To all independent and agency recruiters. I would like to hazard a guess, that like the rest of us, you have considered making changes to the way that you work? And when you have, its because you probably built up a compelling business case in your head to justify it?
I have personally spent many years building the business case for changing the way that recruitment should be done. And I would like to invite you to join me for just 15 minutes of your time so that I can share this with you.
In the next 15 minutes, you will discover that everything we do at SRO is justified and backed up by many years of research and data analysis and takes an evidence-based approach to every stage in the recruitment lifecycle in order to build a very compelling case for change.
We combine our knowledge and understanding of what corporate clients actually want and are willing to pay for. With a deeper understanding of the human behavioural science that drives applicant behaviours. From this, we have developed a unique suite of technology and tools, complimented with tried and tested processes, that are enabling us to out-perform every other online recruitment service.
What we are subsequently able to offer you, is the opportunity to become an approved reseller of the SRO platform. That will perfectly complement what you already do well.
During the last 20 years, I myself have transitioned from high performing recruiter to successful agency business owner. And now into a recruitment technology innovator. Smart Recruit Online won 5 international awards last year. I emphatically believe that products like SRO will revolutionise the way that all recruiters work in the future.
I hope that you find the webinar interesting and relevant.
You might be surprised how easy it could be to adapt your current recruitment business to include 3 new key revenue streams and completely change the perception that corporate clients have of you and the way you work.
CEO & Founder of Smart Recruit Online
Most people will not have to suffer from severe mental health issues, depression, anxiety or suffer a full meltdown during their lifetime. But one in 4 of us will.
Thankfully, the stigma surrounding mental health is now being addressed and our attitudes are changing. Individuals can get the support that they need and be treated properly if they reach out. It took many courageous individuals to stand up and be personally exposed in order to change perception and attitude.
We must never let mental health issues suffer the same stigma that it did in the past. Only by maintaining an open dialogue and enabling sufferers to speak and share their personal stories without fear of repercussions, can we continue to increase awareness. We all have a role to play, even those of us that are lucky enough to have avoided any personal suffering.
I read one such individual story this week and wanted to share. Jonathan Trott, England international cricketing legend opened up about his return from England’s 2013-14 Ashes tour.
Whilst discussing mental health in an interview on Sky Sports, he revealed, that he had wrestled with his own problems.
Speaking during Mental Health Awareness Week, the batsman revealed he began to experience symptoms of anxiety during the home Ashes series in 2013.
Good advice – let’s keep talking.
With the shocking media headlines, it’s not easy to understand what is happening to the world of business right now. Further, the way that it will impact individual companies and people will depend on multiple factors.
We may all be in this storm together, but we are certainly not in the same boat. How we navigate ourselves to the other side of this crisis will involve understanding our own specific set of circumstances.
Surveys can often shed more light on what is actually happening. During the crisis, I have become quite an expert at interpreting the painstaking research of others. My goal is to try and provide insight from which others can benefit.
With that said, I would like to acknowledge Richmond Events and hopefully, if they see this, they will interpret it as a genuine endorsement of their work.
Let’s start off with a short summary of where the sentiment is focused right now:
Unsurprisingly, the concerns surrounding the economic uncertainties facing our country far outweigh all others. This overall sentiment has grown substantially in the last month.
The most significant changes reported between April to May are:
People generally are now far more worried about the long-term prospects of our economy.
Serious concern around personal financial security has overtaken fears for organisations in the short-term. As more people realise the potential impact the crisis may have on an individual level.
Whereas the results for wellbeing haven’t changed significantly, there is a gentle shift in a positive direction. More people feeling ‘slightly’ rather than ‘very/quite’ concerned for the wellbeing of both themselves and their families.
Overall, people feel that their organisations have responded well in providing adequate technology for home working. They also indicated that they and their colleagues are generally being looked after quite well. The overall perception is that the crisis has encouraged more good human behaviour than bad.
Conversely, external communication to both customers and non-customers has certainly been more difficult during the crisis.
Initial reports in April demonstrated a relatively bullish opinion around the loss of customers. However, this confidence appears to be waning with some companies now experiencing a significant loss of customers. The news of mass redundancies and job losses is increasing fears of how that will affect their own commercial relationships.
Around 40% of UK businesses either have already or plan to make salary reductions in the next 3 months. This reflects a significant shift in sentiment. The impact of Covid-19 is not going to be absorbed solely by a companies financial reports and government aid.
Over 50% of people working full-time said that they were working even harder than they were pre-COVID. The other half estimate that they are working less.
