YOU MAY BE A frustrated hiring manager who’s been in the same sales role over and over again, only to see employees leave after a year or two.
Or maybe you’re a board member struggling to find a new CEO to run a company facing significant challenges in the marketplace.
In the United States, nearly three-quarters of employers struggle to find qualified candidates and 77% believe the shortage will continue into 2022.
Ultimately, traditional recruiting methods often fail to deliver the niche talent or create the talent pipelines that all businesses need. You may be spending more and more valuable time sifting through the resumes of candidates whose skills and experience don’t match the positions you need to fill. And you can pay large sums of money to have someone else select and interview candidates when what you really need is some original thinking that will identify candidates who can solve your problems.
It’s not about ticking all the boxes
To effectively recruit employees and executives today, hiring managers and recruiting firms need to go beyond digital data and include anecdotal information. Data points, impressive as they are, don’t tell the whole story. Interviews, conducted in depth and with more than the job description in mind, can unearth nuggets – abilities that not only suit applicants, but inform the company of more ways to fill its future talent pool. .
But too often, companies look for candidates who tick all the boxes, and these companies don’t realize that the person who was the ideal candidate two years ago may not necessarily be the ideal candidate today, especially when we start to look at the dynamics of the remote workforce concept. Companies that allow remote working are significantly expanding their pool of potential talent. And while candidates with specific industry training related to the job posting are important, recruiters who place too much priority on this experience may miss out on highly qualified prospects from different industries.
Looking for prospects in another sector
One of our clients needed salespeople to work in the solar industry. Even if we start our search in the same industry as our client, we may not end up there. In this example, we started targeting direct competitors in the solar industry, but many competitors signed their employees to non-compete. The solar industry is very attractive to people, but not if you are already in the solar industry. It is very difficult to recruit candidates from one solar company to another solar company.
Instead, we pivoted and focused on the heating, ventilation and air conditioning industry. The reason we did this was twofold: to identify the vendors in this industry that were selling to the same targeted person that the solar power vendors were targeting, and the cost level of HVAC equipment or services like power. solar. Once the vendors were recruited, we presented the opportunity to move into the solar industry.
Change recruitment targets within an industry
In another example, we went off the beaten track differently; we stayed in one industry but changed our target area for applicants. Our client, a leading food service equipment company, needed field service technicians. We targeted their direct competitors and spoke with the service technicians. We learned that competing companies paid their service technicians better than our client, had better benefits, and didn’t have as many strict rules as our client, like being clean and not having tattoos.
Where else could we find qualified candidates with the skills and experience our client needed? We needed to find technicians who worked on large industrial food equipment. Our recruiter pivoted and targeted facilities with a large campus, such as hospitals, where service technicians are on site, or businesses large enough not to call an outside service repair company (like our client) because they have an internal employee who repairs their equipment. We have found a qualified candidate with the same skills required.
Verification of companies and candidates
One tool that is gaining traction as an original approach to recruiting firms is recruiting research, which is based on the fact that every business has a unique history and recruiting needs. This involves a deep dive into both the culture and aspirations of the recruiting company as well as the pool of candidates.
The recruitment search methodology helps companies find hidden talent and eliminates surprises when candidates are handed over to company clients. The research equips the recruiting firm to screen and assess candidates both outside and inside the company, the client’s competitors and other industries. But it is also a tool, partly through in-depth interviews by the recruitment firm, to understand their motivation. It provides clients with the data, both numerical and anecdotal, to ensure that a candidate is a good fit and interested in the opportunity.
One of the reasons too many organizations fail to fill a vacant position is that they have narrowed the search down to a few words – a job description or a job offer. These few lines become the paradigm used to assess candidates. But a larger paradigm can bring better results. It is a strategic reflection, not only on the basic skills and experience that a candidate should possess, but also on the culture of the company, the characteristics of the former successful candidates and the leadership style of the hiring manager. .
Successful recruiting today comes down to this: In these different times of changing work dynamics and new employee perspectives, companies cannot afford to get locked into the old ways of finding good candidates. ??