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For more than twenty years, Action Greensboro has responded to Greensboro’s greatest challenges and opportunities by leveraging the collective thought leadership and financial support from our local philanthropic sector. Through this work, transformational investments have been made in Greensboro’s center city, public education system, entrepreneurial ecosystem and most recently, strategic investments in the cradle to career pipeline.
As our community emerges from the economic turbulence of the COVID-19 pandemic, we believed it was time for a checkin to understand the landscape of our workplaces, staffing and human relations challenges, skillset needs and connectivity to local resources. Thank you to the 600+ respondents who participated in the survey and provided critical information. With this understanding, we can design (and perhaps redesign!) workforce and talent development systems and programs, strengthen our workplaces and better the educational pipeline for generations of economic growth.
In order to benchmark our community’s progress, Action Greensboro’s Talent and Workplace Survey was designed to be conducted annually. As Greensboro and Guilford County’s existing businesses continue to grow, new employers arrive and technical skillset needs rapidly evolve, this annual check-in will assist in better meeting talent and workplace demands.
We all want our community to be a great place to live and work for everyone. Let’s work together to leverage our tremendous assets and opportunities.
Cecelia Thompson Executive Director Action GreensboroThe Action Greensboro Talent & Workplace Survey Report is offered as a trusted source of data on industry, talent and workplace trends. The report provides the outlook and perspective of hiring organizations operating in Guilford County. The online survey captures insights from more than 600 respondents on the industry and talent landscape of the Triad.
The Guilford County Talent and Workplace Survey seeks to inform the efforts of community stakeholders, policymakers and employers as we look to strengthen our talent pipeline.
• Better understand Guilford County’s 2023 postpandemic workplace landscape
• Better understand the hiring needs of our region’s employers
• Better understand the essential skills for today’s local workforce
• Inform and connect regional stakeholders and policymakers with current talent and workplace information
Guilford companies have an average annual turnover rate of 20%. The top three drivers of turnover are employees finding other roles, involuntary layoffs and low pay.
A majority of responding organizations experienced positive annual growth last year.
Pay rate tops the list for reasons a candidate declines a job offer.
Gen X and Millennial talent represent the majority of local employees.
Career growth and upward mobility top the list of desired features for Guilford County job seekers. The average number of jobs that organizations fill annually is 38.
The majority of respondents indicate that their staff is working fully in person.
39% of new hires hold either a college or university degree.
The top benefits offered by Guilford County employers include health insurance, paid time off and retirement benefits with company matching. 40% of companies offer formal internships.
Respondents identified these most essential skills for today’s new hires are:
1. Work Ethic
2. Teamwork
3. Verbal Communication
Respondents indicated that the most difficult skills to find today in new hires include:
1. Problem Solving
2. Analytical Thinking
3. Leadership
4. Adaptability
Participating respondents represented both for-profit (35%) and not-for-profit (65%) entities. 600+
67%
of respondents’ organizations are headquartered in Guilford County
75%
of respondents represent organizations with less than 250 employees in Guilford County.
82%
of respondents participated in a hiring process in the last 12 months.
Top Management (CEO, CFO, COO, Founding Member, Owner)
Mid-Level Leader or Manager (Department Head, Director, Area Manager)
HR Manager/Director/Senior Business Partner 33%
Of responding organizations headquartered in Guilford County, 87% are nonprofits, 77% are healthcare organizations, 28% are financial institutions, 55% are manufacturing organizations
58%
Responding Organizations reported an average of 58% growth over the past 12 months.
79% of the respondents’ workforce is permanent staff, 21% is temporary. Nonprofit and distribution/logistics organizations indicate the highest rates of temporary employees.
Guilford County organizations average a 20% turnover rate, meaning for every 10 employees 2 left the company. Manufacturing, professional services and financial services show the highest rates of turnover among for-profit sectors.
The most cited reasons for employee turnover are:
• Found a Position Elsewhere
• Involuntary Turnover
• Low Pay
• Family Reasons
• Other *retirement was frequently noted in this category
Excluding “Found a Position Elsewhere” and “Involuntary Turnover” the following reasons for turnover stand out among industry sectors.
• The top reasons for turnover within nonprofits, including education, healthcare and government, were low pay (37%), no opportunity to advance (28%), burnout (23%) and family reasons (22%)
66% of respondents use a formal exit interview process to help understand turnover.
• Top reasons for turnover within professional services, including financial services, insurance, information technology, were family reasons (28%), issues with fit (16%) and low pay (13%)
• Top reasons for turnover within manufacturing, including aerospace, automotive, aviation, bioscience, chemicals and advanced materials, distribution and logistics and food processing, were low pay (21%), family reasons (16%), issues with fit (14%) and lack of flexibility/work life balance (12%).
