Via Silicon Republic : What will the future of recruitment look like?
A lot of thought goes into how the future of work will affect employees and jobs, but what about HR and the future of recruitment?
The world of work is changing, there’s no doubt about it. When thinking about the future of work and what it means for us as a society, the first thing we tend to think about is our jobs.
Will we still have jobs? Will technology affect those jobs? What will those jobs look like? But there’s another element to the future of work and that is the recruitment for those jobs.
Just as the roles themselves are changing, along with workplace practices and trends, so too is the way in which talent is recruited.
Even working within human resources (HR) is changing, and the challenges faced by recruitment staff must not be ignored when we discuss the future of work.
According to the Deloitte Human Capital Trends survey, talent acquisition is one of the key change areas of 2017, along with the need for organisations to focus on leadership, culture, and learning and development programmes.
Alison Gill is a senior manager in human resources at Deloitte. She said attracting and retaining top talent with the right skills to meet business objectives will continue to be a huge challenge for recruitment teams.
“More so, ensuring that top talent is the right cultural fit for the organisation is key to ensuring that you have a high-performing and engaged workforce.”
Gill also believes that building psychological and emotional connections plays a pivotal role in attracting and retaining top talent.
“Do people feel aligned with the organisational culture? Do they feel that they can learn, develop and progress? Can they make a positive impact at work? Are they being rewarded and recognised fairly? These are all key questions that organisations must address,” she said.
“Historically, recruitment was seen as a HR activity. Today, recruitment must be a business priority. At a time when employees are seeking out their next career move with an employer of choice, rather than the other way around, a strong employer brand is critical.”
Gill said it’s extremely important for businesses to be visible to candidates. In order to recruit top talent, companies need to show not only the type of work they do, but also what it’s like to work there.
“Businesses need to present a compelling offering, building meaningful connections that will satisfy candidates’ need for professional development and desire to make a positive impact on society,” she said.
Work-life balance and employee wellbeing will also play a key role in recruiting and retaining the best talent. Gill said that as the future of work edges closer to the present, recruitment teams will have an essential role to play now more than ever.
“The first step is attracting the interest of prospective candidates,” she said. “The recruitment process is merely the final stage of a carefully considered candidate attraction and engagement strategy. The war for talent is on!”
Via Reading Eagle : Office Space: Hiring tips for a competitive market
Even with the current job shortage, many small to midsized businesses are still facing the age-old problem of finding good people to add to their teams.
The Washington Post reports that “60 percent of small-business owners and managers say finding skilled workers is their company’s greatest challenge when it comes to hiring and managing staff.” The majority of the blame for this can be placed on today’s skills gap: the current phenomenon of a countrywide mismatch between employers’ needs and job candidates’ abilities.
And, with so little top talent out there, it pits small and medium businesses against large corporations in the hiring battle.
So what’s a business to do? Competing against big business and attracting quality workers can feel impossible, but it doesn’t have to. Small-business owners and leaders will need to put a little extra thought and effort into their hiring processes to continue to see success.
Recognize that pay
isn’t your strong point
The first thing businesses have to realize is that money will probably not be what attracts quality employees to their doors. Most small- to medium-size companies don’t have the budgets to compete against large corporations in the area of pay, and that’s OK.
“That’s where small businesses have the competitive edge,” said Steve Strauss, author and senior small-business columnist at USA Today. “If you offer a fun place to work, people like coming to work, they’re engaged: that makes a difference. They feel like they’re listened to and they like what they do. If you can give them that, you’re ahead of the game.”
According to Yast, an online time-tracking service, employees’ top reasons for staying with their current employer are because they enjoy the work, they have work-life balance and they feel connected to the organization. Small businesses are more likely to offer those benefits to their top candidates than their large business competitors.
Pinpoint and play
to your strengths
Identifying the assets you have to offer employees is the next step. An article from Fast Company magazine echoes that sentiment.
“By truly understanding what your team and potential candidates desire, you can better compete with the larger companies that appear to offer it all,” noted Fast Company. “Take a close look at what your team is truly passionate about inside and outside of work. Talk to them and get their feedback on what means the most to them.”
Business leaders can then take this knowledge and use it to attract the talent they need. And small businesses really do have something to offer top performers.
