Here are SIX steps to maximise results

With the latest figures from the Office for National Statistics (ONS) revealing a record 1.3m job vacancies between March and May 2022, organisations are clearly in desperate need of talent. However, with shrinking talent pools and a tight labour market, attracting qualified candidates is challenging.

In our latest blog, we examine the importance of implementing a slick recruiting process and what hiring managers can do to ensure that their employer brand stands out throughout the application and interview process. Here are SIX ways to improve your hiring outcomes:

1) Don’t delay

When analysing the effectiveness of any hiring campaign, time to hire or fill is a key metric and gauge of success. There are various components to this, including having a clear timeline for application entries and interviews. Including this information in the job, the advert is vital – people will be put off if there is no clear indication of the next steps or what is expected of them. The ability to be able to get back to candidates and set up the next interviews quickly is also key, but that doesn’t mean there needs to be a heavy administration burden on hiring managers. AI-enabled applicant tracking systems (ATSs) can help speed things up at the CV-sifting stage and chatbots can assist with scheduling calls. Any means to speed up the processes will be hugely valuable in a skills short market.

2) ‘Sell, don’t tell’

The danger of job descriptions is that they are just that, a bland narrative discussing the mechanics of the role. Flip the script and focus first on what you can offer the person and why they should join your company. Make sure you mention salary (it’s still the biggest motivator for candidates) but also focus on other important benefits. Investing in the individual, both in their development and the tools you provide will make a difference and says a lot about your company culture. Flexible working, well-being and work-life balance are all also vitally important elements to use as a selling point in a job ad.

3) Allow leeway on skills

Include too many desirable and essential attributes in the job description and you will put candidates off. There will be certain non-negotiables but strive to streamline and eliminate the superfluous. Quite apart from keeping the reader’s attention, it’s important to consider what you could leave out – for example, could you train people up on some of the technical skills? Far too many employers could be missing out on some great people who have the right attitude and an incredible array of soft skills simply because they don’t tick all the boxes when in fact, some of these attributes aren’t critical.

4) Communicate and provide feedback

If two things irritate job seekers, they are 1) a lack of communication and not knowing what’s going on with their application and 2) not providing feedback following a job interview. On the first point, it’s common courtesy to let people know the outcome and preferably as quickly as possible. And on the second, feedback will not only help that person better understand why you didn’t decide to hire them, but also help you develop a stronger employer brand. How you handle the rejection of candidates will impact your reputation. Word travels quickly online and you may need these people in future, so feedback is critical to managing longer-term skills demands.

5) Target different groups

Given that many ideal candidates are often not actively looking for jobs, in such a candidate short market, it is vital to also tap into hidden talent pools. The more visible your employer brand is, for example on job boards, social media or in the local news and national press, the more likely you will get the attention of potential new hires. Think beyond traditional talent pools and engage with specific talent networks and communities. This will enable you to build relationships with diverse groups, such as individuals with disabilities, those from ethnic minorities, women or the neuro-diverse.

6) ‘Build’ from within

While there is nothing wrong with ‘buying’ talent or hiring externally, often there may be people inside your organisation that could be re-deployed and have the transferable skills to move into other roles. It’s important to not only advertise vacancies internally but also encourage your people to apply. Not only does this foster a culture of equal opportunities but people are also more likely to refer friends they think could be a fit for the role.

The recruitment process will dictate the success and quality of hiring activity. Speed is of the essence when it comes to attracting top talent as is the need to sell your company and its culture. A steady flow of communication to help keep candidates engaged will also help maximise results. But above all else, candidates want to know ‘what’s in it for me?’ Answering this question should always be your top priority when advertising a new role.

If you’d like more information or want to discuss your hiring needs, please contact us.