Overall, meaningful economic productivity and output across the UK is significantly down. That’s hardly shocking since the government have effectively turned the economy down to a “simmer”.
CBILS may have been a great government PR exercise initially, but it has been an unmitigated disaster, failing to finance more than 5% of the companies that have applied to it.
The Job Retention (furlough) Scheme remains the key Government assistance measure that most organisations have plugged into. Deferred VAT and Income Tax payments have been welcomed, but along with lost revenues and additional differed rents and supplier payments, there is another financial time bomb being kicked down the road for many companies that will at some point come home to roost. (yes I know I managed to get 3 metaphors into that last sentence 😊)
Subjective opinions on this topic vary dramatically. Some credible economists are predicting significantly worse to come and decades of hardship and austerity. Others are more optimistic. What they all have in common is that they just do not know. Sure this is not the first ever pandemic, nor the deadliest but that’s missing the point here.
The point is that COVID-19 is a global crisis unprecedented in the modern economy. As such, all opinion is based on assumptions and models that are based in hypothesis, not precedent.
Most scientists seem to agree that until there is an effective vaccine, the world cannot return to ‘normal’ and by then the world may have already changed for good.
The biggest challenge when it comes to getting back to normal is that what is perceived as good for the economy, may not be good for public health. This conflict has been the crux of governments policy. As the public order constraints are lifted, this problem gets transferred to the company and individual level. Naturally, this will be a hotbed for confusion and conflict.
What is very clear is that until we are all allowed back to work, the repair and recovery process for the wider economy will be constrained. Most believe that will not happen for another 3-6 months at least, according to this survey.
Every sensible organisation is taking action to protect itself and to prepare for the eventual upturn.
Unsurprisingly, preserving cashflow is of greatest importance. However, many businesses are using this opportunity to diversify their offerings and are increasing their marketing activities.
The results about remote working adaptations aren’t hugely surprising because there has been little choice in this matter. However, it will be interesting to see the longer-term impact that homeworking will have on, amongst other things, employee wellbeing & mental health, commercial property and cybersecurity and of course genuine business productivity.
One important item missing from this part of the survey is the suspension or cancelling of existing commercial commitments. It is one thing to place a project on hold or even cancel it, but when that project had commenced already and stopping it constituted a legal breach, then the impact on the supply chain can be devastating. Companies in this predicament will have potentially made commitments to deliver on that project, in terms of materials and resources, but they themselves are also anticipating the revenues being generated by it, in order to meet their own obligations.
Speaking to business owners myself over the last few weeks it appears that most have experienced being involved in such scenarios, with added complexities of how to respond, because although they need the revenues, they also need to be sensitive to the long term client relationship.
This might be another part of the survey, where employees and employers might have conflicting views. Some employees might feel the personal benefits, while employers will evaluate more against productivity levels.
What it does undoubtedly prove though, is that, for many companies, we can move to a remote working environment if and when we need to and when circumstances demand it, even if we don’t adopt this as a permanent way of working.
One fact we cannot ignore is that people’s homes are not suitably set up to accommodate long term home working. There is neither adequate space or the appropriate infrastructure for the vast majority, not to mention the current set of distractions.
Employees perceptions and desires do not always marry with employers needs and requirements.
If average productivity levels are down when working from home (as they undoubtedly are in most cases), would that be suitably compensated by the reduction in office and rent costs?
Will employees WFH staff demand that the business contributes towards improving work from home conditions? Perhaps the way that people are remunerated would need to change so that it was more reflective of production levels? There are certainly more questions than answers on this one and each person and company will have their own opinions and views.
The lockdown has also highlighted many advantages and benefits of office life too, as much as it has opened up our eyes to the flexibility of home working.
The following results are self-explanatory, although I think that most sensible people agree that the government are always going to be on a hiding to nothing in these situations. How they handle the return to work process over the coming weeks is for me going to be their biggest challenge to date.
I think that we can anticipate sentiment towards opening up businesses to grow significantly over the coming weeks. Especially as employees realise the very genuine risk of long term unemployment for very large numbers of the population and that many years of austerity are the alternative.
Boris might not be everyone’s cup of tea. But, according to the opinion polls, most people think that he is doing an OK job in very challenging circumstances. However, getting the UK economy switched back on again surely now has to become the number one priority. In order to avoid an economic catastrophe.
This all needs to be done while maintaining and respecting the amazing work done by the NHS. So that we don’t undo their positive achievements. This must also be done in parallel with a sensible and cautious approach that considers and respects the Covid-19 related guidelines and protocols.
