1. When an Organization Needs to Hire Immediately
One of the top challenges recruiters are starting to face more and more is the need for quick and accurate talent acquisitions. As this becomes more and more of an issue, recruiters are finding themselves with much less time to deliberate over candidates’ qualifications and perform accurate and thorough cross-references. And in addition, so many companies are either growing at a rapid rate or drastically reengineering their operations such that they need to fill multiple positions at the same time and this pressure can prove overwhelming for many recruiters.
Technology seems to be the current answer here. Recruiters need to look at their recruitment tools. Recruitment management software along with a network of trusted potential candidates that have already been vetted by a third party is a real asset. This ensures that all of the needed information is already documented and easily accessible. The right recruiter can save a lot of time and reduce their levels of frustration.
2. Lack of Enough Key Resources
Containing recruitment costs can be tricky. Recruiters often face the precarious situation of having to find great candidates while operating under tight budgets. One of the biggest contributors to high recruitment costs can be attributed to the time spent locating qualified and actively searching candidates. The talent pool of viable applicants is continuously fluctuating. This means that recruiters need to stay on top of potential contenders for a specific placement on an ongoing basis. Companies can’t afford to have a vacancy remain open for too long. The longer the position remains open, the more money gets absorbed into services and management tools needed to fill the opening.
The lack of key resources should lead recruitment efforts in the direction of enlisting an effective shortlist process whereby talent acquisition follows criteria in a strategic design. By tapping into candidate networks or competitive organizations recruitment efforts remain dedicated.
3. The Inability to Source the Right Candidates
Attracting millennial talent. Once the candidate profile has been determined the hard work or recruiting that personality begins. And of course this is no small task. In short a resume and cover letter do little to paint an adequate picture of anyone. Social media can help to create a better more well-rounded picture of someone but it does little to enhance or describe applicants’ viability when it comes to sourcing for organizational and traditional suitability.
Performing a Primary Source Verification (PSV) screening is an excellent way to gain assurance that the credentials, form, amount, and level of education a candidate attests to are not fraudulent; the verification from the original source of education, training, and licensure etcetera in the determination of the accuracy of the stated qualifications. Recruiters can rely on PSV to confirm an applicant’s credentials and authorizations.
“Background checks aren’t intended to highlight your weaknesses or question your integrity; instead, they are conducted to help organizations confirm you’re the right person for the job.” – DataFlow Group
4. The Candidate Driven Market
When demand surpassing supply: when it comes to large institutionalized establishments such as educational institutions, governments, banks, and their digital transformation reengineering strategies it’s near impossible to attract the required talent especially for key roles such as data analytics and user experience (UX) design, to artificial intelligence (AI) and software engineers. Technology is massive but even with the plethora of IT talent out there, attracting from the vast talent pool to work at a local bank or big box company is very difficult; the big tech giants, disruptive start-ups, and emerging crypto and blockchain organizations look and feel much more attractive to these tech-savvy millennials.
Companies need to think laterally and get innovative. Competing for top IT talent by attempting to match tech sector salaries or adding culturally divergent company perks – this would be a big mistake. Instead, companies should invest in differentiated recruiting approaches. The human resource approach should be managed from the inside out searching internally to identify keen and eager employees that might be looking to take their career in a new direction. Capitalize on training and development programs in data analytics, business intelligence, and other desirable skills and aptitudes.
By creating an environment in which learning and training is a priority the organization shows commitment not only to the development of the IT function but also to their employees – it’s a win-win.
Ensuring leadership takes talent strategy seriously. This is not only a human resource issue but a strategic concern that affects the entire organization and its ability to achieve its digital transformation strategy and stay competitive.
5. Screening and Verifying Candidate Efficacy
On average each corporate job opening attracts around 250 resumes according to Glassdoor. This pile needs to be reduced to around 4 – 6 potential candidates for which an interview will be granted. The filtering process of all 250 applicants down to only a handful needs to be completed strategically.
“63% of recruiters say talent shortage is their biggest problem.” – 2017 Recruiter Sentiment Study MRI Network
“The average number of applicants per job was 52 in 2016, down from 59 in 2015.” – Jobvite 2017 Recruiting Funnel Benchmark Report
The HR function needs to act strategically along with leadership thinking more like marketers to sell career and personal development to potential candidates. By making the brand more visible on social media, writing cleverer job descriptions, and forming strategic relationships recruiters are able to go above and beyond simply recruiting to understanding that in order to find the best candidates they will have to utilize a multitude of communication styles prior to and after a relationship has been established.