The Washington Post recommends pointing out to candidates that within a smaller company, they have more opportunities to develop as a professional while having greater visibility in front of, and access to, the leaders of the business.
Don’t limit your candidate pool
Just as business leaders are asking candidates to keep an open mind about what they want from an employer, they must also keep an open mind about the type of candidates they’re considering.
In an article on Forbes.com, Ken Sundheim proposes that employers should consider broadening their requirements to bring in more qualified applicants.
“The No. 1 thing that prevents companies from procuring the most talented people is overly stringent requirements,” Sundheim said. “The more specific the needs of an employer, the less applicant choices they’re going to have, the more expensive the employee is going to be and the longer the job search will take.”
Focusing on personality, culture fit and potential, rather than just strictly experience, education and skills, will greatly widen the candidate pool and allow businesses to find amazing employees they might have otherwise bypassed.
There are positives and negatives to every size and type of business, but constantly losing the hiring battle doesn’t have to be a struggle for smaller companies. Talking about what the business can offer, marketing its assets and loosening position requirements will allow small- to mid-size companies to square off with big businesses in the battle for top talent.
In the end, hiring the best candidate is more important to the success of the small business than the big, which means this is a battle small businesses have to learn to win.
Via Forbes : Salary Secrecy: The Benefits Of Employer Transparency In The Hiring Process
In my last article on the use of W-2 forms in the recruitment process, I discussed the issues involved for employers. One of the primary factors is that it’s no longer legal for employers to ask applicants about their salary history in Massachusetts. Other jurisdictions, including New York City, Philadelphia and Oregon, have also passed similar laws. This requires employers to base the position’s salary on the candidate’s qualifications, past experience and demand for filling the position rather than on salary history.
The Forbidden Question
While many employers tend to avoid the topic of salary until the final hiring stages, in reality, they’re doing both themselves and applicants a disservice. Despite their interest in only hiring employees who are focused on making a valuable contribution through their work as opposed to those who are solely money-driven, salary is such a vital component to a job offer that choosing to ignore it until late in the hiring process only leads to a poor candidate experience and a lower interview-to-hire ratio.
Salary is the backbone of any job offer. Despite the importance of professional advancement, work/life balance, office perks or telecommuting options, the hiring process may still move forward without any of these benefits. While some employers may choose to replace higher salaries with other incentives, a salary is still critical to the position. Yet despite the importance of salary, it’s considered a taboo subject for job seekers, as well as employers in some locations, during the job application process. Why is it so important for applicants to not know what a position pays until the employer decides if they’re qualified?
Recently, Taylor Byrnes, a Winnipeg resident interviewing with food delivery service SkipTheDishes, made headlines after having her second interview canceled for inquiring about the job’s salary. In the correspondence, the company’s human resources representative told Taylor, “Your questions reveal that your priorities are not in sync with those of SkipTheDishes,” and that “Questions about compensation and benefits at such an early stage is a concern related to organizational fit.” After Taylor posted a screenshot on Twitter, the company’s response elicited such outrage that its co-founder issued a statement apologizing and stating they were rescheduling Taylor’s second interview.
It stands to reason that if an employer wants an open position’s salary known during the recruiting process, they would post it in the job ad or wherever the job vacancy was publicized. Since this is only done a small percentage of the time, what does an employer stand to gain from withholding salary information until the final hiring stages? Here are a few advantages:
- Employers want to know they’re hiring employees who are interested in the company and the work they will perform, not just the money. Candidates who are only interested in salary are more likely to quit as soon as they’re offered a job with higher pay. However, the candidates willing to go through several rounds of interviews before knowing the compensation are far more likely to value a position with the company and the opportunity to make an impact through their work.
- If an employer posts a salary range, all candidates will want the top end of the range. Even though the higher range is reserved for the most qualified employees, those who are confident in their abilities but whose qualifications fall a bit short may feel insulted or disappointed with an offer in the lower range.
- While an employer may be willing to increase its offer for an outstanding candidate, posting a lower salary may deter outstanding candidates from applying. Employers are often willing to go above and beyond for that perfect hire. However, posting a salary range that would normally be offered to average candidates may lead top candidates to believe the position is below them.
