Hiring the right person amid the technology talent crunch
Globally, it is a tough time to be recruiting tech talent, with up to 9 out of 10 tech hiring managers in the US reporting difficulties in hiring the skills they need. Similarly, in the Singapore services industry, competition for talent is shaping up to be the biggest concern for HR leaders. How can local companies compete for the right talent?
Against this backdrop, hiring managers and recruiters need to ensure that their entire talent acquisition process is calibrated to maximise the chances of the right candidates sticking around right up to the end, and ultimately accepting the job offer. The key is to prioritise building a relationship with prospective candidates throughout the process.
Step 1: Listen and learn
Many factors can spur someone to start a job search. It could be a disagreement with their boss, dissatisfaction over compensation or frustration at limited career growth opportunities at their current company.
With so many potential factors in play, recruiters must quickly identify which issues matter for each unique individual. Listen more than you talk. Ask open-ended questions that probe at the underlying reasons for a move, or the job seeker’s career motivators in general.
Often the first answer does not get to the root of the issue. A great recruiter should instead probe for more detail and help candidates paint a clear picture of what they truly desire. With this information, a recruiter can help candidates see the ways in which those goals become possible if they make a move, which will increase the chances of a candidate accepting an offer.
Step 2: Helping candidates fall in love
Understanding the individual’s motivators will enable employers to personalise the experience – and a key area is the interview process. While standardisation of interview questions across candidates is advisable, there is no reason for the overall experience to be cookie-cutter.
A winning strategy for hiring managers and recruiters is to showcase different programmes, perks, and benefits, based on an individual’s interests. If a candidate has the travel bug, it may be good to highlight your company’s flexible annual leave and work-from-home policies.
You might also uncover motivators like location, money, flexible working hours or the ability to make social connections. Excellent recruiters will take this information and tailor their approach accordingly.
About the author
Paul Wolfe, Senior Vice President of HR, Indeed
Step 3: Making the decision to commit
Once you’re ready to make an offer, getting a “yes” means reconfirming all the motivators and presenting the offer with a focus on how you understand and can accommodate the candidate’s needs. To do so, hiring managers and recruiters should dig into the psychological drivers unearthed at the start of the process.
What does this mean in practice? Using the same tailored approach laid out above, hiring managers can highlight perks such as paid time off to do what they truly love – be it volunteering or bonding with a newborn.
If the candidate has a known interest in specific types of projects, and the hiring manager can assign them to such projects, that could be part of the offer too. This highlights that your company is offering more than just a paycheck – there will be quality of work and by extension, quality of life.
Thus, the simple task of presenting an offer should be taken as an opportunity for hiring managers and recruiters to reiterate to candidates that choosing to work at your company is the right career move.
The best way for businesses to ensure that they get the right talent to accept a job offer is to focus on sustaining relationships with candidates right from the get-go. A priority should be getting candidates to think: “They sound like they care about me. This is a place where I could fit in, be happy and thrive.”
Isn’t that what we, as employers, all want?