Efforts to reduce turnover include:
Gen X (born between 1965-1980) employees currently occupy the largest number of roles in the Guilford County workforce, followed by Millennials (born 1981-1996). The number of GenZ employees is approaching that of Baby Boomers.
Industries with the largest number of Gen Z employees are hospitality (41%), retail (29%), food processing (27%), recruiting (23%) and automotive (22%)
Industries with the largest boomer population were distribution and logistics (37%), education (36%) and real estate (31%)
About 10,000 baby boomers turn 65 each day, and the entire generation is expected to reach retirement age by 2030.
The most offered employee benefits provided by companies include Health, Dental, Paid Time Off, Vision and Retirement benefits.
The least offered benefits include immigration sponsorship for families (3%), on-site childcare (4%), student loan debt relief (6%), immigration sponsorship for the employee (11%) and recharge days (12%).
Millennial workers now represent more than Baby Boomers in Guilford County’s workforce. However, only 6% of local companies offer student loan debt relief as a benefit. Industries with the highest percentage of student loan relief were aerospace (50%) and healthcare (43%)
While only 45% of respondents offer pay for continuing education, several industries stood out in this category. Aerospace (100%), Chemicals and Advanced Materials (100%), Education (78%), Food Processing (75%), Government (75%) and Financial Services (73%)
According to the Society for Human Resource Management (SHRM), Gen Z employees need to be provided support, freedom and flexibility.
Family Friendly Workplace Benefits Provided Locally
On average, organizations are filling 32% of their open roles with internal promotions and hires.
96% of responding organizations provide some internal or external opportunity for employee training and skill development.
A majority of respondents indicate that their annual internal training budget is less than $10,000 The average organization spent $1,280 per employee on workplace learning in 2021, according to the Association for Talent Development’s 2022 State of the Industry report. (www.td.org/press-release/atd-research-spending-on-employee-training-remains-strong)
72% of workplaces are full-time in person, while 21% of workplaces are hybrid (work partly from an office and partly from home). Of those, Tuesday, Wednesday and Thursday are the days of the week most often worked in the office. Only 7% of organizations are fully remote.
More than 60% of respondents are offering full-time employees some type of flexible work schedule (employees that have flexibility for their own schedule and workplace location). On average those full-time employees working a flexible schedule are working 36 hours a week.
When broken down by industry, few differences appear.
• Aerospace, automotive, aviation and airport services, chemical and advanced materials, distribution and logistics, food processing, furniture and manufacturing spend an average of 36 hours per week in the office
• Healthcare and biosciences: 36 hours per week in the office
• Professional services, Informational Technology, Finance and Insurance: 35 hours per week in the office
• Nonprofit and arts : 34 hours per week in the office
• Retail and restaurants : 36 hours per week in the office
59% of respondents indicate that they hire interns on a regular or as needed basis with the majority of interns working in the summer.
A majority of respondents believe their organization is either “somewhat” or “highly connected” to the local community.
In a recent National Association of Colleges and Employers poll, four out of five employers said their internship program provided the best return on investment as a recruiting strategy, giving them the best means for identifying and building relationships with potential employees.
Where companies are recruiting by geography:
• 80% of respondents recruit for open roles in Greensboro
• 60% recruit across the State of North Carolina
• 36% recruit nationally
• 8% recruit globally
On average, respondents spend 4% of their annual operating budget on talent attraction and recruitment. Industries with the largest recruitment budgets are manufacturing including aerospace, automotive, aviation, bioscience, chemicals and advanced materials, distribution and logistics and food processing at 13% and professional services, including financial services, insurance, information technology at 11%
40% of respondents indicate it takes 1-2 months to hire for Guilford County positions.
Over the last year, the average offer acceptance rate was 74%.
• 62% of respondents indicate pay rate was the reason a candidate declined their offer.
• 2% of respondents indicated that Guilford County’s community amenities were a factor in declining a job offer.
• Career growth and upward mobility top the list of desired features for Guilford County job seekers.
