The Future Workforce Series – Talent Acquisition for 2021 and Beyond

The Future Workforce Series – Talent Acquisition – 3 of 6

Our introduction to this series outlined the bittersweet reality of the changes taking place in the workforce and the pressing need for serious deliberation on what that means for recruiting and retention. Our second blog discussed critical issues with supply and demand. Now, more than ever, employers need a highly strategic plan for effective talent acquisition.

The last 15 months gave employees plenty of time while working from home to draw conclusions about their best future. They developed preferences around work style, flexibility and commutes, and they are better equipped to pursue a work schedule and environment that generate inspiration and creative opportunity.

A shift has taken place.

In this blog, we’ll discuss the status of the talent pool and how to understand and accommodate their needs. As an employer, your need to attract the best talent requires a solid game plan if you are to remain competitive and moving forward.

Yes, the workforce is changing, and the time to prepare is now. Waiting is not a viable option. We are seeing a much higher percentage of employees ready to consider a new position and make a move. Many of them have adjusted to working from home and created a working lifestyle that they much prefer to the old standard.

Employees who have the drive and ambition to excel in the workplace now understand that they can be highly successful and productive without adhering to an 8- 5 in-office routine. The former practice of being seen eight hours a day, meeting in person and gathering around the water cooler no longer holds appeal for the majority of workers.

Employers have realized the truth of this scenario as well. In cases where workers do not need to be physically present for production or customer service, they can be even more creative and productive than when on the premises under a watchful eye.

Technology has enabled changes.

Technology has played an impressive role in offering employees more flexibility and freedom on the job. With available connectivity, they can readily access the data and resources needed to be successful. At the same time, it also allows them to actively network and increase their opportunities in the marketplace. They’ve been given access to the pulse of the job market and finding options for their advancing objectives.

With technical flexibility at their fingertips, employees had more choices on how to manage their personal life and family schedules. Forward-thinking leaders will leverage technology for effective communication channels that can bind the group together without the physical restrictions of the past.

There’s wisdom in leveraging communication.

While communication has always been important, it is now more critical than ever. This is a point not to be missed. Clear channels of communication will make a significant difference for thriving managers, employees and teams. Not only do these channels need to be open, but they need to be used regularly.

Especially when employees are not on site, managers need to touch base more often to give encouragement, build the team and bridge the gap of miscommunication. This doesn’t mean micro-management. Rather, this means empowering capable, motivated employees to drive results.

With training, managers will learn how to build a cohesive team and lead with confidence within the new norm. Policies and procedures must underscore the benefits of technology and communication as an organization so everyone remains on the same page.

Who is competing more effectively?

To compete for this pool of resourceful talent, employers must clearly understand that employees have options. They are fully aware that they possess the ability to secure a position that complements their professional and personal goals. How can your organization address employee needs while competing in the marketplace?

The InPursuit Search Solution

Companies that fare the best will be those that take the time to understand the new workforce and address their needs through policies and procedures. They will use employee engagement surveys as a Voice of Employee tool to ensure that those needs are being met and that everyone shares the vision and works toward it collectively.

To compete successfully, tweak your policies and procedures. Your communication and internal training with executives, line managers and employees will define your targeted workforce and what motivates them.

Hiring strategy must include thorough research of external candidates. Until you know what drives them, you can’t ensure a good fit for the culture and mission. To make an attractive offer, you need to know more than their experience history and skills. You must uncover what is most meaningful to them on both a personal and professional level.

Equally as important is the knowledge of the marketplace. What other opportunities are on the horizon for them? To better understand candidates within the talent acquisition process, you need to be aware of other opportunities they may be seeking. Once you know what you are up against, you can close the offer process.

If you have comments about this topic and would enjoy a conversation, call David Zimmel at InPursuit Search: 612-810-0406. And if you have a friend who would benefit from the discussion, please share the blog with them. Thank you!

 

InPursuit Retained Search:  www.inpursuitsearch.com

Workforce

The Future Workforce Series – Talent Acquisition for 2021 and Beyond

The Future Workforce Series – Talent Acquisition – 1 OF 6

We’ve seen major changes in the business landscape over the past 15 months, and the imprint will be a lasting one that needs to be addressed. We’ve had conversations, listened to news reports and read commentaries that suggest that we don’t know what it all means or where the solutions lie. In this blog series, we’ll discuss the major areas of impact and how to successfully manage the new normal for an effective workforce.

The workforce is changing.

