Recruiting leaders must redesign their strategies amid highly incapable new hires
To hire quality talent, recruiting leaders must shift their strategies from replacing the workforce to instead shaping the workforce by defining needs based on skills, sourcing talent more broadly and creating responsive employment value propositions (EVPs).
Historically, the value of the recruiting function has been to acquire quality talent with critical skills to meet the organization’s short- and long-term objectives.
Accomplishing this objective centered around replacing the workforce through a similar set of candidate profiles from known talent pool sources that were attracted to existing EVP attributes.
Gartner TalentNeuron data shows that existing roles may require up to 10 new skills by 2021.
Current environment of economic instability due to coronavirus has made traditional talent pools less viable for sourcing talent as high-quality candidates with traditional qualifications are unlikely to leave their current positions.
The coronavirus pandemic has forced employers to rethink how to best get work done and what skills their employees will need to adapt in this new context.
Candidates are scrutinizing organizations’ responses to the pandemic, looking to see how companies have treated employees during this time.
Shaping the workforce means acquiring new skillsets from a diverse skills market that influences an organization’s EVP.
Specifically, recruiting functions need to make three key shifts:
Define talent needs by prioritizing skills instead of hiring profiles
Uncover the total skills market instead of targeting known talent pools
Create responsive EVPs, not just responsive candidates.
To be effective in this new approach, recruiters need to understand skill needs in the larger context of the organization-wide strategy.
To equip recruiters with this knowledge, the best organizations leverage HR partnerships to map future skill needs.
Recruiters can then consult the business on how to best align job strategy with organization-wide objectives.
Recruiters have long sourced skills from known talent pools based on credentials and background.
This strategy misses out on highly skilled candidates, as Gartner research shows that 43% of candidates are self-taught in one or more of their role’s requirements.
In addition, organizations are increasingly developing high-value skill sets in employees through accelerated training programs.
HR leaders should also consider where their search criteria can be broadened.
HR leaders should also audit their entire hiring process for exclusionary practices that advantage one talent segment over another. ■