Employers find the quality of their new hires to be:
Professionalism/Work Ethic
Teamwork/Collaboration
Verbal Communication Skills
Problem Solving/Critical Thinking
Ability/Adaptability/Resilience
Interpersonal/Relationship Building
Organization/Time Management
Logical/Analytical Thinking
Emotional Intelligence
Written Communication Skills
Cultural Intelligence
Leadership/Personal Growth
Creativity/Innovation
Negotiating/Conflict Management
Presenting/Persuading (Weighted Average)
These options best describe the educational level of a typical Guilford County hire:
The most essential skills for new hires are:
Problem Solving/Critical Thinking
Logical/Analytical Thinking
Leadership/Personal Growth
Ability/Adaptability/Resilience
Professionalism/Work Ethic
Organization/Time Management
Negotiating/Conflict Management
The most difficult skills to find in new hires:
Presenting/Persuading
Greatest challenge as a company: Hiring, growth, costs, retention, economy, growing awareness of our business, connecting with customers.
Most pressing talent and workplace challenges: Finding experienced talent, resources to pay competitively, able to self-manage, finding workers who know how to work with their hands, finding talent who want to work in person versus hybrid, training employees to work collaboratively among different generations.
Chronically unfilled positions: Maintenance, engineers, drivers, operators, managers, housekeepers, sales, productions, accounting/finance, mechanics, technicians.
Most pressing needs to find or upskill talent: Continue to focus on technical jobs/ trades, connect us with local universities, attract more highly trained accredited young professionals back to this area, training on conflict resolution and effective networking, amplify opportunities for good jobs to potential employees.
1 2 3 4 5
58% of respondents expect business growth despite current labor shortages and inflation. North Carolina and the Triad are poised for tremendous economic growth and talent, and workforce development plays a critical role. Our community has invested significantly in institutions, programs, and systems to enhance the cradle-to-career pipeline of talent to fill today’s jobs and those of the future. Increased employer engagement in local talent development programs will strengthen the talent pipeline for employers and better the future of our youth.
Problem solving and critical thinking are ranked highest in essential skills needed in the workplace and also high in difficulty to find in candidates. Our community should continue to invest in programs to strengthen essential workforce skills. Local business investment in internal training lags behind the national average. Workplace training and upskilling in essential skills will increase internal upward mobility and talent retention. This is a win-win for our local employees and the Greensboro community.
The majority of employers are relying on word of mouth for talent recruitment, followed by national online job boards and social media. Guilford County has top ranked programs within Guilford Technical Community College and our eight four-year universities. Yet, more than 50% of employers are not recruiting from these institutions and many are not aware of existing workforce development programs. Strengthening awareness and connection between businesses and our local education resources will open doors to less-connected college students, create a more accessible pathway to local employment and deepen our workforce base.
Respondents indicated that low pay and family reasons are among the top drivers of employee turnover. As generations in our workplaces continue to change, so do the benefits that are most valuable to job applicants. Competitive benefits can increase employee retention and help with talent attraction. Employee support, freedom and flexibility are most valuable to new generations in the workplace. Some examples include parental leave, predictable scheduling and hybrid work. Our workforce will invest more in their jobs and community if they are provided the support needed to thrive.
As more affordable mid-sized communities across the nation become attractive to young talent, it is increasingly important for business to play a role in local community development. While talent consistently makes relocation decisions based on salary and the city’s cost of living, a community’s quality of life is increasingly a top motivator.
1st Aide Restoration, Inc.
33 & Elm Coffee House
ABCO AUTOMATION INC.
Adams Electric Company
Adecco
Alice Aycock Poe Center for Health Education
Allegacy Federal Credit Union
ALT HR Partners
American Signs
Arch MI
Assured Partners
AuthoraCare Collective
Autotrends
B.R.I.D.G.E.S, LTD
Baltek, Inc/3A Composites
Berico
Berkshire Corporation
Bernard Robinson & Company, LLP
Big Brothers Big Sisters of the Central Piedmont
Biscuitville FRESH SOUTHERN
Black Lamb Development Corporation
Blue Ridge Companies
Bonset America Corporation
Boulton Creative
Brady Services
BRIDGES, LTD
Brown Investment Properties
C2 Contractors, LLC
Captivate Media
Carlton Scale
CBT Counseling Centers
Center for Creative Leadership
Charles Aris
Children and Families First
City of Greensboro
Community Foundation of Greater
Greensboro
Core Technology Molding Corp.
CPR 4 Your Heart & AED Safety Solutions, LLC
CRG
Cross Company
Deep Roots Market Cooperative
Double Hung
Downtown Greensboro Inc
Eastern Music Festival, Inc.
Elaka Treats
Family Service of the Piedmont
Fellowship Hall
First Bank
Forge Greensboro
Four Oaks Insurance Agency
Four Saints Brewing Company
Go Green Plumbing, Heating and Air
Goodwill Industries of Central NC
Graham Personnel Services
Greensboro Cerebral Palsy Association
Greensboro Convention and Visitors Bureau
Greensboro Montessori School
Greensboro Police Department
GTCC
Guerrilla RF
Guilford County
Guilford County Schools
Guilford Technical Community College
GuilfordWorks Workforce Development Board
Habitat for Humanity of Greater Greensboro, Inc
HAECO Americas
Helps Education Fund
HICAPS. Inc.