Recent events have changed the way we do business and how our employees and clients are affected. As the workforce changes, recruiting will need to change with it. Companies, hiring managers, work teams, positions and job descriptions will need to evolve.

Management teams are re-evaluating the traditional workplace environment of offices, workstations, cubicles and conference rooms. They are re-examining work hours, digital options, automation and how to best serve clients while offering employees the flexibility and support needed to be productive.

We aren’t in Kansas anymore.

The pre-pandemic workplace will be difficult to replicate. Some business owners may wish to go back to what was, but the reality is that the world has forever changed. We need to adjust and plan for a vibrant, successful future. That future must be promising for the business, employees and customers.

For business to thrive, productivity is essential, and workers have a variety of personal situations that need to be considered. Some employees can’t wait to get back to work, and some never left their post. For the millions of virtual workers who have worked diligently from home, backyard and vehicle over the last year, many have proven to be highly productive.

It takes a plan to get from here to there.

We see companies creating new work procedures and talent acquisitions processes. Businesses, young and old, are re-designing their How to achieve their Why. Remote workers have tried to carve out a quiet workplace at home, and some organizations are stepping in to help create a more conducive work experience for them at home. Others are creating resourceful options at the office.

One major factor in the success of every business is its employees. We want to hire well, provide education, mentoring and support, and understand what motivates them. That means first understanding the job you are creating and what types of character and skills are required for success.

The InPursuit Search Solution

The Future Workforce Series will provide solutions for employers addressing current and post-pandemic talent acquisition including:

1) Imbalance of the workforce demand and supply

2) How to address the talent pool

3) How we manage communications

4) Creating employer/employee solutions

5) Your Talent Acquisition Toolkit

If you have comments about this topic and would enjoy a conversation, call David Zimmel at InPursuit Search: 612-810-0406. It’s a primary focus for future success!

InPursuit Retained Search:  www.inpursuitsearch.com

 

Don’t be that Hiring Manager stuck using old recruiting methods!!! Be the Hiring Manager that finds the Best Talent wherever the skills and experience may be

I had a great opportunity to speak to a new Hiring Manager while sitting at our family 4th of July celebration. Over and over I heard, “I need the best and I am not going to settle”. I said, well maybe the best doesn’t exist in your industry, in your timeframe or in your local area. “This is a fast-paced company and we want people that have all ……”. Well that pool is highly sought after and you may not get a chance if you only look inside your industry!!!

I am quite sure that many Hiring Manager feel they must locate a candidate within their own industries for the best fit. They don’t even consider candidates with strong functional experience vs. industry experience. We have found that candidates with exceptional functional experience will take you to the next level quicker. Don’t be that Hiring Manager that follows the industry traditions. Be the Manager that thinks outside the box to locate hidden talent treasures. Traditionally, Hiring Manager’s write job description with the same line items: 1) Education, 2) Years of experience, 3) Industry and Functional experience. HR and Hiring Manager pull out the same job description over and over and expect the best talent to apply for their jobs. If they don’t find the “right candidate” they start tinkering with these variables (less or more). Again, they don’t find what they are looking for in the market.

Let’s start to problem solve, compete and enhance their teams by thinking outside the box. First, look at other industries with the same functional experience. We have found that you may not have the best talent with the best skills within your industry. Pursue industries that are more competitive with a better talent pool. Second, look for candidates that have a history of functional excellence but were required to learn new industries and products. These are the people that have honed their functional skills and have adapted to a wide variety of products and industries. Thirdly, pursue industries that have “like” characteristics such as transformation, high velocity/pace, highly competitive, etc. As always, locate candidates that know how to problem solve, project management skills, collaboration/independent and self-motivated.

Thinking outside the box and taking risks with a high probability of success will allow you to find the talent treasures in the marketplace.

Do your Job Postings have enough muscle to compete for views on LinkedIn or the Job Boards?

Assumption
As the HR Manager meets with their internal Hiring Manager to start a search, they must feel confident in their recruiting strategy to locate candidates not just produce activity. Do they develop and execute on the most effective strategy to fill their Hiring Manager position? One thing that they done is vetted external job boards and have made wise decisions on where to place their valuable recruiting dollars. They go ahead and post to their corporate website, the ever-popular LinkedIn and one of the job board companies such as Indeed, ZipRecruiter or Career Builder. They assume that their postings will be viewed. Their believe is that the “right candidates” will view the posting and apply. They wait, review a volume of resumes and wait more to no avail. They wonder wants wrong and what’s next. Is this the only strategy to fill the position?

