The calm after the storm: after years of high anxiety, today's skilled and flexible workers can finally breathe a sigh of relief.

TIMES HAVE DEFINITELY changed, Last year, as the economy became increasingly robust, employers once again turned to recruiters and the classifieds to fill their ranks after a lengthy hiatus. But the sentiment is different this time. In an effort to avoid the mistakes of years gone by, a new type of employee is being sought.

In scanning today's employment horizon, as we do at this time each year, certain things become clear: no longer will any of the three employment sectors--public, private or nonprofit--bloat their payrolls with employees who cannot produce 110%. Those who stand to reap are individuals with technical, marketing and, above all, interpersonal skills. It's a trend that doesn't appear to be ending anytime soon. Those who heed the call will thrive; those who don't will be left behind.

After the "slash-and-burn" treatment of workers earlier this decade, some firms have taken a 180-degree turn and are carefully selecting only candidates with the skills they need. Unfortunately, the right skills and talents are not currently available to meet the demand. In certain core businesses, such as high-tech, companies are risking productivity and overhiring in order to ensure they have talented workers as the skilled labor shortage worsens, according to a 1997 survey conducted by Coopers & Lybrand. In fact, nearly two-thirds of the 440 CEOs polled said that a lack of skilled, trained workers is their No. 1 problem, and a reprieve is not likely. The areas not affected are professionals and technicians, sales and marketing staff and administrative personnel.

NOT OUT OF THE WOODS

Despite talk of total unemployment hitting a 24-year low of 4.7% last October, African Americans continue to take the brunt of joblessness, with a rate almost double that of whites. Research conducted by economist Andrew Brimmer found that in 1996 the rate of black unemployment was 9.9%. That rate averaged 9.3% for 1997 and, says Brimmer, will hover around 9.4% by the end of this year. This rate is in stark contrast to the unemployment rate for whites in 1996 and 1997 (4.6% and 4.4% respectively), and would average 4.6% for 1998.

And workers are not totally out of the woods--downsizing is still a clear and present threat. In October 1997, more than 47,000 employees were targeted to be cut from 1998 company payrolls, according to Challenger, Gray & Christmas Inc., a Chicago-based international outplacement firm that tracks corporate layoffs. Total job cuts in 1997 are running a close second to figures from 1996, which topped 475,000. And with Kodak's 10,000, Citibank's 9,000 and Levi-Strauss' 6,400 announced cuts, experts agree that this is not the time for workers to lower their guard.

"Layoffs will continue for quite some time, but it's more streamlining than downsizing. Ironically, all kinds of jobs are being created," says certified management consultant Roger Herman of Herman Associates in Greensboro, North Carolina. "With fewer employees, more than ever employers are hungry for people who can get the job done. So while a company may lay off in one area, they might bring a similar number into new jobs at the same time. And increasingly, they are finding that talent with temporary employees.

THE TEMPORARY SOLUTION

Once a business relegated to clerical and industrial workers, temporary staffing has gone through a dramatic evolution over the past 10 to 15 Years. With everyone from support staff to executives working temporarily, there are now more than 2.5 million people on the temp agency books, says Bruce Steinberg of the National Association of Temporary and Staffing Services in Alexandria, Virginia. "International competition and technology have driven this change, and to move faster, businesses need maximum flexibility on all levels. Often, temping allows businesses to get employees with skills they cannot afford to develop internally."

Steinberg says that those who wish to take the temp work plunge should write down their goals. A good agency will help you develop skills that will make you more employable. "When working for one company, your growth is limited by the growth of that company. With a temp agency, you can work at multiple levels and jobs and move along your career path a lot faster," says Steinberg, who strongly recommends that individuals sign on with more than one agency. "It will keep you busy; however, always be professional," he advises. "Don't leave an assignment with one agency for an assignment with another because you think it's better. Complete your tasks or you'll develop a reputation of skipping out on jobs."

ALL (INFORMATION) SYSTEMS GO

The time for a career in information technology has never been better. There is a major disparity between the number of available jobs and skilled individuals to fill them. The dearth of qualified technology professionals has led one Arlington, Virginia-based tech firm to reward their employees up to $10,000 for every tech-savvy worker they bring into the company. In Silicon Valley, biplanes buzz over Stanford University and U.C.-Berkeley campuses with banners toting jobs. Korn/Ferry International, the nation's leading executive recruitment firm, reports almost a 20% increase in the demand for advanced technology executives.

In a recent survey of 1,400 chief information officers, networking was said to be the hottest specialty, with the demand for LAN and systems administrators at an all-time high. The survey, conducted by RHI Consulting, a recruitment firm based in Menlo Park, California, found that close behind networking are Internet/intranet development, programming, help/end-user support, project management and systems analysis.

While the demand is widespread across the U.S., New England showed the strongest demand for networking professionals. Demand for Internet/intranet development is highest in the central and mountain states. The central region is also a hot area for programmers.

