The unemployment rate recently hit its lowest point since 1969, dipping to 3.7 percent. While that's great news for candidates, that might stir a little bit of fear in your heart of an HR professional.
This unprecedented low unemployment isn't just an HR problem, though—it's a business problem. And despite the gravity of the issue, hiring is still often considered "HR's problem." I hear clients who don't fully understand how recruiting works lay blame on HR when they can't get quality candidates as fast as they want them. And while HR has traditionally served as a "finder of talent," this becomes significantly more difficult when the unemployment levels are so low that you're having to steal candidates from competitors instead of recruit those looking for a job.
Finding better hires despite the low unemployment challenge starts with a change in the hiring approach—and the first step involves giving hiring managers a more active role in the recruiting process. From there, your HR team will be better equipped to address existing challenges, experiment with new recruiting tactics, and course-correct as you move toward a better system overall.
1) Loop in the hiring managers
Hiring managers typically have different levels of involvement in the hiring process, depending on the organization and the HR team. But when the candidate pool dries up, the finger usually points to HR. Unless hiring managers recognize that the game has changed and talent is in short supply, they'll continue to leave it to HR to source talent, and that's not working in today's market. As a result, HR gets the blame for something that is only partially within their control.
To get hiring managers' attention, make sure that they understand not only the problem, but also their necessary role in the solution. For instance, hiring managers know their candidate market well and can help expand on traditional avenues of job advertising. They're familiar with the feeder schools, the competitors, social media and professional associations where talent congregates. By tapping into their expertise, you and your team can cast a wider net and even find new sources of top talent.
2) Zero in on the challenges (with data)
Once you have the hiring managers on board, work together to really understand the problems with your existing hiring strategy by reviewing your data. Are you advertising but getting too few responses? Are you getting responses, but candidates are not showing up for the interview? Are you making offers that are turned down? Are people accepting the offer, yet leaving soon after hire?
From there, do some analysis. As Jim Collins says in his book "Good to Great," confront the brutal facts and ask: What is really going on? If you are getting inquiries but not applications, think about how you market your organization and the job. If you are getting applications but not interviews, look at the time it takes to contact and schedule the candidate; jobs are offered at light speed these days. If job offers are being turned down, is pay competitive? If you are turning over new hires, are you setting realistic expectations about the job?
Once you understand the problems, you can work as a team to find the solution.
3) Think "outside the box"
In addition to addressing existing challenges, improving your hiring process in a low unemployment period might also mean taking a brand new tact. Brainstorm ideas. If there is a dearth of candidates, where else can you source potential employees? Directly from schools? Through professional associations?
In my work I've found that enlisting the help of existing employees to help solve staffing problems is often a successful strategy. In one healthcare setting, employees came up with multiple ideas for sourcing that neither HR nor the hiring manager had considered. One idea was to create postcards about an upcoming job fair for employees to they could pass along to their friends in similar jobs. The job fair was very successful.
Another successful tactic: Broaden your candidate pool by letting go of requirements that could be trained after the employee is hired. One organization I worked with let go of the requirement for "industry experience," and looked for customer service experience in other industries. This reduced time to hire because it tapped into a larger talent pool. Industry training was conducted through peer mentoring and the result was a fully staffed and engaged department. In a similar vein, it might be time to consider building your existing employees' skills to address staffing needs by offering specific training.
4) Rinse and repeat
Once you've started to implement some of these changes, go back to the data (with the hiring manager as a partner!). What's working and what isn't? Rather than a one-time approach, this process of involving hiring managers, analyzing the data, thinking outside the box, and implementing new changes needs to become a regular dialogue. Beyond just low unemployment, the market is changing quickly. If you haven't already, now is the perfect time to implement a nimble talent search process not only for today, but also for the future.
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A New Poseidon Adventure: Flipping Succession Planning Upside Down
Organizations make significant investments in efforts to hire the right candidates – the people who have the right experience and cultural fit. By carefully managing the performance and potential of these people over time, the organization can grow its leadership pipeline, keep a steady inventory of needed skills and competencies and remain nimble in the face of change (which we have plenty of all around us these day) – all of which can have serious impact on the bottom line. However, much of this pie-in-the-sky stuff relies on being able to locate and cultivate high-potential and high-performing talent across the board. Without an integrated succession management solution, recognizing and developing talent can be an ever-elusive process. The questions we are seeing asked today include: does the traditional top-down approach to succession management still make enough of a difference? Does managing succession for a slim strata of senior executives take full advantage of the kinds of talent data we now have at our fingertips? It doesn’t have to be so. Succession management can be an interactive process between senior leadership, managers and employees at all levels of the organization. And, if we trust them, we can actually let employees become active participants in their own career development. (Shudder.) Career Management (Succession Planning Flipped Upside Down) This "bottom-up" approach is gaining momentum because who better to tell us about employee career path preferences than employees themselves. Organizations actually have talent management and other HR systems in place that allow for collecting and analyzing a whole slew of data around: Career history Career preferences Mobility preferences Professional and special skills Education achieved Competency ratings Performance scores Goal achievement Training and certifications Etc. In short, pretty much everything we’d want to know to make well-informed succession planning and talent pooling decisions. For some, the leap is simply putting some power into the employee’s hands. The talent management system of 2011 is capable of displaying a clear internal career path for employees and then, on the basis of all that data bulleted out above, showing a "Readiness Gap" – what do you need to do to make the step to the next level? And if your talent management environment comes armed with a real Learning Management System, you can take it to the next level with a dynamically generated development plan that gets the employee on the right path to actually closing those gaps. Faster development, faster mobility. Organizations that seriously favor internal mobility don’t just make employees stick on pre-defined career paths – they can search for ANY job in the company and check their Readiness levels. I might be in accounting today, but what I really want to do is move to marketing. Giving employees the chance to explore various career avenues within the organization helps assure that "water finds its level" – that is, that the right people with the right skills and the right levels of motivation and engagement find the right job roles internally. Employee participation is key, but make no mistake – managers play an important role in this interactive process. They must be prepared to provide career coaching, identify development opportunities and recommend employees for job openings. The candid discussions require that employees have open access to information so they can best understand the criteria necessary to move to the next level. A Two-Way Street Employee-driven career management is just one tool. The more traditional top-down approach to succession management remains indispensable. But organizations that value talent mobility and the ability to be able to shift and mobilize talent resources quickly will find that attention to career pathing can be vital. For employees, of course, the impacts are immediate and include boosted levels of engagement, higher retention, increased productivity and more.