There is always a limit to what can be deduced from general surveys, but measuring the changes in these opinions over the weeks and months is an interesting barometer of sentiments in the broader business community.
Any sense that this was an unexpected holiday has been superseded with boredom and frustration. Any novelty has worn off and people want to get back to the business of growing their bottom line vs their waistline.
There is still a long way to go for this story to play itself out. We are probably in the eye of the storm right now with the true damage still to be revealed.
On a positive note, there is a lot of good and kindness coming out of people during this crisis. We are learning new ways of operating during this massive work-from-home social experiment.
Cheering those that have risen to the challenge has extended way beyond the NHS. It is truly inspiring to see the power of companies who have turned their production capabilities towards philanthropic endeavours. When the government turns the heat back up on the economy, these will be the ones to watch.
All storms eventually pass and in the wake of their destruction, painful lessons are learned and many things – not least our hands – are washed clean.
The majority of the data and graphs used in this article were sourced from a report initially produced by Richmond Events
Isolation is incredibly tiring when you are not used to it.
A multitude of extra, tiny decisions are taxing our brains.
There have been a number of interesting articles posted in The Conversation over the last couple of weeks that make for interesting reading. In particular, I was drawn to those articles about how Covid and lockdown are affecting peoples’ mental health. One article by Professor Ben Newell, a specialist in Cognitive Psychology at the University of NSW, made intriguing reading. So I wanted to share some of his comments and thoughts along with some of my own.
According to the research, all the extra tiny decisions that we have to now make every day are taking their toll.
But we may be getting tired for other reasons too. All those micro-decisions we make every day are multiplying and taking their toll. Our bodies and our brains adapt to patterns and routines and turn cognitive behaviours into mechanical ones. It’s the way our brains cope with the multitude of relatively mundane and basic decisions that we have to make.
New decisions, due to the change in circumstances, such as; should I go for a walk? Is it safe to pop to the shop? Is it OK to wear my pyjamas in a Zoom meeting?
All of these kinds of decisions are in addition to the familiar, everyday ones, like what shall I have for breakfast? What shall I wear? Do I hassle the kids to brush their teeth?
According to Professor Newell, we are increasing our cognitive load
One way to think about these extra decisions we’re making in isolation is in terms of “cognitive load”. We are trying to think about too many things at once. But our brains can only cope with a finite amount of information.
Researchers have been looking into our limited capacity for cognition or attention for decades.
Early research described a “bottleneck” through which information passes. We are forced to attend selectively to a portion of all the information available to our senses at a given time.
These ideas grew into research on “working memory“: there are limits on the number of mental actions or operations we can carry out. Think of remembering a phone or bank account number. Most people find it very hard to remember more than a few at once.
Coronavirus isolation can be exhausting, and it can affect how we make decisions.
To measure the effects of cognitive load on decision-making, researchers vary the amount of information people are given, then look at the effects.
In one study, they asked participants to predict a sequence of simple events (whether a green or red square would appear at the top or bottom of a screen) while keeping track of a stream of numbers between the squares.
Think of this increase in cognitive load as a bit like trying to remember a phone number while compiling your shopping list.
When the cognitive load is not too great, people can successfully “divide and conquer” (by paying attention to one task first).
In one study, participants who had to learn the sequence and monitor the numbers made just as many successful predictions, on average, as those who only had to learn the sequence.
Presumably, they divided their attention between keeping track of the simple sequence and rehearsing the numbers.
But when tasks become more taxing, decision making can start to deteriorate.
In another study, Swiss researchers used the monitoring task to examine the impact of cognitive load on risky choices. They asked participants to choose between pairs of gambles, such as:
Participants made these choices while also keeping track of sequences of letters played to them via headphones.
The key finding was not that increasing cognitive load made people inherently more risk-seeking (tending to choose A) or risk-averse (B). It simply made them more inconsistent in their choices. Increased cognitive load made them switch.
It is a bit like choosing the fruit salad over the cake under normal circumstances, but switching to the cake when you are cognitively overloaded.
It is not because a higher cognitive load causes a genuine change in your preference for unhealthy food. Your decisions just get “noisier” or inconsistent when you have more on your mind.
This proverbial wisdom (attributed to the Roman slave Publilius Syrus) rings true — with the caveat that we sometimes can do more than one thing if they are familiar, well-practised decisions.
But in the current context, there are many new decisions that we never thought we’d need to make. For example: Is it safe to walk in the park when it is busy?
