Whether they know it or not, businesses may send many different and sometimes conflicting signals when they recruit new talent. And not all of it may be flattering or effective. Millennial hiring especially proves difficult for many organizations attempting to reach out to young professionals without pandering or sounding out of the loop. Successful Gen Y recruiting is more than just using the right social media platform or hashtag – hiring managers and HR professionals must readily demonstrate how their companies’ cultures align with job seekers’ values, which may not be as static or familiar as previous generations. To that end, human resource professionals looking for fresh faces may need to improve the ways in which they beckon talent to their doorsteps. Part of the problem is how businesses communicate openings - be it via social media, third-party recruitment agencies or skywriting. Hiring teams need to take an objective look at what their organizations actually communicate. Getting these two factors to intermingle may be harder than it appears. Get ‘em while they’re hot: New rules for talent attraction in 2016
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Whether they know it or not, businesses may send many different and sometimes conflicting signals when they recruit new talent. And not
all of it may be flattering or effective.
Millennial hiring especially proves difficult for many organizations attempting to reach out to young professionals without pandering or sounding out of the loop. Successful Gen Y recruiting is more than just using the right social media platform or hashtag – hiring managers and HR professionals must readily demonstrate how their companies’ cultures align with job seekers’ values, which may not be as static or familiar as previous generations.
To that end, human resource professionals looking for fresh faces may need to improve the ways in which they beckon talent to their doorsteps. Part of the problem is how businesses communicate openings - be it via social media, third-party recruitment agencies or skywriting. Hiring teams need to take an objective look at what their organizations actually communicate. Getting these two factors to intermingle may be harder than it appears.
Get ‘em while they’re hot:New rules for talent attraction in 2016
Rule 1: Be ready for anythingSeriously. Anything.
HR must stay abreast of any and all channels available to reach prospective talent, not to mention the resources to utilize any of them effectively and immediately.
Take recruitment through mobile devices – In 2015, Pew Research showed more than two-thirds of Americans own smartphones and nearly half own tablets. Compare that against a Glassdoor survey indicating nearly 90 percent of job seekers will use mobile devices to look for work. How did hiring managers respond to this mobile explosion? By ensuring online job postings were tailored for the mobile user and their application processes were smartphone-enabled, all while maintaining traditional hiring practices. That said, omnichannel recruitment demands a consolidated backend, an innovative system for compiling all crucial employment data into a single platform for perusal and analysis.
Rule 2: Prefer the referredIn-house referral programs still top the charts as the best methods for recruiting high-quality talent with minimal risk. According to a 2015 study from Jobvite, nearly 8 out of every 10 recruiters believe referrals deliver the most suitable candidates, whether they hire internally or externally.
However, referral programs require two very important components to be successful: happy employees to act as hiring “advocates” and motivation to keep them searching for truly remarkable talent. Referral bonuses, for example, deliver on both counts by rewarding employees who mitigate part of the risk HR assumes when interviewing wholly unknown applicants, especially if the referral program has a “half-now-half-later” payment structure.
Again, this is all about risk prevention – if a new hire has been around for a few months, the chances of him or her quitting because of a “bad fit” diminish. Once an employee is situated and HR won’t have to worry about a second emergency round of recruiting, as well as the costs associated with it, they award the rest of the bonus to the helpful referring employee. Everybody wins.
Nearly 8 out of every 10 recruiters believe referrals deliver the most suitable candidates, whether
they hire internally or externally.
We’ve compiled a few rules for combining the what and the how of job recruitment to create a unified initiative for attracting the best and brightest during your next hiring cycle:
Rule 4: Culture clashCorporate cultures come in all different colors and flavors. Certain styles aren’t better than others – what matters is a culture organically reflects the office environment it purports to represent. Honestly presenting company culture will attract like-minded individuals to openings and dissuade people that might conflict with the vibe. It’s one of many tactics human resources departments use to prevent employee turnover within the first few months of hiring.
However, many businesses struggle with nailing down a specific corporate culture that exemplifies them and them alone. Often, C-suite executives and other company leaders who typically chisel out the cultural identity of their organization fail to incorporate the opinions of lower-level staff, creating dissonant or competing personalities. A new hire presented with both might perceive one as inauthentic or the other as misleading. In the end, HR cannot effectively align hiring resources to promote a unified vision without a clearly defined culture to begin with, losing out on perhaps its more powerful lure for talent acquisition.
Ultimately, the only cure-all for anemic corporate cultures is cross-functionality. While leadership should run point on fleshing out culture, any concluding identity would be hollow without input from everybody.
Rule 3: Go ‘gig’ or go home “Temp” used to be a dirty word, but these days, it’s just an accurate descriptor for a significant portion of the job market. A 2015 report from Freelancers Union revealed around one-sixth of the U.S. working populous freelance.
Employers without a framework for hiring independent contractors ought to consider setting one up. Once 54 million decide to participate in something, it’s less a matter of following a trend and more a matter of losing out to competitors exploiting a resource you’ve chosen to leave untapped.
Rule 5: Perk upIn a superficial sense, enhance corporate culture may also mean upgrading the employee perks package.
Professor of management Peter Cappelli writing for the Harvard Business Review characterized office perks as a relic of a forgone era, leftovers from the dot-com bubble when startups rapidly expanded and U.S. unemployment was practically nonexistent. How else could businesses swell their ranks in that kind of environment without a few bonus frills?
Today’s economy and job market are much different, but while these things have changed, perks still hold value to companies in other ways rather than merely luring in top applicants. Picking up the bill on employee dry cleaning, for example, ensures an unwrinkled staff of professionals with fewer errands to run during the week.When a business promotes attractive perks, it tells job seekers, “Hey, we’re here for you, whether you’re on the clock or not.”
SOURCES:http://www.americanscientist.org/issues/pub/2015/2/animals-communicate-via-pheromones/3http://antark.net/ant-life/ant-communication/pheromones/http://www.pewinternet.org/2015/10/29/technology-device-ownership-2015/https://www.glassdoor.com/blog/9-10-job-seekers-search-jobs-mobile-glassdoor-state-mobile-job-search-survey/https://www.shrm.org/Research/SurveyFindings/Documents/SHRM-Social-Media-Recruiting-Screening-2015.pdfhttps://blog.freelancersunion.org/2015/10/01/freelancing-america-2015/http://www.jobvite.com/wp-content/uploads/2015/09/jobvite_recruiter_nation_2015.pdfhttp://dupress.com/articles/digital-hr-technology-for-hr-teams-services/?id=us:2el:3dc:dup3022:awa:cons:hct16http://www2.deloitte.com/us/en/pages/human-capital/articles/introduction-human-capital-trends.html#https://business.linkedin.com/content/dam/business/talent-solutions/global/en_us/c/pdfs/GRT16_GlobalRecruiting_100815.pdf
https://hbr.org/2015/11/what-it-really-takes-to-attract-top-talent
When a business promotes attractive perks,it tells job seekers, “Hey, we’re here for you, whether
you’re on the clock or not.”
Related Documents
