Call it what you want: The Big Quit. The Great Resignation. Either way, with 11.3 million job openings in the US at the end of February and “40% of people who recently changed jobs…are looking again” for new positions, the situation is urgent. for many potential employers.
One would think, in these circumstances, that companies are rethinking and shaking up their recruitment practices. Why is this not happening?
Here’s a true story (only too typical, I’m afraid) of a top employer, consistently rated as a great place to work:
A team at this company had an amazing contract employee, I’ll call him Bob, working with them. Everyone thinks, “This guy is awesome! Let’s hire him full time.
At the beginning of December, they decided to make him an offer. Then the “process” began (some of them, I should note, completely understandable and for those in the know, complying with certain legal requirements):
· First, they had to write a job description. It would be a new, unbudgeted position, so there was a lot of back and forth.
· Then they had to get the new position approved, as there was technically no free slot (even if a contractor was used). They therefore had to justify the additional costs.
Finally, in the name of fairness, they were required to post the newly approved position on the appropriate internal and external job sites, even if the position was designed specifically for Bob the Entrepreneur, depending on the job that he was already performing.
We all know the rest of the story. Towards the end of March, four months into the process, the team was finally allowed to offer the position to Bob.
Meanwhile, a large company in Bob’s hometown had hired a new rock star executive, I’ll call her Robin, to digitally transform the company. Armed with plenty of corporate funds, Robin began building his team and three days after Bob received the offer from his contract employer, Robin (who he had worked with in the past) contacted him. Bob explained that he had just received – and was about to accept – an offer from the company where he worked. Robin asked her to wait a few days before accepting the position and told her that she could probably double the salary offered.
What do you think Bob did? What would you do?
The point here is that Company A would have already had Bob on the payroll if it had acted decisively and quickly. In today’s hyper-competitive job market, as the saying goes, those who hesitate are lost.
This is a big problem for many organizations, and big problems require big, even drastic solutions, rather than just streamlining existing processes.
Here are some ideas that may be worth considering:
1. On-site self-service rental: Since managers are responsible for the performance of their teams, units, departments or divisions, give them the power to hire the people they need when they need them. They know their talent needs better than anyone. They also understand the range of variables that affect hiring decisions and the need to carefully weigh the benefits of any new hire against the costs. So when they make the decision to hire, they need the authority to make it happen, without others questioning them and without unnecessary delay. (Remember Bob!) To enable this, changes may be needed, such as automating or outsourcing background and security checks and other hiring functions. Many employers already do this, with the help of various specialized providers and applications.
2. Use artificial intelligence to boost hiring: Max Santinelli, a BCG colleague who focuses on applying data science and AI to people’s problems, points out that “AI engines are sophisticated enough at this point to predict which candidates are the most successful.” likely to succeed, and screen candidates based on their experience, technical skills, leadership ability, and growth mindset. People can get pre-approved for mortgages in real time, he points out, and the same could happen for a job. AI, he says, allows “recruiters…to accelerate candidate screening and assessment and expand the search for high-potential candidates to new talent pools.”
3. Recruit and create flexible talent pools. Let’s move away from rigid job titles and gibberish job descriptions that lock workers into little boxes that limit their growth, limit experimentation and collaboration, and limit their usefulness to the organization. In most organizations, there are always too many priority projects to carry out and too few people to carry them out. Imagine hiring people from a general talent pool and assigning them to projects and teams based on need and experience, and when that project is complete, reassigning them to another project, much like a team of internal work. Not only would this be a way to attract new talent and make them productive immediately, but it would also give new talent broad exposure to a number of different roles and people before they settle into a role. more permanent, if that’s what they want. To do.
Since such changes don’t happen overnight, it’s also important to remember Bob. So, while implementing new methods of hiring, also do something to drastically reduce unnecessary “trivial paperwork” and red tape that slows down hiring. Better yet, give someone (or several people) the power to bypass bureaucracy and speed up job offers: by approving them in hours, rather than days or weeks.
With no disrespect to the HR profession, the answer is not to hire more recruiters (as if they could be found!) and tweak existing hiring processes to make them faster and more efficient. In today’s uninterrupted world, aim for “virtually immediate” hiring, not just faster than it is now.