This unfamiliar territory means we need to take the time to adapt and recognise our cognitive limitations.
Although it might seem as though all those tiny decisions are mounting up, it perhaps isn’t just their number. The root cause of this additional cognitive load could be the undercurrent of additional uncertainty surrounding these novel decisions.
For some, the pandemic has displaced a bunch of decisions (do I have time to get to the bus stop?). But the ones that have replaced them are tinged with the anxiety surrounding the ultimate cost that we, or family members, might pay if we make the wrong decision.
So, it is no wonder these new decisions are taking their toll.
Unless you have had ample experience with the situation or the tasks you are trying to do are simple, then adding load is likely to lead to poorer, inconsistent or “noisier” decisions.
The pandemic has thrown us into highly unfamiliar territory, with a raft of new, emotionally tinged decisions to face.
The simple advice is to recognise this new complexity, and not feel you have to do everything at once. And “divide and conquer” by separating your decisions and giving each one the attention it — and you — deserve.
This post was heavily influenced and used extracts taken from an article originally written by Ben Newell, a Professor of Cognitive Psychology at the University of NSW, that appeared in The Conversation.
People often say that everything in this world happens for a reason. Well, sometimes it’s hard to understand and often it can feel very unfair when you are the one that feels the full impact. Covid-19 indiscriminately affected so many of us. It all happened so quickly, that most of us had little time to adequately prepare. And now of course, many of us are already starting to contemplate, what happens next?
The eternal optimist in me says that we need to start planning and to prepare for life after this crisis, because if we were a good company going into this situation, then we can potentially be an even better company coming out of it too.
This disruptive situation has provided most of us with an opportunity to reflect on everything, and assess our strengths and weaknesses. We at Smart Recruit Online will be making some fundamental operational and strategic business changes as a result of what has happened, that is for sure, and I have been looking at new tools and systems that we will need to help make that happen.
Our strengths and areas of expertise will certainly remain within Online Recruitment. Specifically, in talent attraction strategy and recruitment management and selection process and delivery.
Our credentials going into this crisis, saw us consistently outperform every other online recruitment service when it comes to key recruitment metrics, such as application volumes, quality of applicants, time and administration efficiencies and successful fulfilment rates from direct applications and we intend for it to stay that way.
There will be significant challenges ahead when it comes to post-pandemic recruitment of staff over the coming months, as we get back to some degree of normality. With unemployment predicted to skyrocket, impacting application numbers and quality, having efficient systems in place is going to be crucial.
Having the best possible recruitment solution in place to assist you post-pandemic, when the upturn arrives, doesn’t actually require a massive investment of time or cost. SRO have been helping dozens of hospitals all over the UK to recruit front line staff during the crisis and have onboarded entire teams in less than an hour. We also have a free version of our platform and very competitive, low cost options, for paying customers that want to activate a wider range of tools and services.
Anyone can trial our full suite of products and services free of charge for 3 months and use this opportunity to build a business case that is based on evidence and facts, not a fancy sales pitch.
I would like to invite you to join us for an online demonstration, on how you too can quickly and easily get ahead of the game and prepare for the post Covid-19 era.
You can take a tour and then delay the start of your trial until you have your first campaign ready to go, so there is nothing to pay now, just 30 minutes investment of your time to join one of our system specialists and do something that will potentially enable you to deal with the recruitment challenges that lay ahead far more effectively.
Good luck to you and your business, we hope that you and loved ones stay safe and well.
Smart Recruit Online offers an award-winning talent attraction software that can streamline and revolutionise your recruitment. To find out what we can to for your recruitment strategy, book a demo by clicking here.
Even if we push aside the extreme market conditions that we are currently experiencing, most industry experts will agree that an overhaul of the way that the traditional independent agency recruiter works is long overdue. Contingency recruitment, in particular, has encouraged bad practice in many areas. This has subsequently lead to ‘the recruiter’ receiving its unfair share of bad press.
To appreciate how radical this transformational change could be, we need to quickly go back to basics. Starting with the genuine pains, challenges, frustrations, bottlenecks that clients say they endure and the recruitment objectives of what our prospective clients say they want to achieve.
Analysis of over 10,000 completed client surveys by the team here at SRO, highlighted the following items firmly and consistently in the corporate clients top 10 recruitment objectives:
The consistent elephant in the room for many professional recruitment companies is that their clients see them as the lesser of two evils. Simply put – they use them because out of necessity, not because they want to. This strains the relationship at its foundation and any positive transformation must involve a radical shift in perception.