High Point Discovered
High Point LEAP
High Point Tire & Automotive
Honda Aircraft Company
Hudson Financial Services
Industries Of The Blind
JD Financial Group and Associates Inc
jim gallucci sculptor ltd.
Karma Contracting
Kellin Foundation
Kingdom Builders Associates
Kontoor Brands
Landmark Builders
M. G. Newell Corporation
Mickey Truck Bodies
Morrisette Packaging, Inc.
Mother Murphy’s Laboratories
North Carolina A&T State University
North Carolina for Community and Justice
NXT Level Construction LLC
O’Neal Manufacturing Services
Old North State Council Boy Scouts of America
Old North State Trust
Pace
Parker Hannifin
Pathways Career Testing
Phillips Management Group
Pinnacle Financial Partners
ProAmpac
Procter & Gamble
Pulmonix, LLC
Qualified Staffing
Radwell International
Ready for School, Ready for Life
Replacements, Ltd.
RH CPAs
Richardson Properties
RLF Communications
ROCS
Savor the Moment, LLC
Schell Bray PLLC
Sharpe Pursuits Inc.
Sheraton Greensboro
shift_ed
Smith Leonard
Smoothie King
Spears Family YMCA
St. Johns Packaging (USA) LLC
STITCH Design Shop
The Brooks Group
Thomas Built Buses
Thomas Enterprises of Greensboro Inc
Torres Transformations
TowneBank
Triad Adult and Pediatric Medicine Inc.
Triad City Beat
Tru by Hilton
United Piedmont Center for Educational Excellence
United Way of Greater Greensboro
University of North Carolina at Greensboro
VanderVeen Photographers
Xtern Software
YMCA Camp Weaver
Thank you to all of our survey participants, including the following who agreed to be published.
Thank you to the local organizations who supported survey distribution:
Business High Point
City of Greensboro MWBE Office
East Greensboro Now
Greensboro Chamber of Commerce
Guilford Nonprofit Consortium
Guilford Merchants Association
Human Resources Management Association of Greensboro (HRMAG)
Leadership Greensboro
East Greensboro Now
Thank you to our research contributors:
Madelynn Stackhouse, Stackhouse Management Solutions
Bret Mazei, Community Volunteer
Lead Writers:
Bramley Crisco
Director of Talent Development
Action Greensboro
Sarah McGuire
Director of synerG Young Professionals
Action Greensboro
Cecelia Thompson
Executive Director
Action Greensboro
Greensboro’s Supporting Foundations:
The Cemala Foundation
The Community Foundation of Greater Greensboro
The Cone Health Foundation
The Edward M. Armfield, Sr. Foundation
The Joseph M. Bryan Foundation
The Stanley & Dorothy Frank Family Foundation
The Tannenbaum Sternberger Foundation
The Phillips Foundation
campusgreensboro.org
Greensboro’s ability to grow, retain and attract a well-educated and skilled workforce is essential in today’s knowledge-based economy. Campus Greensboro improves connections between talented college students and our business and leadership community, and works to prepare these students for the 21st century workforce.
For more information, contact Jay Cannon, Campus Greensboro Student Engagement Manager, at jcannon@actiongreensboro.org
synerG Young Professionals is a thriving network that gives the city’s under-40 community opportunities to strengthen their leadership skills, promote diversity and accessibility, and shape the future of Greensboro for the better.
For more information, contact Sarah McGuire, synerG Young Professionals Director, at smcguire@actiongreensboro.org
Boomeranggso.com
Boomerang Greensboro is a creative and ambitious campaign aimed at recruiting young professionals back home to live in Greensboro. Boomerangs are people who grew up in Greensboro or attended a local college and then moved back after spending time away.
For more information, contact Cecelia Thompson, Executive Director of Action Greensboro, at cthompson@actiongreensboro.org
greensboro.org/workforce
The Guilford County Talent and Workforce guide provides a directory of area resources that support our labor market at all stages of employee development. Use it to grow your team or find ways to more deeply engage the workforce you already have. Each organization includes a direct contact to deliver help quickly and answer any questions you may have. For more information, contact Megan Mabry, VP of Marketing and Communications, Chamber of Commerce at mmabry@greensboro.org
For other talent development questions and solutions, contact Bramley Crisco, Director of Talent Development, at bcrisco@actiongreensboro.org