Trying to secure and retain the best talent can be a full-time job in itself, and that effort is undermined if the approach does not consider emerging trends in how candidates view work, the workplace and consequently, the recruitment process.

 

Over the past several months, we have all become familiar with terms such as ‘The Great Resignation” and “quiet quitting”, which to an appreciable degree, emphasises the change in mindset that has occurred in the workplace. Traditionally, there was a sense that people lived to work. Being at the office or otherwise working for 12—14 hours a day was often lauded or expected, and so it is not surprising that much of an individual’s identity was tied to their profession.

However, over time, our own perceptions of ourselves and our lives have evolved. We know what burnout feels like, and we appreciate how unrelenting and unforgiving the workplace is, and how easily we can be replaced. Hence the concept of working to the bone and giving your all to a job, but still being expendable, lost its lustre. As a result, people have been rearranging their priorities, with it becoming successively easier with each upcoming generation.

However, organisations’ recruitment mindset, especially in the Caribbean region, has not evolved as quickly. The same approach and tropes are being trotted out to the chagrin of many prospective candidates. On the other hand, candidates have become savvier, and appreciate that job security is not assured, especially since the job market has become more volatile in recent decades. Below are five observations we have made that organisations should consider when intending to recruit talent.

 

1. Traditional recruitment approaches are becoming less accepted

This point bears re-emphasising, and it starts with the job advertisement. There is still a sense that organisations or recruiters want to have the upper hand but want to attract top talent. As a result, many job vacancy announcements tend to have one or more of the following:

• Are written in a high-handed tone, or a tone that from the outset, does not suggest a more collaborative and people-centred culture that is expected these days.
• Do not clearly outline the roles, scope or responsibilities, or specific tasks that must be performed.
• There are inconsistencies in the qualifications and experience required and the role specified, such as requiring considerable qualifications and experience (relatively) for what is being presented as a junior role.
• Do not include information on salary and benefits.
• Are unrealistic and inherently unfair, such as when a role requires multiple, diverse skill sets that one individual is unlikely to possess.
• Intend to only acknowledge shortlisted applicants.

The above are just a few of the observations that have been made in recent weeks when reviewing advertisements for ICT-related positions, and again suggest that many organisations believe that the top-tier people they hope to hire are desperate for work. It is not surprising that organisations want the best talent, that is the most qualified candidate, for as little money as possible.

However, the best talent is likely to be in demand almost everywhere, and so these individuals can look critically at the requirements and decide whether it is worth their time and effort to apply. Also, it must be highlighted that preparing a solid job application and credibly participating in all of the other steps of the recruitment process does take time and effort. Hence organisations should be more mindful in how they approach the recruitment process, as it will shape the outputs realised.

 

2.  Candidates have a greater sense of what they are worth

One of the biggest changes that have occurred in recent years is that people possess greater agency in their professional lives. In other words, their professional future is no longer solely in the hands of their employers. Individuals not only have a say but increasingly, can dictate the role they would like work to play in their lives, thanks to the numerous opportunities to generate income that have emerged.

Additionally, we should not underestimate the amount of information that is available online which individuals can use to discuss and compare the roles, responsibilities and remuneration (or lack thereof) being advertised against the experience of others. Resources such as Indeed, Glassdoor, Salary.com and even LinkedIn, can be instructive in helping individuals contextualise their expertise – especially since we are living and working in an increasingly borderless and global community.

 

3.  Gig work or outsourcing cannot solve all recruitment problems

Over the past decade or so, there has been a growing shift towards outsourcing and securing contract or gig workers to fulfil short-term roles or provide specialist skills. In most countries, gig workers are not considered employees of an organisation, and are unlikely to enjoy the benefits and protections to which employees would be entitled, which many organisations are eager to leverage.

However, depending on the role, turnover can be high as there is little job security, which may result in even more effort and resources being spent on continually recruiting people to fill empty positions. Also, a high turnover can be disruptive to the organisations, as it takes time for the gig worker to understand the systems and requirements, and Further, for roles that may be especially demanding at certain times, or for which institutional knowledge would be crucial, could leave an organisation exposed and vulnerable.

Ultimately, although the use of contract workers allows organisations to hedge their bets, that arrangement may not be the best fit in all situations. There are benefits to having a harmonious work environment which may require more careful considerable and a balance be found between the permanent or in-house team, and gig workers or those to whom work has been outsourced.

 

3.  Remote or hybrid work must be on offer

If there is anything the COVID-19 pandemic taught us is that remote work can be just as, or even more, productive as being required to be physically presence at the workplace every day. However, with the more stringent requirements for the pandemic being relaxed, there has been an uptick in organisations demanding that their employees return to working at the office, which has contributed to “The Great Resignation” and “quiet quitting” that has been occurring.

For employees, there are several benefits that can be realised when they are allowed to work remotely or in a hybrid arrangement, many of which can improve the quality of life enjoyed and allow for greater alignment with their personal values. Examples include,

• A better work-life balance
• Lower cost of living, as they no longer must live in major towns and cities that are more expensive
• Greater control over their commute
• Greater control over their work environment
• Improved productivity and performance
• Lower environmental impact and improved sustainability.

Increasingly, allowing hybrid or remote work arrangements are becoming a prerequisite for getting the attention of top-tier talent.

 

4.  The interview process is no longer just one way

Finally, and following from the earlier point on individuals exercising more agency in their professional lives, increasingly, the recruitment process is becoming a way through which candidates are evaluating potential employers and whether they should work for them. Candidates want to ensure that the prospective employer is one that they would want to work for. Hence, the values and brand of the organisation and how they align with those of candidates are being considered more, along with remuneration, benefits, and scope for upward mobility and professional growth.

Once again, top-tier candidates know what they are worth. And even if the money is good, they also prefer to work for organisations that enhance their own professional brand and will add value to their résumé going forward.

 

 

Image credit:  Linda Eller-Shein (Pexels)