Pandemic- a wake-up call for leaders

The labour management has gradually filled with supply chain management terms before the job market of the pandemic era began.The employment process got simplified, and recruiting tasks began to be outsourced. As a result, people began to be considered more and more as goods instead of as individuals.By the year 2022, “the big quit” or “great reshuffle” have become regular events. In reality, many of the causes were an issue from the beginning.

Issues with hiring- a board-level risk

In a survey conducted by Corporate Board Member magazine, 42% of board members identified talent attraction and retention as the second-most important factor affecting a company’s success, exactly behind the state of the economy.The winner is clear, though, if talent up skilling, workforce health and safety, and remote or hybrid work are all incorporated into talent management as a general concern.

Since people are changing employment at previously unseen rates, the hiring process is now officially being recognized as a board-level risk. The most vital insight that leaders might have is that the “big resignation” is not the true issue; rather, it is a symptom of a system that is simply wrong.

Modern recruiting is Broken


Starting the hiring process too late

 What is the first step when you consider the typical hiring procedure? Usually, it occurs when a hiring manager recognizes the necessity for a second employee to do particular tasks, and informs the recruitment team that they have a position to fill. This implies that we begin recruiting people only once we are in need of them. Beginning here means that you are bringing urgency into the hiring process right away.

Companies frequently recruit whoever is instantly available from their active talent pool. They thus lose out on the top job candidates as a result.You will continuously miss out on idle people and lose top talent to your competitors unless your firm creates compelling offers to acquire top personnel and then puts in the necessary effort to keep them.

Internal recruiters could not comprehend the complexity of a role

Building the top of the talent funnel is the recruiter’s responsibility in the digital hiring process. It is expected that they will work hard to grasp the technical and soft abilities, required to carry out a certain function before looking for the best people to fill out.

Because of the overwhelming number of activities, recruiters may even reuse job descriptions when there are many roles to fill. Consequently, recruiters run the danger of lowering the grade of the applicant pool. Another issue that frequently arises is that the most inexperienced recruiters are given the simple task of going through resumes.They can lack the skills or training to recognize the specifics and difficulty of a technical function.

Systems for managing hiring can produce blind spots

 The most popular tools in the tech stack of today’s recruiters are recruitment management systems and applicant tracking systems . 90% of companies, according to experts, filter and rate candidates using ATS and RMS. By using keywords, they aid in identifying the “best fit” prospects and guide them through confusing hiring process. But it’s vital to keep in mind that these innovations are far from ideal. Because they place so much attention on keywords, many people are unfairly added to the talent pool.  Others could never be given a chance to apply for a position because their resumes lack a particular keyword. They fall short of a requirement, or they have a gap in their history of full-time employment.

This produces a large number of “hidden applicants” who would have performed well in the position.

Real candidate engagement is the solution

Only 30% of people, according to LinkedIn, are actively looking for a job at any given time. To engage the remaining 70% of passive applicants, recruiters must fight for less than a third of the talent market.

With a focus on candidate engagement, the talent acquisition process needs to be fundamentally rebuilt. This can only be accomplished if hiring managers take an active part in the recruitment process. In addition, if they are in a highly technical position, they most likely also have the strongest personal and professional network. Since employee referrals are seen by 88% of companies as the finest source , hiring managers ought to take more initiatives to interact with potential candidates.

Ensuring that your organization’s recruiting managers build relationships with top talent. While recruiters play a more supportive role is key to making the hiring function more planned. This can improve a ‘s performance as a respected employer while also considerably improving the candidate experience.

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