This does not mean that there isn’t a role for the ‘independent agency recruiter’. In fact, according to the CIPD, REC, APSCO and the Office of National Statistics, UK business during the last 10 years, have consistently recruited around 20% of its staff via 3rd party service providers. This includes temporary and permanent staff.
Another more recent global report by AI market leaders, Burning Glass, confirms that around 80% of all hires now come via applications made online. That statistic reflects the increasing number of job-related searches taking place each month via Google. This is now in excess of 17m searches coming from unique UK IP addresses each month.
Subsequently, ‘prospective applicant’ behaviour is making the trend of recruiting online easier and more effective and when done properly, can dramatically reduce a company’s dependency on using agency recruitment services with a contingency fee model.
When we factor in the current market conditions there is a very strong business case for independent and agency recruiters to consider making that adjustment to their business model now.
If the independent agency recruiter is going to successfully reinvent themselves, they need to provide solutions that accurately reflect client demands first. Savvy entrepreneurs & investors will tell you that you must solve a real problem worth solving for customers first and develop your business model second.
That may sound straight forward and logical but that does not mean it’s easy. There is a good reason that most disruption comes from start-ups; they simply do not have the baggage of incumbent ideas and are not entrenched in yesterday’s models.
Of course, it’s hard to change the way we do things, especially when we have been doing things a certain way for a long time. That is why Smart Recruit Online has made this our mission – our raison d’etre is to devise solutions that accurately reflect client demands.
We achieve this by continuously innovating at the intersection between technology and phycology, between computer science and behavioural science. Whereas the recruitment ecosystem evolves constantly – this intersection remains the frontline.
As developers of recruitment technology solutions, we have drawn significant inspiration from the marketing sector in the last 10 years. Digital Marketing Consultants and Recruitment Consultant work in very similar ways. One is generating leads, while the other generates candidates. However, the marketing sector gets a lion’s share of investment and can rapidly embrace the fluid changes and uses of technology so much more effectively and quickly.
They are masters at developing evidence-based approaches and evolving creative new business models born from real data and focussed on true ROI.
Think Hubspot, Marketo or Infusionsoft for Digital Marketeers. These platforms and their advanced tools and methodology have become an integral part of the marketing arsenal, to the point that they simply would not be able to perform without them now.
Professionally presented dashboards, segmented with layers of detail and evidence validating each stage of the process are the norm. They highlight areas for improvement in real-time, enabling those real conversations we talked about.
Also, we must think about the one-dimensional commercial terms that an independent or agency recruiter typically offers. It’s a major part of the reason that only 20% of jobs go to this sector of the recruitment supply chain.
With some adjustment to your commercials and delivery models to reflect the level of difficulty and the work involved, you can quickly access the other 80% of jobs and increase your probability of commercial success.
Here is the full range of services that you COULD be offering. They cover every possible type of job and all the transactional options that the client has:
To get started you will need a technology partner, that can provide you with an advanced recruitment delivery platform (not a CRM) with a suite of best-in-class tools so that you can deliver the full range of services that actually meet the clients need. Services that have been developed around the 10 objectives highlighted at the beginning of this article.
Every journey begins with a single step, but the best journeys are those you embark on with the right partner in tow. Even the best climbers in the world don’t attempt Everest without a trusted team of Sherpas. With that in mind, we have done the heavy lifting for you.
We are a technology partner that can support you, develop the skills required and adapt to this more advanced way of working, with on boarding, training and ongoing support.
We will also help you access better online client branded media advertising packages, that you can resell media to clients, and that will ultimately help you and the clients to fill more jobs from direct applications whilst making you a profit.
It is important to note, that this is not an abandonment of the old ways, or a discarding your existing client relationship style. It’s a reinvention of your business and the services that you are prepared to take to market, in order to not just survive, but thrive within the Post CV19 world.
The first movers in this space will undoubtedly be the major players in years to come, so getting a head start in this traditionally slow to respond sector is an opportunity for those who want to capitalise on the inevitable rebound.
Remember the 3 types of people in this world, those that make things happen, those that get on board with what is happening and those that wonder what just happened.
Steven Covey states clearly in the 7 Habits of Highly Successful People, that the most common trait amongst highly successful people, is that they tend not to procrastinate once they identify something that makes sense.
Click here to find out more and to arrange a call with one of our systems experts. Ask about our 3 month Free Trial package, to help get you started.
