What does the recruitment industry’s future hold? How can businesses modify their HR strategies in light of recent events and their effects? Even the most unexpected and difficult circumstances can offer us the chance to pause and consider our routines and worldview.
Employer Branding As A Strategic Focus
The influence it has through all the communication platforms put in place by businesses is one of the things that makes a great employer brand so potent. As important as career sites are, a crucial part of the hiring process is meeting and getting to know candidates in person, especially young graduates. By definition, recruiting is a very human job. The situation has already significantly changed as a result of COVID-19. It is obvious to HR managers that digital forums and events will take the place of campus activities and job fairs in the future. Additionally, businesses have a duty to maintain the health and safety of their workers, and this might become a priority for talent, just as it is for social and environmental responsibilities.
Despite Disruption, Recruitment Has Not Been Reinvented
Digital tools are being used to automate an increasing number of time-consuming tasks. Few individuals think it is feasible to do complete remote interviews over the long term, nevertheless. Although it’s still a terrific way to streamline procedures and enhance the applicant experience, nothing can replace seeing candidates in person.
HR experts predict a tsunami of applications in the upcoming months as a result of significant layoffs and furloughs. Since it will take more work to find top people, efficient and effective CV parsing and pre-selection procedures are crucial. To help with this new problem, pre-selection criteria may also be trimmed down. This reasoning will lead to the growth of remote onboarding.
Last but not least, talent nurturing is proving to be a useful strategy for businesses that are unable to make short-term hires to stay connected with prospects and get ready for recovery.
Internal Mobility On The Front Line
The COVID-19 crisis caused financial issues that caused several enterprises to suspend recruiting. How long will it endure, though? According to the recruiters, HR managers, and directors finding capabilities internally is the best way to close the skills gap. One of the most significant HR trends to adopt and emerge from the pandemic was identified as being internal mobility. The participants stated that they intend to expand their internal mobility initiatives and promote internal applications further. Internal mobility is still informal and poorly handled, and few businesses are well-equipped. Regarding the opening of roles outside the organisation, it will only be done to discover talent with talents that cannot be found or upskilled there and for which the training procedure would be too time-consuming or expensive.
Adapting And Anticipating The Skills Gap Thanks To Workforce Planning
Workforce planning is a method that typically involves the following four steps:
- Determining future skill needs
- Assessing the abilities that are currently in use at the firm
- Evaluating skill gaps and levels
- Identifying the necessary actions: training, internal mobility, and employing outside
Therefore, the majority of our focus group participants mentioned prioritising internal training to prepare teams for the future and anticipate the skills gap in the face of the many transformations to come, including changes in business priorities, skills gaps, flexibility, and adaptability of the profiles required. This is true for sales teams, especially as they develop their abilities for both on-site and remote sales.
However, as management teams are the key to a company’s transformation, they are the group for whom training is most commonly cited. Indeed, managing remote teams has become extremely challenging as a result of the Covid-19 dilemma. Educating managers on how to lead remotely will take centre stage going forward.
On the other hand, budgets for hiring new staff will almost definitely be reduced, leaving the majority to current employees who will gain from training to advance their abilities. HR managers will use the terms “upskilling” and “reskilling” more frequently. The first relates to training intended to improve and update skills in the context of changing employment, whilst the second refers to training employees to assist them in picking up new skills in preparation for changing professions.
The following infographic by Hansen & Company takes a further look into “Recruitment Trends Post Covid” and how it has changed how employees feel about work and life.
