Employee Power! The Changing Face of Recruitment in the Digital Age

asdasdIt’s becoming increasingly obvious to me and my colleagues in the industry of talent recruitment that the traditional human resources process is becoming less relevant – the practices are not keeping pace with the reality in the digital age. Perhaps unsurprisingly, these poor practices extend to the hiring process. In the past, it hasn’t been uncommon for potential candidates to be treated akin to cattle. To illustrate the extent of this phenomenon, I will repeat an oft-quoted statistic – each potential hirees’ CV is looked at for about seven seconds. I don’t think that any person in their right mind would suggest that this is enough time to evaluate a person’s workplace effectiveness.

These attitudes may stem from the industrial revolution, the invention of the assembly line meant the creation of tens of thousands of low skilled jobs. New machines were being invented, and workers were essentially glorified cogs in these machines, performing the same repetitious and inane tasks day in day out. This model of employee treatment has persisted to a greater or lesser degree for more than 150 years. However, the information revolution has seen sweeping changes to this long-standing status quo. There has been a massive increase in the demand for highly skilled (and more importantly talented) workers, and the reality is that there simply aren’t enough workers to meet the demand. This has created a massive shift in power in the HR space. In short, it is now an employee’s market, and organisations will have to actively compete to snatch up the top talent before their competitors do.

So how can you be proactive in your search for the best employees. Of course there are many methods to do this – talent scouting is one traditional way to do this, while in-depth interviews with every candidate are another. But there are two obvious problems here. First – they’re time consuming, and second – they’re prohibitively expensive. While you can’t put a price on good talent, I have spent my career looking for ways to find the best candidates in a way that’s fast and cheap – and I believe I’ve perfected it at Talegent. Talent assessment allows you to screen candidates rapidly, and more importantly accurately, thus saving your HR department time and money. To illustrate, let me quote another statistic (I swear this will be the last). CV’s are about 8% predictive of an employees workplace performance, Talegent’s software on the other hand is 40% predictive – five times better. When you come down to brass tacks, a CV is an excellent tool for seeing how good employees are at writing CV’s, but not much else.

We live in a changing age, we no longer have to rely on vague and unscientific metrics to measure employee ability. It is now possible to quantify everything from a candidates emotional intelligence to their tendency towards workplace safety. So why would you settle for anything less?


I want you!: 3 things you can do to become a great recruiter

asdasdWe all know that old poster of Uncle Sam pointing at the reader, exclaiming how they’re needed for the war effort. In fact, it’s probably one of the most famous recruitment posters of all time. But could you imagine your company using this as its recruitment strategy? Probably not. Today’s organisations need to rely on far more sophisticated methods to attract and retain the best talent. Arguably one of the best ways to do this is to have top minds seek you out, rather than the other way round. Mark Berry recently produced an amazingly in-depth article on what the best recruiters do, so I thought I’d take what he learnt, and use it to show you how talent assessment can make you the recruiter that candidates will be fighting over to get the nod:

  • Coaching: The recruiters who are going to be remembered are the ones who can provide a service to their candidates, and coaching will make candidates feel as if they’re improving themselves throughout the job hunt. Fortunately, talent analytics is one of the most effective means of doing this. Talent assessment allows you to produce bespoke reports on each individual candidate’s personality and abilities, and use this to show candidates exactly where they can improve. Although this occasionally reveals some harsh truths, in my experience most people appreciate the chance to improve themselves and become a more viable candidate in the future, even if they don’t get the job.
  • Knowing your candidates: Berry suggests that the best recruiters make an effort to get to know their candidates. Taking the time to read over their CV or check their Linkedin profile is one way to do this, but this will only give a superficial history. Really, what can two hundred words about a person’s previous employers, hobbies, and school really say about them? Instead, a far more effective means is to use talent assessment to gain a complete personality profile. Knowing how outgoing, conscientious, and driven a candidate is will tell you how they’ll work, and how well they’ll fit into your company culture.
  • Show that you are invested in each candidate: Candidates appreciate you making them feel like they’re not just chaff to be separated from the wheat. One way to do this is simply by making a phone call, but this isn’t by any means the only way to make candidates feel valued. Having an in-depth, enjoyable candidate assessment experience will make them feel as if they’re respected throughout the recruitment process.

By treating your candidates well, you’re going to position yourself to be the best in the business. And even if they don’t become hirees, you can never forget that today’s candidates may just be tomorrow’s clients. With just minor changes to your recruitment structure you might find the top talent lining up outside your doors with posters exclaiming ‘I want you… To be my employer!’