The Benefits Of Reprioritization
In addition to prohibiting hiring managers from inquiring about applicants’ salary history until after an offer of employment has been made, one of the stipulations of Massachusetts’ new law is that hiring managers must now state a compensation figure up front. This ensures the salary is based on the applicant’s worth to the company, as opposed to what he or she made in a previous position. In addition to giving applicants an edge with regard to salary negotiation, this also benefits employers as they will no longer miss out on hiring top candidates who are not willing to divulge their salary history and relinquish their bargaining power.
However, employers in areas where salary inquiries are forbidden still have some work ahead of them, as they must now determine what each open position is worth to the company. Because they can no longer consider an applicant’s previous salary in setting a current salary, they must assess the value of each employee and his or her work, regardless of past employers’ determinations. This will take additional effort on the part of hiring managers and HR departments, many of whom still struggle with constructing effective job descriptions. Hopefully, over time, other states and cities will pass similar legislation, and job seekers and employers alike will see the positive effects of hiring based on the value of employees’ work to the company, rather than on salary history.
Via Forbes : 13 Most Common Hiring Process Bottlenecks And How To Correct Them
Organizations across any industry are faced with bottlenecks in the talent acquisition process, often resulting in lost productivity and business opportunity as the search for the perfect candidate doesn’t always bear fruit.
Quite surprisingly, many of the obstacles to hiring the best talent in a timely manner are caused by the often strained relationship between hiring managers and recruiters. Even though focused on the same goal, their relationships are typically marked by miscommunication and the inability to work closely together, leading to major obstacles in the hiring process. In fact, up to 77% of hiring managers think recruiters are not screening candidates properly, while 51% of recruiters believe hiring managers do not adequately communicate what they are looking for in a candidate, according to a survey of 600 recruiters and 375 hiring managers by talent acquisition software provider iCIMS Hire Expectations Institute™.
Whether it’s miscommunication among those involved in the hiring process, inadequate candidates or a poor compensation strategy, there are several causes for bottlenecks in the talent sourcing process. Below, 13 members of Forbes Human Resources Council discuss some of the most common roadblocks and how to overcome them.
1. Being Unprepared For Talent
Being unprepared is a common bottleneck that occurs in the talent acquisition process. Typically, when an organization finds top talent, they are not prepared to hire immediately due to an undefined process and no sense of urgency. This can be avoided by planning out the acquisition process with hiring managers and informing the candidates of timelines. – LeRae Jacob, Creative Door
2. Indecisive Or Overly Critical Hiring Managers
A top bottleneck would be a hiring manager who is indecisive or worse, too critical. HR must become a true business partner to correct these holdups. If they are indecisive, give them confidence in the process and help them through the weeds to identify top talent. If they are too critical, be frank about the loss of time and productivity that comes with searching for a purple unicorn candidate that doesn’t exist. – Ashley Wilczek, Justice AV Solutions
3. Candidates Turning Down The Job
Often a company will get to the end of a recruiting process and offer a candidate a job, only to find that the candidate has turned down the position. A good recruiter is deliberate about making sure there are no surprises at the end of the process and that the response is always yes. Asking questions, setting up that conversation early and responding to the hesitation is key. – Maria Goldsholl, PokitDok
4. The Unicorn Hunt
Hiring managers often want, or think they need the perfect candidate. These “unicorns,” as they’re more recently known, are rare or not what they seem at first blush. The hunt for this mythical candidate can be a bottleneck. Companies need to identify and agree upon the must-haves and the nice-to-haves for a smoother process. And who knows? You might find a unicorn in the making. – Sara Whitman, Peppercomm
Misdirection. Yes, I wrote misdirection, not miscommunication. Talent acquisition impacts the company culture and employees. Sometimes, it is office politics in play which create a “hurry up and wait” wheel. Ask the CEO/COO how and why the position is achieving strategic and business objectives. Once clarified, office politics are negated. Hence, you will have a solid recruitment process. – Patricia Sharkey, Greenlaw Partners, LLC
6. The Infamous Flood Of Applicants
Unqualified applicants bog recruiters down, especially if you’re handling a significant requisition load. As part of an intake process with the hiring manager, get super-clear about what they need. Ensure these requirements are explicit on the posting, and use applicant tracking system knock-out questions against these. This will improve your candidate quality, allowing you to spend less time dispositioning. – Dr. Dale Albrecht, Alonos, Inc.