The impact of Coronavirus on the UK job market isn’t so much about where the most cases have been recorded. Geographically we have seen regions that are more dependent on manufacturing, rental or holiday accommodation, travel & tourism being hit much harder than those regions with large numbers of cases, or where there has been more ‘Stay-at-Home working’ capability.
Detailed and comprehensive research and data analysis by leading AI software and labour analytics company Burning Glass has been conducted across the United States. The regions suffering the greatest jobs impact from the coronavirus pandemic aren’t those with the highest number of cases too. Those most dependent on the vulnerable industries, such as those previously mentioned, have been the worst affected.
Nationwide, new UK job postings dropped to more than 70% below the annual average in April. CV applications initially dropped to 21% below, but recovered to just 12% under the annual average, according to job board data provided by WaveTrachR.
Regions with the highest number of reported COVID-19 cases and early social distancing restrictions saw declines in job postings. Yet other regions with lower per capita reported cases saw much larger declines in job postings.
“The economic shock of the pandemic is a nationwide phenomenon, but just as some places are suffering more infections and deaths than others, some regions and sectors are suffering more economically – and the two aren’t always related,” said Matt Sigelman, CEO of Burning Glass Technologies. “The jobs impact is driven more by the underlying economy of a region or sector than how many COVID-19 infections it has or what kind of social distancing rules are in place.”
WavetrackR data and CV-Library data, confirmed that application numbers in the UK were down in 9 out of the 10 largest industry sectors in Q1 of 2020.
One thing is apparent from the lack of clarity coming out of both professional and non-professional channels. There is a lot of uncertainty when it comes to what the post Covid-19 business world will look like. History tells us the job market and the recruitment of staff provides real-time insights into economic recovery. It is likely that this crisis will be no different.
Common sense says changes will come at some point in the next few weeks. As the Government implements the first phase or wave or return to work directives. Especially for the most critical jobs and sectors, with a caveat that work-from-home jobs should remain as such, for as long as possible.
The sectors affected most by the crisis are also likely to be those effected longest. Travel, Events and anything that involves large unnecessary gatherings of people will require long term plans to help re-establish themselves.
Here is another data set generated by David Whitfield at The HR Datahub this week, outlining some of the key decisions being taken by businesses during the crisis:
Obviously there are some slightly shocking statistics in here. Most notably that nearly 50% of all companies surveyed anticipate making redundancies or enforcing reduced pay within 3-6 months.
Over the coming week, Job posting and application numbers will no doubt provide us with more meaningful real-time insights.
Smart Recruit Online offers an award-winning talent attraction software that can streamline and revolutionise your recruitment. To find out what we can to for your recruitment strategy, book a demo by clicking here.
Talent Attraction strategy is much more than just media acquisition, multi-posting and attracting applicants.
There is a defined art to delivering each component associated with successful talent attraction so that it optimises the outcomes during each stage of the process.
The art and techniques should be influenced by data and research, human behavioural science and tried and tested methods.
It basically consists of 3 primary elements:
Media Range: The breadth and range of media channels that your job actually goes out to.
Media Selection: An evidence-based approach to selecting the right media channels where your prospective applicants are most likely to visit and that give you the best ROI.
Improved Visibility: Increasing visibility within each media channel by manipulating the search engine, so that your job appears higher in the results, thus generating more views.
Increased conversion: Maximising applications by converting more views into actual applicants through better copywriting techniques.
Improved Capture: Avoiding the loss of any applicants in the first stage of the application process.
Improved Engagement: Avoiding early drop off immediately after the application takes place by deploying a reward and nurture strategy.
Getting all of this right for each individual job certainly isn’t easy, but many online recruiters consistently get this very wrong.
Working with our clients to generate significant tangible improvements in this area is certainly one of the most rewarding parts of what we do.
At SRO we have refined every single part of the talent attraction process, in order to optimise results and get more jobs filled with higher quality direct applications.
From job creation, channel selection, styling and tone, to applicant experience. We ensure that every touchpoint with each prospective candidate is designed to increase the probability of a positive outcome. To find out more request a demonstration of our platform.
Recruitment Trends in 2020
LinkedIn’s 2020 predictions for the world really got us thinking.
How will the macro trends, determined by such a rich data set (their entire 2019 content) play out in the world of recruitment?
The last decade has been the most transformative the recruitment industry has experienced. From the tools we now use, the processes we apply to even the language we speak – it has all changed.
A so-called RecTech revolution has impacted the way we attract, acquire, onboard, understand, manage & even reward talent. The cumulative impact has been a technology network effect. That is, not investing or engaging online is simply no longer an option.