Another booming arena is engineering, but African American participation in this area has taken a nose dive. Despite record engineering employment numbers that topped the two million mark this year, the National Action Council for Minorities in Engineering (NACME) in New York, found that freshman engineering enrollment declined by 5.2% in 1995-97--continuing a six-year downward plunge. "Where is the next generation of emerging technology wizards if they're not in engineering school?" asks George Campbell Jr., Ph.D., president and CEO of NACME. "If the U.S. is to continue having a prominent place in the global economy, we must start producing a science- and math-literate population now. When you consider the high starting salaries, it's amazing that we cannot educate a wider segment," To curb the drop, the organization is trying to upgrade the math and science curricula in grade and high schools to give students technical training from a young age.

Technology is not only affecting where people are employed but also how they land jobs. No longer just for techies, online job and resume banks are fast becoming time-saving and efficient resources for jobs, says Renee LaBran, interim CEO at CareerPath.com, in Los Angeles, which has more than 200,000 job postings from 50 national newspapers (www.careerpath.com). "Companies that list with us have claimed that 5% to 10% of their responses can come from online [from job databases that offer access to a broad geography and universe of jobs]." Resume-listing databases are an emerging segment on the Internet, adds LaBran, "and through them, prospective employers are contacting you instead of the other way around, giving strength to what skills you bring to the marketplace."

A SELLER'S MARKET

The economy has also boosted the market for sales professionals. Every industry, from consumer products to computers to healthcare, is providing lucrative career opportunities. Probably the most marked increase is in healthcare, pharmaceutical and biotechnology companies, which are not only shoring up their sales forces but also revamping territories and creating specialties that never existed before. "For example, two or more salespeople at a pharmaceutical company might cover the same territory, but one might be in cardiovascular drugs and the other in psychiatric," says David Marshall, president of Target Pros, an executive recruitment firm in Montclair, New Jersey. "There is always a new drug coming out with a different indication, thus opening up new, big markets and jobs, especially for African Americans."

But you have to have what it takes. Marshall says companies want individuals who have perfected their sales pitch. "Can you persuade? How are your leadership qualities?" He adds, "You don't have to be a manager, but you must have the professional image, aptitude and attitude to be a leader." An M.B.A. or a master's in science or marketing is desired by pharmaceutical companies. "If you are coming in with no sales experience but have the credentials, a company may put you into a training or marketing program."

He warns that career sales professionals must plan their careers carefully if they wish to cross over into other specialties and industries. The further along you are in your career, the more difficult it is to make the transition. However, movement in your same industry is faster, so it's acceptable to work only two or three years in a given position before moving, whereas previously the rule was to wait five years. But there is a risk involved. "Stability is a good thing and should not be downplayed. Often, people are leaving for only an $8,000 to $10,000 increase. If you have less than five years of sales experience, it's not really worth it," says Marshall.

THE VENERABLE M.B.A.

"If African Americans are going to participate in the higher echelons of business, an M.B.A. is a must," says Daphne Atkinson, director of M.B.A. admissions at the Johnson Graduate School of Management at Cornell University. "Thirty years ago, a college degree was a plus. Today, a graduate degree is how to distinguish yourself, and an M.B.A. is important because it provides a functional specialty and a general management foundation. Since individuals will rework their career several times in their lifetime, it adds to your flexibility."

According to a study conducted by the McLean, Virginia-based Graduate Management Admission Council, 61% of business schools surveyed reported an increase in applications in 1997. More than one in five schools said their increase was 20% or higher. Some 28% of the schools reported an increase in applications by minorities.

With competition to get into some of the top business schools so great, schools have set the bar high. The ideal candidate should have three to five years of work experience with a progressive track record. Volunteer for projects that place you in a leadership role and show tangible results. Those with exemplary academic records and GMAT scores above 600 can usually pick from the tOp business schools. But that doesn't mean others can't get into a reputable program. Atkinson also suggests that minority students hone their quantitative skills while in college by taking core courses in economics and statistics. "You must be focused on your grades the first two years. If not, it will be difficult to excel the last two years."

Potential B-school students should also have significant internships and work experience under their belt. "Schools look for a diverse population. There is a dual learning experience going on, and students also learn from their classmates," notes Atkinson, who says that two years in an "analyst" position, such as a credit or market analyst, is a great feeder job into business schools. The more work experience and progress you show, the less weight is put on the undergraduate transcript. This is especially important for African Americans who may worry about their GMAT scores. "No one is denied admissions solely on their GMAT scores," adds Atkinson. "It was for some other weakness, not the GMAT alone."

For professionals with five to 10 years of work experience, the Executive M.B.A. continues to be a popular option, with the number of applicants growing by 10% in 1996. The flexible scheduling and the broad management curricula of the Executive M.B.A. are designed to help business professionals prepare for senior-level responsibilities. Many companies even sponsor their employees.

It won't always be easy, but in order to compete in today's workplace, you must devise a game plan. Being indecisive will only slow you down. While not everyone knows what they want to do immediately, acquiring the skills that employers want today will eventually prepare you for the job you want tomorrow.

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