There was a bounce back in recruitment during 2022 but we anticipate the slowdown which emerged towards the end of the year will be sustained throughout 2023. Don’t jump to the conclusion that this shift will ease your resourcing challenges!
It will continue to be hard to find, attract and recruit skilled people, particularly at the mid-level due to a dearth of candidates which reflects the far-reaching hangover from the previous downturn and pandemic when organisations had to restrict entry-level hiring, reduce training, and defer upskilling initiatives.
- Start your search as early as possible so that quality candidates with longer notice periods are not excluded from your shortlist process.
- Appreciate that candidates will be evaluating your business and the job role – you need to impress them with great candidate experience.
- Widen the pool of talent you are targeting by adjusting recruitment processes to minimise bias, and be more inclusive and equitable.
- When you identify who you want to hire, act quickly as talent waits for no one and a protracted hiring process is a red flag for candidates.
The pandemic overturned conventional work patterns and transformed employees’ expectations. I believe people will continue to be interested in what’s out there, weighing up the total package on offer, evaluating an employer’s credentials and choosing places to work where they feel welcomed and appreciated. Employers must not be complacent - the candidate shortage will not evaporate and even the most loyal of employees can have their heads turned by an attractive offer of employment elsewhere.
- During the first few months in a new job, candidates are working out if they’ve made the right move. It’s critical that you support their integration by delivering an excellent onboarding experience.
- Flexibility is key. Employees expect more personalisation and this is driving employer creativity around benefits programmes, working patterns and skills development.
- The CIPD’s Resourcing and Talent Planning Report 2022 found that 38% of organisations are increasing efforts to meet their skills requirements by developing more in-house talent. Commercially, it’s good sense to make the most of your existing employees’ talents but it’s also an effective way to champion your people, invest for the long term and contribute to succession plans. It’s often the case that people don’t want to leave their employer, but they don’t know how they can develop further where they are. I acknowledge that internal talent mobility is more easily achieved in larger organisations, but it is an overlooked retention tactic, as is career mapping.
Feeling valued by your employer or line manager and having a sense of belonging really matters.
McKinsey & Co found that up to 55% of employee engagement is driven by non-financial recognition. Being a “great place to work” requires leaders across an organisation to have good listening skills, people management skills, an understanding of what motivates everyone who reports into them and the ability to anticipate, and mitigate, concerns. Upskilling is often discussed in terms of technical aptitude, but shortfalls in crucial people skills lead to ineffective team performance and higher attrition.
- Incorporate behaviour and attitude requirements to your recruitment screening.
- Consider management coaching to nurture empathetic leaders who have enhanced people skills.
- Conduct an employee engagement survey to identify how employees perceive the company culture and whether they would recommend it to others – the litmus test for determining if your employees really do think you’re a great place to work.