The heart of the current crisis in recruiting emerging talent is simple right? More jobs and less people to do them.
If only it were that easy.
Everyone – from large businesses to start-ups – is aware of the current complexity in attracting and retaining emerging talent.
It’s something we think a lot about at Sanderson Solutions – and we could easily get snared in myriad details.
But I believe the core truth of what is driving the talent crisis should also be the constant touch point we use to identify solutions.
For example, if there are more jobs and less people to do them, the traditional power dynamic that many of us are familiar with has been reversed.
It’s no longer a question of businesses giving jobs to willing candidates queuing up for them. It’s about willing candidates deciding to choose businesses to be their employers.
And it’s that essential truth that must inform every decision and strategy we implement going forward.
Those entering the job market today do so with a very different set of experiences than older generations.
Macro trends – from the rise of globalisation and consumerism to more recent events like Covid and Brexit – have informed their expectations that now extend far beyond salary.
Some want to work from home, others want break out areas with snugs and pool tables in the office. Most expect mental health support, social opportunities and a fine balance between autonomy and mentorship.
All this goes far beyond pay cheque – and emerging talent wants to know how you approach all of the above before they decide to work for you.
Now though, many employers are focusing purely on the shortage of people and see the solution as a race.
If it’s no longer a question of young people competing for one job offer but weighing up the pros and cons of multiple opportunities, then surely the answer is to speed up recruitment processes and be the first past the post in making offers?
Not necessarily. This approach doesn’t always translate to winning the candidate.
