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Quick Tips For Recruitment In A Tight Market

Quick Tips For Recruitment In A Tight Market

You may have heard reference to a “war on talent” that the current workplace is faced with. In other words, it is hard finding the right person with the right skills to fill our positions. This challenge for many employers does not seem to be industry specific – it applies across all sorts of roles, skill levels and industries, from a CFO through to an apple picker, and it poses some real challenges for us as to how we recruit and attract the right talent.

A further challenge for employers at the moment is the high number of withdraw rates – where candidates decline, withdraw or renege on offers. However, a reported 65% of candidates find their most recent application process frustrating and 30% of candidates chose not to move through to the interview stage. Further, research suggests that one in four hires leave within one year.

So as employers, we need to be on our A-game in terms of how we recruit. Below are some quick times to get you thinking how you can enhance your process.

Positive Candidate Experience – Making a positive experience can increase a candidate’s intent to stay by 38%. The experience of the candidate from woe to go is vital. Their experience with you should be positive at all stages in the recruitment process and communication should be regular and exceptional. Treat them well – it could be your high performer walking out the door.

Employer Brand – Whether you know it or not, your business has an “Employer Brand” – recognise its importance and be careful how you manage it. This is all about how you are perceived as an employer. But what is important to candidates as they choose their potential employer? One recent study showed that 48% of students would not choose an unfamiliar employer. As such, work to enhance your public image as a great place to work. Further, work-life balance and job security were rated as huge. As such, communicate these things in your process. Other things included a friendly work environment, high future earnings and that personal development is supported. Use social media to communicate these key attributes. Treat it like developing a marketing plan – understand who your employee market is. Focus on existing employees as brand ambassadors and ensure the provision of quality learning and development opportunities (always a finding in engagement surveys). Also work to develop engagement across the organisation. And develop your culture – so that you are truly a great place to work and your employees boast!

Keep the Process Job Related and Timely – All measures in your process (interview, assessments etc.) should be perceived by the candidate as directly relevant constructs to the job – knowledge, skills, ability, team fit. The process should offset being neither too long nor too short. If too short, the process can be perceived to lack credibility. This concept relates to assessments as well. Implement a robust and structured process and clear about what your process is with the candidate.

Review the CV – I read recently that almost half of HR leaders don’t check CVs! And, 48% admitted to not always checking an employee’s qualifications. In one study of 3500 employees and candidates, an astounding 37% claimed to have lied on their CV with 83% claiming their deceptions still haven’t been uncovered. The ‘mistruth’ was usually related to their skillset, work experience and education and most common was male aged between 25 and 34 (working in marketing and advertising!). It keeps going….. 43% stated that their lie directly contributed to their success in getting the job and a worrying 96% of those who got the job said they’d be prepared to do so again. The Solution? Read the CV and verify the information both with referees and with other relevant sources. Reference checks are an underutilised step in most recruitment processes. But typically, if the referee is probed on some specific details, they will give honest answers and feedback.

Interview well – It is well know that interviews are not a great predictor of future performance. However, they are necessary. Ensure a structured interview process with consistent questions that relate to the role and that seek examples of past behaviour and decisions – the best predictor of future performance is past performance so seek out examples.

Use multiple sources of information – Psychometric assessment (personality and ability assessment) have much higher rates of validity and reliability when compared to interviews. It will help you get an idea of the individuals learning potential, innate ability and fit to your team and organisation and in matching it with other data (interviews, reference checks etc.) will help create a much more robust picture of your candidate.

If you have any questions in regards to your recruitment process, get in touch with your local Staples Rodway HR Consultants  who can offer you support in building a high performing team.

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