As Staffing Industry Analysts reported, last year “companies processed $82.4 billion U.S. dollars (USD) in spend associated with the human cloud on a global basis.” Today’s business environment is defined by the fluidity of globalization. In a short span of time, technology has eroded many of the barriers -- physical and social -- that have separated people throughout the ages. We’ve entered a new era of work where our tools, processes and people function in “the cloud.” Rigid structures and[...]
Searching for new talent is a time-consuming and expensive process. Thankfully, the internet has taken some of the burden off hiring managers and employers, and sites like Glassdoor have given prospective employees more insight into companies than ever before. However, many companies suffer from a lack of focus, sinking time and money into various hiring channels and gaining little return on their investment. How can you be sure your money is well spent?
Forbes contributor Amy Phillip posed an important question this month about candidate relationship management: Has neglect become the new normal? I know there are folks out there saying to themselves, “We hear this all the time.” I would respectfully suggest that while it’s one thing to hear, it’s another to listen. In this economy, where every company is being pushed toward automation and optimization to stay competitive, some things are bound to fall through the cracks. Relationships, in my humble opinion, should never be the elements of business we get comfortable sacrificing in our rush to the top. How we manage our relationships with candidates, through every stage of the hiring process, determines how engaged and passionate our talent will be -- how they in turn will create exceptional experiences for our customers. To grow and prevail, we must recognize that modern professionals seek a sense of mission, not just a position.
The competition to attract and retain exceptional workers remains fierce. Very fierce. Job openings pile up and go unfilled. Employers are desperately seeking skilled candidates who will integrate well with the mission and the team. And the needs of today’s talent, particularly those in millennial generations, have taken more nuanced turns. Cultural fit, skills development and exposure to opportunities for professional growth are key considerations. For recruiters, the process of sourcing and interviewing prospects has reached new levels of complexity. What questions should you ask? How can you really judge attitude and aptitude? While labor regulations make it clear that we can’t get too personal in our inquiries, there is one bygone line of questioning we should consider reviving -- asking talent about their interests outside the office.