The Hidden Costs of Ignoring Your Talent Management Strategy
Building and maintaining a successful company hinges on having the right people to execute projects and drive results. People, we hear time and again, are your company's most valuable asset. But their success — and HR's ability to recruit, engage and retain them — depends on HR pros who are strategic decision-makers, armed with the proper tools to let them excel at their jobs. Modern HR professionals manage much more than payroll and benefits. But their technology tools, in many cases, haven't evolved past basic productivity software like email or Microsoft Word. HR simply can't be strategic with old-school tools that reduce people to statistics and give little insight into what the numbers mean. Emails and spreadsheets were not designed to deliver meaningful insights into people's performance, suggest when employees should be promoted or highlight skills gaps in a company. For that, HR needs a broader, more strategic set of talent management tools, which lets professionals manage every aspect of the workforce, from training and performance reviews to collaboration and succession planning. Yet, research shows that less than 25% of companies use a unified, holistic approach to their talent management. The Real Costs of "Doing Nothing" As a Talent Management Strategy The critical relationship between business strategy and HR strategy too often gets overlooked by senior leadership. While it may seem like the company is saving money by managing recruiting, training, performance and succession via manual and paper-based processes, in reality it’s costing your business more than you know. For example: Without a talent management strategy, a company with 2,000 employees is losing almost $2 million every year in preventable turnover alone. Businesses that don’t invest in learning suffer from decreased employee performance and engagement to such a degree that they can expect to realize less than half the median revenue per employee. That’s a direct impact on the business. In employee performance management, organizations without a focused strategy waste up to 34 days each year managing underperformers and realize lower net income. To learn more about the business impact of talent management and how to start building out your strategy, check out the eBook Why Your Nonexistent Talent Management Strategy is Costing You Money (And How to Fix It) and register for the March 19th webinar, Building the Business Case for Talent Management.
The Return of the Moderate Merit Budget – Wreaking Havoc on Pay for Performance
With the economy now on steadier ground, most organizations have returned to administering a merit budget to the pre-recession levels of 3 to 3.5%. In the years immediately following the economic downturn, many merit budgets were eliminated entirely or were reduced significantly and reserved for a select segment of the employee population. Pay for performance has become a necessity for many organizations that are expected to accomplish more with fewer resources. I often get asked: "How can I truly award my top performers with such a limited budget? Should I do so at the expense of my ’Meets Expectations’ performers? What if I need to retain my ’Meets Expectations’ performers and giving them 0% to 2% increase puts me at great risk for turnover? But if I don’t recognize my top performers, don’t I risk losing them...?" These are difficult questions to answer, however you can determine the best solution for your organization by considering the following: Are your employees paid at market pay levels? Is your organization’s performance management process mature? Does your organization have other compensation programs in place to reward top performers (e.g. variable pay)? Market Pay If turnover is a concern, and your organization needs to maintain ’bench strength’ in order to achieve its strategic objectives, your biggest priority should be to ensure that you are paying your employees at market pay levels. Why? Historically, as the labor market strengthens, organizations become vulnerable in terms of losing people. Hiring and onboarding replacement talent is not only costly to the organization, but can also cause dissension among existing employees since new hires may be getting paid more. Be sure to stay abreast of market pay levels and trends, and use the merit budget to correct disparities. Performance Management Process Organizations vary significantly in terms of the maturity of their performance management process. Closely examine your organization’s process and look for ways to improve it. If there is a perception that one management team is an ’easier grader’ than the others, the process is inherently flawed and any pay for performance program will not be viewed as credible and fair by employees. A good place to start is to get a calibration process in place and communicate broad guidelines on expected distribution ratings. Variable Pay Programs Variable pay programs (e.g. bonuses) have become increasingly more popular across all industries and career levels. These programs provide the opportunity for employees to share in the organization’s success while not adding to fixed payroll costs. Some plans have an individual performance component which can be a very effective means to recognize top performers. However, in order for this type of program to be successful, individual goals and targets must be well documented and communicated. Again, this is largely based on the maturity of the organization’s performance management process which takes time to evolve. What are the best steps to avoid wreaking havoc on your pay for performance process? First ensure your pay levels are keeping pace with the market Continue to evolve your performance programs with calibration among managers and a rigorous goal setting process Promote variable pay plans to reward high performers without adding to fixed pay roll costs It’s not always an easy journey but, in the end, it’s best to use a measured approach that is based on business needs and a realistic assessment of your current programs and processes.