Today’s job market is almost unrecognizable compared to what it was just a few years ago. The Great Recession came and went and took with it millions of jobs and left the labor market in dire straits.
Fast forward to 2013. On the back of a sustained economic recovery and steady job creation, businesses are engaging in more recruiting and hiring initiatives to spur growth and shore up human capital lost in the throes of the economic collapse.
However, despite the much improved business conditions and labor market, firms are still often perplexed and frustrated when recruiting for jobs. The number-one gripe many have with the current state of recruiting? Talent scarcity.
In a survey by the Society for Human Resource Management, 66 percent of HR respondents said recruiting was challenging for them, up from the 52 percent who said the same in 2011. The talent gap was the prime culprit behind the difficulty: 48 percent said recruiting was hard because applicants did not have the right skills, while 40 percent cited a lack of job experience.
However, in trying recruiting times, the answer to the vexing talent management question is not simply throwing money at the problem, a tactic some companies might resort to.
A study conducted by consulting firm Mercer found 60 percent of organizations polled in the report said they have increased their investments in talent, yet only 24 percent believe their plans are effective and helping the company meet long-term human capital needs.
Suffice it to say, businesses in the United States have the positions that need filling but cannot find qualified enough applicants to hire. Yet that doesn’t mean such employees aren’t out there somewhere. Recruiting is not only more challenging for firms at present, but also competitive; considering the essentiality of workforce talent management, firms need to develop a solid recruiting strategy. Now that might be easier said than done, but here are three tips to help you on your way to solidifying a superior recruiting program in today’s job market:
Leave No Stone Unturned
Recruiting isn’t so much a science as it is an experience. There’s no one measure or equation that indicates this candidate is the best for the job or this other one shouldn’t be considered.
That’s why it’s important that recruiters don’t get lazy when vetting and analyzing job applicants. Shutting the book on an applicant based on a resumé or job history before he or she even gets a chance to interview—and perhaps demonstrate personality characteristics the business values or make a particular skill known that was not documented on his CV—is a losing strategy for everyone.
Salary history won’t convey what intangibles a candidate possesses, nor will a lousy attitude make up for exemplary resumé credentials. Talent in today’s job market is diverse, spread out, and often hiding in the places recruiters would least expect it.
Use Social Media
Social media isn’t solely used for posting cat pictures and live-tweeting a high school prom. As social media matures, so too does its application to business processes, especially recruiting. The research done on candidates has transitioned into the socialsphere, and platforms like Facebook and Twitter have proved to be valuable tools for recruiters.
It’s not just the big two in the social arena that recruiters are using. Increasingly, professional social networking sites like LinkedIn have become a recruiter’s best friend.
Indeed, LinkedIn recently relaunched an offering that caters to social media-savvy recruiters, reinforcing the sentiment that technology—like HR software—is providing recruiters with modern solutions for modern recruiting problems.
Clearly Communicate With a Target
Recruiting is a two-way street, and the interactions between the recruiter and the recruited are crucial elements of the entire process. The object of recruiting people is persuading them, and without an incentive or sufficient information, those being recruited are unlikely to derive much value from the situation.
That’s why it’s important for recruiters to communicate what they are looking for in an individual, what skills they prize, what the job will require—not just in terms of duties and obligations, but time commitment and other personal considerations—and what a candidate can expect if he is hired.
It’s also becoming increasingly more important in today’s world of recruiting that the process isn’t so cut and dry, rigid, and uberprofessional with little room for maneuvering or honest communication. The recruiting itself needs to be done in an environment that encourages gainful interaction and conversation that helps each side understand the other better.