Given that each company, department, and job can require its own unique approach, the need to enable more people with these technologies and tools has never been so apparent.
However, when you contrast all of the influencing forces impacting the job market economy against the vast range of solutions providers out there – it’s frankly mind-blowing! And depending who you talk too – better or worse than ever.
Keeping up with this pace of change and interpreting it so that you can hire or get hired in the most effective & efficient way possible – seems impossible.
However, the attraction, development and retention of the best talent are still listed as a massive concern for the vast majority of CEOs. As Mark Benioff, Founder and CEO of SalesForce, explained;
“Acquiring the right talent is the most important key to growth. Hiring was – and still is – the most important thing we do”.
The emergence of “employer”, “personal” and now “career” branding further demonstrates a radical shift in the world of recruitment.
So that’s my prelude, now let’s make sense of what I believe are the top 10 most significant trends.
There are many stages within the recruitment lifecycle where better decisions could be made. Unless you are on the OJ Simpson trial, the best choices are based on real evidence. In the world of business that proof is in the form of extensive data sets, aka “Big Data”.
The evidence-based recruitment trend will mostly be delivered by technology. AI, Big Data, Machine Learning, Predictive Algorithms & other cognitive technologies are going to enable this shift.
Thinking more intelligently about how we do what we do, based on facts, without slowing us down – will only make us better.
Several significant 2019 surveys confirmed that the perk that professionals appreciate and desire most – is time.
Expect the following “time perks” to continue and expand:
With cloud computing the norm and collaboration tools like Asana and Slack, the time sink of commuting every-day is being addressed. There is no more unequivocal evidence to support this than the adoption of Microsoft 365.
Even the company most synonymous with the desktop & office has its head firmly in the cloud.
Anyone born pre 1980 will remember a corporate world of reputable and trusted brands to work for and the concept that a “job for life” being desirable.
However, between 2000-2010, Gen X and Y shifted employee mindsets towards a “cool culture” as the most influential factor when looking for a job. Initially, this manifested itself in the form of egg-shaped chairs, casual Fridays, ping pong and a beer fridge.
Over the last 10-years, we have seen cultural trends evolve even further. This reflects the influence of the millennials, many of whom – now in their thirties – are calling the shots. And it’s more likely to be double expresso over tequila shots.
The beer fridge has been switched out to a smoothie machine and healthy eating options. Company happy hours? How about discounted or subsidised health club memberships and access to a range of wellness and mental health-related initiatives.
The newer generation genuinely cares about the environment and want to work for companies that take environmental issues and corporate responsibility seriously.
They also have no time for management speak, waffle words and lip service. Any divergence in the public image and the company culture will be exposed by employees anonymously via social media and platforms like Glassdoor.
Even a whiff of “David Brentitus” will be remedied with a level of ridicule that Ricky Gervais would be proud of. In an era where the Clickarazzi can make even the smallest infection go viral, keeping it real is the only way to win.
An authentic & caring culture might seem like a “nice to have” to many leaders, but the trend towards “must-have” is in full effect. If you want the minds of the next wave of bright young talent, you must first understand their hearts.
We have effectively moved from a ‘Cool’ to ‘Caring’ culture. The working environment has replaced the ‘family’ in terms of ‘who will look after me’.
At the point of writing this article, we are just a couple of days away from the 31st Jan deadline.
Markets do not like uncertainty, and the employment market is no different. I think 2018 took the brunt of the Brexit negativity with companies investing more in talent acquisition in 2019. However, this bad break up is not over.
Brexit is the single most potent force that could affect the stability of the British economy over the next 12months. Continued whispers of an economic recession refuse to go away. And subsequent caution and procrastination may resume when it comes to spending money on talent acquisition.
I am, however, relatively optimistic that we will grind out an acceptable deal with Europe and secure a good trade agreement with the US & other international partners. Hopefully, in 12 months, uncertainty will be replaced with optimism and Boris saying, “I told you so”.
Internal training, upskilling & reskilling programs combined with a far more proactive long term apprenticeship and graduate recruitment program that recruits from ground level up, seems to be the only reliable and sensible approach to plugging the skills gap.
Continuous increases in salary and the use of contract workers can not be the long term strategy. The competitiveness of organisations will continue to suffer if labour costs and price pressure are not rationalised with more proactive and forward-thinking workforce strategy.
In a rapidly changing, technology-driven world, it is very easy for individuals to get left behind. The government must anticipate this problem and policy must keep up with reality – even if it’s virtual.
