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Developing a solid recruiting strategy that meets the need for a relevant talent pool becomes imperative as a good initial experience sets the tone for the rest of the journey.
The outbreak of the Covid-19 pandemic drastically changed the face of people management overnight as businesses now face new challenges. The HR fraternity partners with companies to achieve revenue objectives, adapt to new business models, restructure, adopt new policies and practices in the midst of a crisis. The recruiting cycle also poses many challenges for recruiters, talent scouts, recruiting coordinators, hiring managers and HR professionals. This has led to things falling through the cracks of proper workforce planning for the right skills and competencies, ensuring the timely completion of the selection process in the virtual setup / hybrid, helping people to land well in a virtual way of working.
At the same time, organizations are also facing challenges such as employee mental health and well-being, managing the transition to remote / hybrid work models, the need for agility, maintaining employee productivity, employee engagement and transparent real-time communication.
Developing a solid recruiting strategy that meets the need for a relevant talent pool becomes imperative as a good initial experience sets the tone for the rest of the journey. This can help reduce the time it takes to hire and also recruit more productive, engaged and informed candidates.
This has required organizations to review their end-to-end recruitment, selection and onboarding processes, with a focus on effectiveness, efficiency and employee experience.
Why companies need to change their recruiting strategy
Attracting and retaining the best talent is all about attracting, closing and retaining good customers. For this, recruitment strategies must integrate efficiency gains at each level of the conversion funnel, from demand generation (headhunting and attracting candidates) to approaching the candidate who brings results. Now, to identify the untapped and neglected talent pool, organizations must adjust their sourcing and recruiting strategies. If the existing hiring style isn’t producing a diverse workforce, it’s time for a redesign.
New age recruiting tactics need to analyze and assess both skills and motivation. Companies need to develop specific skills rather than focusing only on knowledge and experience or on outdated “culture fit†ideas. At present, it is not possible to decide an individual’s worth solely by assessing their cognitive skills – a candidate who works hard and performs more may add more value than one with the highest grades.
The way applicants also assess organizations has changed dramatically and will continue to change after this pandemic. Therefore, here are the key strategies that will help HR professionals and organizations build their talent pool and help their teams navigate this uncertain time:
– Review and reframe talent management strategies
The Covid-19 is a crucial time for companies to recheck and reframe their existing recruitment strategies. It is imperative that the right candidates are hired in the organization for which certain questions need to be asked: Is the company facing recruiting issues? Or is the HR budget insufficient? Therefore, companies should inspect their current hiring practices and look for ways to improve them.
For best results, companies should review the existing workforce, analyze and list the skills and competencies needed in the organization, and conduct a skills and competency gap assessment, by function. Human resource managers need to reframe and revise job descriptions for various job postings. Leverage employee networks and social media posts to attract relevant talent.
The importance of building an employer brand cannot be overstated at this stage. Today, applicants are looking for organizations with a purpose. Organizations where they feel they are contributing to a larger sense, or achieving part of their life goals. Building the employer brand through employee networks and leveraging social media to do so should be an integral part of the recruiting strategy and should help candidates answer the question: why should I apply for this company? Why should I join this company? What will I gain by joining this company?
– Expand the talent pool
Job descriptions should be written with the skills, experience and competencies required to do the job in mind and made more inclusive. Traditionally, JDs have focused on an “ideal candidate” which makes them “non-inclusive” when they should be focusing on the job that needs to be done. So instead of limiting its talent pool by putting barriers by institutes, locations, gender, age, etc., if we simply go for skills, experience and skills and invite relevant candidates to participate in the process of selection, it will save time and energy for both parties. .
Companies can also collaborate with external organizations to find qualified talent. Many are already partnering with government agencies to hire neurodivergent people. In addition, it helps to regularly project a company’s commitment to diversity and inclusion into the public domain, for example by displaying employee demographics or demonstrating its commitment to diversity, fairness and sustainability. ‘inclusion. This presents a company as an employer of choice for all potential applicants.
– Simplify and speed up the application process
Long and complex application processes can be a major drag for any potential candidate. By simplifying and speeding up the entire process, organizations can attract more applicants. Remember that job seekers also suffer from their own anxiety and confusion and prolonging their wait for unreasonable periods of time does not do the company’s employer brand good. When an organization posts a job on LinkedIn, and there are applications opening, but the candidate doesn’t receive a response, what message is it giving the candidate. If we scan LinkedIn today, there are posts that have been there for 20 days, 25 days, and there are over 500 applications. Many of them received no response from the company that posted the opening. It gives the message that they are just collecting resumes and not seriously hiring.
At this point, a judicious mix of technology and human connection to assess applications and respond to candidates in a timely and appropriate manner will go a long way in strengthening the employer’s image and building a pool of potential talent.
– Be the reference
Nowadays, automation and technology have become essential means to speed up processes and increase efficiency. In the light of this development, companies must seek to redefine their path and become the benchmark in terms of contribution to society, the fight against prejudice and exclusion and guarantee equal opportunities for all. In other words, this is the time when we need to unleash human energy through technological advancements for an equal, inclusive and sustainable future. Use digital platforms to reach a wider talent pool, to build your employer brand, to speed up, simplify and accelerate the selection process without abandoning the human aspects of the process. For example, no technology can replace the one-on-one interaction that every candidate should have with the hiring manager and HR before joining. In case of non-compliance of the application, an empathetic feedback must inform the candidate, either directly from the company or through the research partner.
Abstract
Recruitment and selection is the first interaction that any candidate or talent has with an organization. Whether selected or not, the candidate should leave the experience knowing that they have interacted and engaged with a large organization. Therefore, a well-designed, thought-out and implemented recruitment process can go a long way in building a sustainable organization.
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