7. Reference Checks
Waiting for responses from a candidate’s references can cause a frustrating bottleneck in the interview process. Avoid the wait by giving references multiple ways to contact you with their response. Inform them that it is okay to email you or leave a voicemail if you are not available. In addition, ask the candidate to follow up with any references you have not heard back from with 24 hours. – Tiffany Servatius, Scott’s Marketplace
8. Disconnect Between Job Description And Job Duties
Job descriptions tell why a job exists and the duties to accomplish the why. The actual duties performed may have changed over time and the job description has not been updated. A bottleneck occurs when recruitment is done before validating the job description. Solution: Before recruiting, meet with the hiring manager and the current employee to clarify what the duties are and the KSAs (knowledge, skills, abilities) needed. – Bridgette Wilder, Media Fusion
9. Too Many People Involved
A typical bottleneck that often occurs falls in the interview process. Too many people involved in a process can delay the process and cause the candidate to build reservations. Make your process as simple as possible. Identify the key folks that should be involved and be clear with your candidate upon first contact. You will gain trust once you are clear and set realistic expectations. – Charece Newell, MSILR, SHRBP, Sunspire Health
10. Perceived Bottlenecks
Sometimes it’s just a matter of perception. Even the most efficient process will be perceived as “taking forever” if the business wants the position filled with the best candidate and in one day. To help alleviate this, do as much pre-work as possible BEFORE the position is officially open. Get the job description, market data, interview team, etc. ahead of time. Communicate early, then go! – Catherine Decker, Outsell
11. Focusing Too Much On The Paper In Front Of You
Many hiring managers and recruiters spend far too much time reviewing a potential candidate’s resume. Oftentimes, they screen out potentially great employees because candidates don’t fit a certain description or don’t have certain experience. Sometimes your best performers are those right out of school or new to the industry. An open mind is key to identifying and hiring a stellar workforce. – Lisa Sterling, Ceridian
12. Rigid Compensation Strategy
Inflexible salary bands may limit access to strong candidates. Slow approval process may lose a candidate to another firm. To minimize, manage compensation data before and during process. Set market expectation for skills requested. Besides salary reports, talk to recruiters on current salaries and collect data from every applicant. Before the final selection, start compensation ROI conversation. – Thoai Ha, Lynx Innovation
13. Generic Job Descriptions
A generic job description can cause major problems in reaching candidates with the required skill set. Employers who only stress such qualifications as “detail-oriented” or “good communication skills” instead of focusing on must-have requirements that are essential to the role will see an influx of unqualified applicants, while candidates who are truly qualified won’t be enticed to apply. – John Feldmann, Insperity
via FMT : Why Employers Hesitate to Hire Fresh Graduates
PETALING JAYA: Employers tend to hesitate when hiring fresh graduates because of the latter’s “unrealistic” expectations and unwillingness to learn new skills, says the Malaysian Employers Federation (MEF).
MEF executive director Shamsuddin Bardan said this was on top of the current economic climate, which had made employers even less open to the idea of risk and training new staff.
“The future of the economy is unsure and most companies are not taking in new staff, so there are fewer entry level positions available,” he told FMT.
Shamsuddin was responding to Bank Negara Malaysia’s 2016 annual report which put the unemployment rate of youth at 10.7% in 2015, more than three times the national unemployment rate of 3.1%.
The central bank said this was because of the cautious business environment that discouraged companies from recruiting more workers.
Shamsuddin said some companies opted to invest in technology rather than hiring new workers, who would cost money to train.
“Two years ago, the banking industry laid off 18,000 workers in various positions because it had shifted towards greater use of technology.”
It could also take up to a year to train a fresh graduate and bosses preferred workers who were “ready to work”, he said.
Many were “a bit” reluctant to take in fresh graduates who were generally perceived to be “choosy and unrealistic”.
“Many fresh graduates aren’t keen on jobs that aren’t in the fields they studied in. This is unrealistic and it shows that they aren’t willing to adapt and learn new things.”
In today’s world, Shamsuddin said, an employee was expected to possess a wide range of skills and knowledge.
“We are in an age where workers are expected to multi-task. Fresh graduates need to be open to learning and doing different things.”