right, prospective employees won’t accept jobs at the wages offered.
In this powerful and fast-reading book, Peter Cappelli, Wharton management professor and director of Wharton’s Center for Human Resources, debunks the arguments and exposes the real reasons good people can’t get hired. Drawing on jobs data, anecdotes from all sides of the employer-employee divide, and interviews with jobs professionals, he explores the paradoxical forces bearing down on the American workplace and lays out solutions that can help us break through what has become a crippling employer-employee stand-off.
Among the questions he confronts: Is there really a skills gap? To what extent is the hiring process being held hostage by automated software that can crunch thousands of applications an hour? What kind of training could best bridge the gap between employer expectations and applicant realities, and who should foot the bill for it? Are schools really at fault?
Named one of HR Magazine’s Top 20 Most Influential Thinkers of 2011, Cappelli not only changes the way we think about hiring but points the way forward to rev America’s job engine again and put people back to work.
“Peter Cappelli’s new book addresses one of today’s major conundrums: why do so many jobs in America remain unfilled in the face of persistently high unemployment? With so many concerned observers looking to the government to solve the jobs crisis, Cappelli’s book is a refreshing and highly readable treatise on the roles and responsibilities of the private sector in matching job seekers to jobs. A must-read for those interested in how to get US employment back on track.”
“Peter Cappelli has produced a valuable and very readable examination of the important, but often misunderstood, skills gap problem. He punctures many common myths and outlines a sensible way to better match the demand for, and supply of, skills.”
“It is high time to dismiss a silo approach to education and workforce and focus on the overall objective of these efforts, which is ensuring that every American has access to a training mechanism that will allow them to maximize their human potential. Such an approach requires greater engagement of corporate human resource departments, training providers and government leaders. Bravo to Dr. Cappelli for highlighting the importance of taking a supply chain approach to worker training and public-private partnerships.”
The Chronicle of Higher Education, February 07, 2016
To Solve the Skills Gap in Hiring, Create Expectations in the Classroom
In Why Good People Can’t Get Jobs, Wharton Digital Press author Peter Cappelli argues that the reported skills gap is created largely by hiring practices.
Training Magazine, January 04, 2016
January 2016’s Top Reads: Why Good People Can't Get Jobs
In partnership with getAbstract, Training brings you January’s top three business books recommended to our readers.
The Japan Times, September 08, 2015
Don’t blame schools for worker shortages
Peter Cappelli, professor at the Wharton School of the University of Pennsylvania and author of “Why Good People Can’t Get Jobs: The Skills Gap and What Companies Can Do About It” says there is no such thing as a perfect fit between applicants and job requirements.
ScienceCareers.com, November 13, 2014
Skill Shortage or Ineffective Hiring?
Peter Cappelli, a professor of management and director of the Wharton School’s Center for Human Resources at the University of Pennsylvania, examines (in his book Why Good People Can’t Get Jobs) how the widespread use of computerized algorithms to screen applications has made hiring practices rigid and ineffective at doing what they’re supposed to do: match workers with jobs they have the ability, or can acquire the ability, to do.
Links for Further Reading
The Center for Human Resourceshttp://chr.wharton.upenn.edu/#id=chr&num=2
Wharton Business Radio on Sirius XM: In the Workplacehttp://businessradio.wharton.upenn.edu/programs/in-the-workplace/
The Engaged Leader
Wharton Digital Press is proud to announce that Charlene Li’s The Engaged Leader has earned a 2016 Independent Publisher Book Award.