New technology entrants focusing heavily on next-generation features, including social and video learning, microlearning and learner engagement have disrupted the traditional LMS (Learning Management System) market over the last few years.
Look for the emergence of Learning Experience Platforms (LXPs) to see where this market is heading in the future.
AI continued to make a significant impact on the recruitment environment last year and is set to continue for years to come.
Just as robotics has shifted mechanical tasks away from human beings, AI has the potential to impact so-called knowledge workers. Reskilling programs that are run either within colleges or the workplace can help address these issues.
Any company that fails to see the overall and ongoing role that variants of AI will bring to the table will undoubtedly get left behind. Burning Glass has demonstrated that AI is no longer a buzz in this industry – it’s in play today.
2020 will “clearly see” more technology platforms embrace and incorporate AI. Also, watch out for a new variant of AI dripping into our consciousness as Quantum AI joins the conversation over the next few years.
“Quantum recruiting” – you heard it here first!
Independent recruiters and HR professionals that deliver recruitment services directly to corporations will start to benefit from the lower costs of Talent Acquisition and HR Technology. While most already understand the benefits, they are put off by what the perceived investment would have on a “Me Ltd” business model.
The reward to the (early adopter) recruiters will be that more clients will that want to work with them. The independent recruiter model makes sense in the right situation. By adding a technology benefit (usually reserved for teams), it will make even more sense and therefore more money for the freelance professional.
The advantage to the client will be a deeper external recruitment partnership that can provide a more comprehensive range of recruitment & HR services.
Advanced recruitment platforms and tools such as Smart Recruit Online can become the cornerstone of the independent 2020 recruiter’s service offering.
High on the agenda for many companies are issues such as wellbeing, mental health, and diversity.
We believe that 2020 will trend away from a reactionary box-ticking approach to these critical issues – to a more proactive mindset.
Depression and anxiety alone cost the global economy more than $1 trillion in lost productivity every year, according to the World Health Organization.
As the millennial’s move from the management to the executive level of the corporate world – expect their values and concerns to permeate only further.
Most of us are aware of and probably already use an ATS or HRIS system for managing recruitment activity.
What you may or may not know is that ATS and HRIS systems don’t really do meaningful talent attraction. Or at least they do it poorly and in most cases are actually counter-productive to a direct hiring strategy. They also offer minimal configuration and customisations are usually very slow and very expensive.
Unwitting users are often stuck with a complicated, over-engineered one size fits all platform for several years. Modern recruitment platforms are cloud-based, plug & play, and acts like a configurable web application rather than a website. Think of a mobile device where each feature that you want to use is downloaded and activated like an app.
Next-generation software platforms are designed to be far more proactive and effective when it comes to talent attraction. They are simpler to use, provide a better candidate experience and cost a fraction of the price of an ATS or HRIS service. However, before you rush to throw away your ATS. First, look at whether the system you are considering can complement what you already have.
The recruitment ecosystem is fragmented. Centralisation systems are evolving to help users embrace and utilise the ever-changing best in class tools and services.
Despite the marketing hype, the idea that a single technology platform will be the “total” end to end solution – now and forever – will continue to trend towards nonsense.
A single dashboard that consolidates and generates management information from a dynamic technology stack should be the preferred end game.
I will paint the scene. You sign up for an expensive ATS or HRIS. Once the system is installed and you’re trained to use it, it’s as if the vendor no longer has any interest in you.
But now you’re signed up for the next 3 years. And that’s the SaaS model and good luck trying to get someone on the phone who can actually help.
Servicing models that take a proactive role in ensuring that users continue to get the most out of technology will be the trend as customer churn becomes the focus. Customer acquisition is only as powerful as customer retention when it comes to growth.
Beyond ‘services’, expect a commitment to performance becoming a vital feature of the current business models. This will, in turn, change the mentality of the vendor in terms of the ongoing development & support of their technology and customers.
Vendors becoming accountable for what their tech delivers is what the market wants.
Solutions providers understand that adapting and supporting an evidence-based approach to the processes that are applied will influence and optimise desired outcomes when using their systems. And we are back to prediction number 1 – Evidence based recruitment will become the norm.
Smart Recruit Online offers a multi-award-winning talent acquisition software that will streamline and revolutionise your recruitment strategy.
We offer a customisable cloud-based platform integrated with multiple screening tools, enabling you to make well-informed recruitment decisions.
To find out what we can do for your recruitment strategy, book a demo by clicking here.