Labor economics

The CGO published a policy paper I wrote with Henry Kronk.

The Slow Adjustment in Tech Labor: Why Do High-Paying Tech Jobs Go Unfilled?

Executive Summary

The United States technology industry continues to struggle to recruit new talent. According to the US Bureau of Labor Statistics, the number of people employed in technology is not increasing quickly.

Tech jobs pay well and don’t have the drawbacks of some other in-demand jobs, such as the travel schedule of a truck driver or the physically taxing labor required in oil fields.

Tech jobs are sometimes touted as a guarantee of having a comfortable and rewarding career, but the reality is not that simple.

Economics suggests that high wages would eliminate labor shortages, but that’s not the case in tech work. Why?

In this paper, authors Joy Buchanan and Henry Kronk propose a set of factors that have been overlooked and apply broadly to the tech sector.

Individuals with high-status tech jobs report burnout, anxiety, depression, and other mental health issues at higher rates than the general population. They also have to deal with the constant threat of becoming obsolete. Because technology changes so quickly, they must constantly work to update their skills in order to remain competitive.

The authors offer several recommendations for tech companies, educators, and policymakers:

Political and community leaders can provide more accurate messaging such as communicating clearer expectations about the difficulties of entering the tech workforce.
The tech industry could benefit from improvements in computer education. The authors cite a need for more pre-college exposure to computer occupations as well as a need to add communication skills to computer science curriculums.
Teachers, parents, and tech companies can all find ways to inform young people at an age-appropriate level about opportunities. Computer science is abstract and hard to understand. Young people who have some exposure to computer science through a class or camp are more likely to become CS majors in college.
Company leaders can improve their recruitment and development strategies to reflect the labor market realities including paying enough to compensate employees for the mental challenges of demanding technical work and alleviating their own talent shortages by investing in training and education.
Tech companies may be able to attract more women and minorities by improving their scheduling and management practices.

Henry and I examined public data and the existing literature to get a better understanding of the current state of knowledge on this issue. I hope our paper can be helpful, however we partly just highlight how many questions still exist about tech and talent.

My recent paper in Labour Economics, Willingness to be Paid: Who Trains for Tech Jobs?, was designed to add new data to address these questions.

Even though a housing price crash is often reported on as a crisis, it benefits first time homebuyers. Do the college seniors in 2021, likewise, see this “labor shortage” as a wonderful opportunity and stroke of luck for them personally? They overwhelmingly think of themselves as sellers of labor, not employers.*

Sometimes Samford students write for EWED if I felt like there was something that I and readers could learn from their perspective. This is accounting major Rachel Brinkley:

As a 21-year-old senior in college, the workforce is a confusing place. On the one hand, “The Great Resignation” is creating millions of jobs across America. It is a very encouraging time to be graduating college, as it appears that most of my peers and I will have no issues finding employment. Employers are currently struggling to compete in terms of compensation and benefits offered. I am majoring in accounting, and everyone that I have spoken to in my major has had at least one compensation increase since accepting their position. None of us have worked even one day on the job. This competition between employers creates favorable bargaining power for those entering the workforce, while putting a strain on employers.
While I may have confidence in my employment status after graduation, I will be starting at an entry level position for a firm that has a relatively structured promotional process. Like most large accounting firms, the promotions within the firm are based on the number of years spent working at the firm. There may be a few exceptions to the standard promotional pace, but I am not very optimistic about climbing the corporate ladder any faster than I would under more typical economic conditions. This is due, in part, to the fact that the best jobs are hard to come by. At a large accounting firm, the structured promotional process limits the number of the most sought-after jobs.
This circumstance leads me to ask how it is possible to obtain a top job when competition for those positions seems to be increasing. We read “Deep Work” for class, and I think about the author’s advice. We will need to continue learning new skills to make it into top positions.

Are my students running through the halls celebrating the current state of the labor market? Maybe they should be, but they are not, especially if their focus is on what Rachel called “top jobs”. Some jobs, almost by definition, are limited because they are top-of-the-pyramid or “tournament” positions.

My current Fall students pointed out that they feel better than the last two batches of students graduating into a closed-down Covid world. Many of our previous students got hired virtually and I don’t know at what point if at all they have had in-person interactions with work colleagues.

*The truth is more complex in a large diverse economy. Even though I don’t think of myself as en employer, I am concerned that there will be no one to operate my upcoming flight to a conference. The airline I rely on has had to cancel hundereds of flights in the past week over labor issues.