RECRUITING IN A RECOVERING ECONOMY
Strong candidates hold the aces again – It’s time to reappraise recent recruitment practices and attitudes
In what feels like a matter of months, the recruitment market has moved from being very much been dictated by potential employers, to one in whichthe sway is increasinglyheld by valuable candidates. With a number of the volume UK recruiters reporting similar trends towards the end of 2013, our anecdotal experience of this in the supply chain and logistics sector is a reflection of the broader climate.
A few months ago the signs, not so obvious at first, were there. A subtle increase in the amount of information candidates required to attend an interview, querying commuting times, requiring more defined package details, and generally being a little more discerning in their approach to joining a hiring process. More recently, if the process is sluggish, candidates are withdrawing in favour of alternatives, and they are receiving multiple or counter offers. As recruiters we had got used to candidates being on the back foot and this shift has come pretty suddenly.
The change feels profound and this could well be, because since 2009/10, most candidates have been out of work and had limited options. Not only were vacancies rare, but those in work weren’t putting themselves forward – changing roles and companies was viewed as being too risky. Over a few years this has undoubtedly manifested itself in a mindset that the candidates were a pool that could be dipped into at leisure. In practice, this has resulted in very patient candidates making do with basic company and role briefings, multiple interview scheduling changes, long processes with delays, and a general lack of communication.
To increase the calibre of your team once again requires a polished approach. A mindset of selling the business to sought after talent is crucial to attracting the best candidates. This is, in part, a result of increased demand but also the fact that the stronger candidates are beginning to consider changing companies again. But they move fast. If the information and process isn’t up to scratch they will go elsewhere.
Having run a slick selection process, the offer stage also requires a real focus on speed and clarity. Clear decision making at this point is essential in making an appointment. Candidates involved in protracted offer negotiations inevitably lose enthusiasm and the longer this continues the more likely that the other candidates, who might also have made good appointees, realise that they’re not your first choice. The worst case scenario is losing three months in the process and returning to a candidate market looking like the house that’s curiously not sold.
- With this changed environment in mind, below are a few basic preparation suggestions to improve your recruitment process outcomes:Draw up a clear role brief and determine its flexibility and parameters
- Give some thought to who would want the role and why they’d be interested in the position and company
- Determine an interview schedule - clear potential interview dates and diaries in advance
- Consider who, with the capability of selling the company and enthusing about the role, will conduct the first round of interviews
- Be prepared to offer evenings and mutually convenient interview locations for first interviews.
- Consider whether you are prepared to pay interview expenses and, if so, for which stages. Also consider whether first round interviews could be conducted by video conference if necessary, e.g., if the candidate is overseas.
- Define a remuneration package outlining all the elements
- Prepare candidate briefing documentation including role, structure and company detail
- Prepare template offer documentation
- Clarify the offer and decision making process:
- ensure all the relevant parties are available to make an offer decision
- agree the timescales that are going to be communicated to candidates
Of course, much depends on how strong a suit you think you have as an employer – an element of self awareness will come in very handy. Some global brands are still able to call the shots initially, but a nimble and well-managed recruitment process can still outmanoeuvre and trump the best of reputations.
Davies & Robson’s Recruitment Division specialises in the search and selection of management and executive level supply chain professionals. In addition to managing a professional recruitment process we are also able to provide guidance on how and at what level to pitch a role to attract the best possible candidates.
Contact: johncashmore@daviesrobson.couk