Perform your own Research to Determine Job Posting Effectiveness
As an HR Manager and Hiring Manager, try finding your posting as a job seeker. See how many jobs you review to get to your posting. As Day 1 goes to Day 14, try to find your posting then. What is the shelf life of your posting in this market when a massive number of jobs are being electronically dumped into the Job Boards by BIG COMPANIES? Review the number of jobs on the boards that are from Big Companies. You would think that BIG Companies (larger than 500 employees) are the only employers in the marketplace. These companies have paid for sponsorship to all their jobs and get their jobs to continue to publish to get better viewing positions. The SBA Office of Advocacy, sites small business (fewer than 500 employees) make up 99.9% of US employers, small business accounts for 64% of the net new jobs created (2000-2017). “Since the latest recession, from mid-2000 to 20017, small firms, led by the larger ones in the category (20-499), accounted for 65.9% of the net new jobs.”

The Small Company Disadvantage
The Smaller company gets outmuscled in a very crowded space. These companies post positions periodically and have limited dollars to create the muscle to compete for candidate views with the larger companies. If you have less than 500 employees, you may want to change your sourcing and candidate generation strategy to increase effectiveness.

ARE YOU RESPONSIBLE FOR FILLING AN OPEN POSITION TODAY?

We all know that locating candidates in today’s marketplace is extremely difficult. Companies are spending significant dollars and time on job boards/postings to no avail. Qualified candidates are just not applying. Leadership is requiring the candidate pool to add value immediately by coming directly from a competitor or related industry. On the bright side, your competitors may not be focusing on culture/retention which sets the stage for you to reach out to their employees seeking a “better situation” and are willing to listen to new opportunities. Are you aggressively pursuing this talent?

What to do?
To fill most open positions in this competitive landscape requires a deep industry dive in research, lead generation and networking. Internally, you will need significant time, dedication and skill to generate the volume of candidates to fill each position. Companies have several jobs that need this type of attention and this is the reason for longer “time to fill” metrics. When Hiring Manager’s patience grows thin when they see limited results.

When time can’t be allocated to meet the Hiring Manager’s expectations, HR needs to partner with an external resource to service their Hiring Manager’s needs.

When seeking an external partner:

1. Make sure your partner understands your business and your position in detail. You can’t recruit without knowledge of the industry, company and the position. A well-rounded experienced business professional can meet your needs.

2. Have your partner define their lead generation and sourcing process. You need to make sure that they know how to continue to create leads for your job opportunities until they are filled.

3. Have them define their process of candidate evaluation. Can they successfully evaluate candidates or are they just seeking candidates the candidate they “like”?

4. Finally, can they manage the candidate process thru the offer stage. Do they understand the key motivating factors on why a candidate is taking the opportunity? Do they feel that this is the best match? Will your chosen candidate will accept the offer?

These are a few ideas from our experienced professionals at InPursuit Search. We look forward to connecting on your next search. Enjoy your Memorial Day Weekend!!!

NEW INSIGHT FROM THE RECRUITING PIONEER – Lou Adler

ARTICLE NOTES

 “BINGO” or BULLSEYE!!!

  • “Companies continue to rely on a “surplus of candidates” assumption when designing their hiring processes. This involves allowing anyone and everyone to apply and weeding out the weakest. The problem is that you can’t use a surplus assumption when there isn’t a surplus. In a talent scarcity situation you to need to identify, attract and nurture the best.”

We are worse than ever….

  • “For some instant proof consider that total recruiting costs have increased, quality of hire has not improved, turnover has increased, speed to hire has not improved and according to Gallup, employee engagementhas not moved much from the 20 year trend of only 33%. I contend it’s related to fundamental problems that have existed for as long as I can remember.” 

Recruiting Reality

  • “At the time, the merging of the Internet, job boards, and the ATS as well as the creation of the in-house corporate recruiting department offered every company the promise of hiring great people seamlessly, painlessly, quickly and at low cost. It didn’t happen.

Technology – LinkedIn, ATS vendors and the others…

  • “To me, this masks the true problem and better solution. Being more efficient doing the wrong things mistakes activity for progress.”

One more thing …

  • “Hiring managers aren’t held accountable for hiring top people. If they were, those who get promoted would be those who do the best job of hiring people. If managers aren’t able to attract, hire and develop top talent they shouldn’t be hiring managers or they should cede the hiring decision to others.”

Complete article is https://budurl.me/LII8020

Thanks Lou, you nailed it!!!