May 12, 2022

Solving the Great Resignation with Recruitment and Retention – Part 2

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May

12

Solving the Great Resignation with Recruitment and Retention – Part 2

As noted in the first blog of this series, the Great Resignation has sparked challenges for many companies to attract and retain employees. However, it has also brought forth opportunities. In this second blog, we’re going to delve a bit deeper into some strategies that HR and mobility professionals can take to attract and keep the quality candidates they need to run their business.

The old scenario where organizations have an abundance of candidates to choose from for new positions has almost reversed itself. Candidates are now in the driving seat more than ever before. As such, let’s focus on how we can put your organization at the forefront of a candidate’s mind.

Adding Avenues to Your Search

Remote Work – If allowed in your business model, consider offering some positions as remote opportunities. Not only will this allow you to search for candidates in many different geographical markets, but it will also attract those employees who enjoy the flexibility of working from home. A survey of remote workers by GitLab, reported that 1 in 3 respondents would quit their job if remote working was no longer an option, and 52% would consider leaving their co-located company for a remote role.

In addition, 63% of Envoy survey respondents reported in a recent Forbes article that flexibility in their working location made them feel empowered, and 41% of respondents stated that returning to the office was a ‘deal breaker.’

Using Platforms – Companies will reach more candidates if they use paid services like Indeed or ZipRecruiter, but they can also use social media such as LinkedIn. In addition, HR can attract talent through its own website, internal networks and referrals, internal hiring, and networking events.

Focus on Customer Service

Transparency and Clarity – One common complaint from candidates during the hiring process is that they do not know what their compensation package will look like. This can be frustrating, especially if the process is a long one. It may be a waste of the HR team’s and candidates’ time if you get to the offer, and the compensation is not in line with both parties.

Also reported in the GitLab survey was the idea of upfront clarity on the responsibility of the role and how it fits into the overall vision of the company. According to the report, “34% of respondents noted that more transparency from leadership leads to a deeper feeling of connectedness at work, while 38% noted that more visibility into the work within the organization improved their sense of connection.”

Timeliness – With the labor market now designated as “hot for workers,” employers are not only competing against competitors’ compensation and benefits offerings, but also against the candidate’s time. Considering that candidates are most likely looking at more than one company, a deciding factor could be how long it takes to move through the process and get to an offer. This makes sense not only in that the application process can be cumbersome, but also it may be that a competitor simply extends their offer first and the candidate accepts.

Courtesy and Empathy – This really is self-explanatory, but is often overlooked. Companies will do better to shift from the paradigm of “the candidate needs the job more than we need this particular individual” to “any candidate might be the best fit.” Therefore, treating the candidate with courtesy and empathy will go a long way in attracting the top talent, but also in the case that you do not use the applicant, they will walk away with a positive experience and tell others about your company.

Employee Engagement

Locality and Community – While attracting candidates to an actual location, consider creating a candidate portal that offers a picture of what the area and community offers. Although some people may be worried about moving to a new location, others will be excited about what a community can offer, to enrich their lives (and their family’s). Highlighting benefits such as parks and bike trails, restaurants, entertainment activities such as theatre and music, and art and historical museums may attract an applicant to make that move.

Branding – Consider the messages that come out in the “Career” and the “About Us” pages of your website. Beyond compensation, candidates want to feel part of a friendly, exciting, and growth-oriented company that values individual contributions in a team environment.

portrait-happy-black-family-smiling-playing-home-sm.jpgWork-Life Balance – Work-life balance is an increasing benefit that employees are now expecting in this competitive climate. Consider changing vacation policies to be more flexible and possibly allow workers to not strictly work a “9 to 5” shift. Allowing for workers to pick up their kids, make appointments, and take part of a day off for a family event are all appealing to candidates. If production of the employee is the most important aspect, flexible workdays have shown in studies to actually increase production.

Virtual Happy Hours – Most workers like a sense of community and team purpose. Employers have relatively inexpensive options to engage workers. Virtual “happy hours” have become a trend in keeping employees engaged while having fun. A virtual happy hour is an online social event, held during work hours, using video meeting platforms like Zoom, Microsoft Teams, and WebEx. These virtual events are similar to their non-virtual counterparts, and usually include icebreakers, simple games, and activities.

The Final Word

As organizations are reworking their strategies to attract and retain talent, they have opportunities to showcase their company, their benefits, and their superior customer service, which can give them an edge over the competition. Candidates are attracted to companies that offer flexibility, practical benefits, and transparency. Employers will do well to offer workers a place where they can feel part of a team, community, and a growth-oriented, fun, and engaging environment.

Picture of Karen  Wilks

Posted By

Karen Wilks

About Karen

Karen Wilks, Vice President of Strategic Growth, has more than 25 years of global mobility experience, including key roles in Operations and Account Management. She has had oversight of some of Cartus’ key clients, managing large multinational portfolios, driving innovation, and creating a strong culture that supports clients, employees and their families worldwide. Karen truly understands the power of collaboration and execution.  She partners with internal and external stakeholders to drive mobility programs forward and transform in an ever-evolving global environment.

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