Question:
I’m struggling to keep our pipeline full of good candidates. The sources I’ve used in the past aren’t providing quality candidates like they used to. The depth just isn’t there. A couple of candidates might be acceptable but then the bottom drops out. The work experience might not be there. The education or credentialing might not be there. For advanced positions, we’re finding slim pickings in the local labor market. We’re also finding that candidates from outside of the area don’t want to relocate here. Candidates are asking for more money these days, too, especially people just getting started. With some of these people it seems like it’s all about them. They want this or that, that or this. How about appreciating that we’re offering them a job? Help! I’m looking for a “silver bullet” here to help me solve a problem that I can only see getting bigger and bigger as I look ahead.
Answer:
I’m sure many of our readers can identify with what is outlined in this question. Is there an organization out there that does not see acquiring and retaining top talent as strategic imperatives?
It’s 2008, after all. The baby boomers (those born between 1946 and 1964) are on the verge of retirement. Some of them will access the Social Security system this year. The people that will be asked to step forward (i.e., Generations X and Y) are more assertive in exercising their world of work options. Increasingly, they are working to live, not living to work.
So, the reader is not alone as he/she confronts this situation. Employers of all kinds are, indeed, “Looking for a few good men and women,” as a popular recruiting slogan once indicated.
As they seek to attract and retain talent, employers in Wisconsin confront the brutal reality of the situation and the serious challenges that exist in our region. Our business climate, as documented by workforce and economic development researchers such as Dr. Sammis White at the University of Wisconsin-Milwaukee, although holding some promising signs, is also characterized by some harsh truths as the 21st century unfolds. For example, while our region has seen some minor gains in jobs over the past few years, the progress has been awfully slow. In 2007, Wisconsin ranked 43rd in the nation in terms of job growth.
Other trends that are cause for concern for our region include:
- Slow-growth workforce.
- Underutilized potential labor force.
- Pending retirements of baby boomers.
- Slow-growth economy.
- Small number of new business starts.
- Outflow of college graduates.
- Slow transition to the “new economy.”
So, what are we to make of all of this? Well, one simple observation is that the times are, indeed, changing. Now, I’ll grant you what is cited above doesn’t begin to suggest that we in Wisconsin are on the leading edge of change. But, the opportunity to engage in new practices is certainly present, nevertheless.
Cast in the context of these trends, then, what is the compelling story you are able to tell prospective employees about your organization? After all, what you are “selling” is your organization, where it’s been, where it is, and where it’s going. Even if you improve your recruitment and selection methods, you have your work cut out for you if your message about the organization says, “Traditional thinking.”
Let’s be clear on this point: Today’s workers are assertively “driving” their “career cars.” They have more options available to them and they are not afraid to exercise them. If your message does not say, “emergent thinking,” you’re just giving them a reason to go someplace else.
Want to attract top talent? Then, your organization better engage in some of the emerging practices that characterize new ways for organizations to proceed as they confront the new economy, examples of which include:
- Self-directed and collaborative work environment.
- Partnership for ongoing employee development.
- Multiple ways to move or grow.
- Organizational information that is easily accessed and shared.
- Compensation systems that reward contribution, learning and performance.
- The fullest use of the “collective IQ” of the organization.
- True empowerment of employees.
- Continuous improvement.
- Focus on delivering on the customer satisfaction promise.
If you’re doing these kinds of things, then you’ve got a compelling message to tell. You have something attractive to sell to prospective employees.
Addressing the central question posed by the reader, within today’s business context, what staffing practices might be pursued that might yield stronger candidates? As the reader’s observations suggest, the time-tested methods of acquiring good employees might not be the sure-fire solution they once were. So, the prescription here is to fine-tune and augment those practices.
A specific suggestion is to examine a “best practices” model recently advanced by employment staffing expert Daniel Russell and determine if it might be generalized to your situation. I briefly summarize each of the elements below.
Step 1: Sourcing and recruiting
A blended approach is suggested including Internet sources, print advertisements, and community outreach.
Step 2: Realistic job preview, application and prescreen
In order to “funnel down” applicants in an efficient process, use of the technology-based efficiencies of our Information Age is encouraged. For example, a toll free number could be used in which callers receive information about the open position. Use of work experience and skill tests can eliminate unqualified applicants.
Step 3: On-line unproctored testing
Web-based pre-employments tests (e.g., personality or ability tests) can help in eliminating unqualified candidates. An important caveat is that any test must be job-related. Good tests are supported by sound validity studies that demonstrate the relationship between test performance and job success.
Step 4: Telephone interview
Structured interviews that target the key competencies underlying job success can be efficiently conducted via telephone, minimizing costs associated with arranging face-to-face interviews with employees who are not yet deemed to be finalists.
Step 5: On-site proctored testing
As the group of candidates narrows, it is desirable to gather additional data using position-relevant tests and measures. As part of a visit to the site, a mix of testing and interviewing (see step six below) is suggested.
Step 6: Face-to-face interview
Use of structured, situation-based interviews is desirable. This approach is particularly effective if a panel of trained interviewers is used to make use of specific criteria in evaluating the responses that candidates offer.
Step 7: Background check and drug screen
To minimize risks, a background check simply makes good business sense. Use of drug screening is a common element for most organizations these days.
Step 8: Hiring and onboarding
With steps one through seven successfully navigated, it is time to on-board the new hire. Hopefully, an equally thorough process of assimilation follows the dynamic selection process.
Clearly, the depth and rigor that can be offered to each of these steps will vary from organization to organization. The availability of resources to allocate will affect how far an organization will be able to go with any step in the model. However, the implication of the model is that each step needs to be pursued in order for a positive impact to be realized.
In the final analysis, my advice is to pursue systemic changes. That means if you want to attract better candidates, you will need to challenge both the general business practices of the organization and its recruitment and selection practices.
