In 2019, 19% of Americans 65 and older were in the workforce — a 7% increase from 1996. By 2026, that number is predicted to grow to 22%, according to estimates from the U.S Bureau Of Labour Statistics. Interestingly, this wasn’t always the case. In fact, a 2019 research by Deloitte showed that 67% of companies still consider older age to be a competitive disadvantage. However, as a business and workforce, you stand to gain a lot from attracting senior employees to your organisation. With the right jobs and the right support from their employers, older workers can add a wealth of experience, innovation, and add needed diversity to your business.
Older workers are known to be more loyal which means your employee turnover rate is diminished. In the Pew Research Center’s Social & Demographic Trends project, 54% of workers aged 65 and older are employed because they want to be and not because of need or money. Their desire to be employed means they are driven by passion and career fulfilment and are less likely to be constantly on the hunt for a better paying job.
Older workers also come with years of experience in the workforce and a pre-built professional network. With such experience behind them, your business can utilise their acquired skills and past experiences to launch new, reinforced strategies. They also tend to be better in customer-facing and high pressured roles thanks to improved communication and leadership skills, giving you just another reason to consider older workers for jobs. Once you realise the immense benefits of including older workers in their workforce, you must then focus on how to attract such talent. As an employer, the message, method, and channels you use in recruitment will determine the quality and demographics of your potential candidates.
Many companies across America now offer innovative programs aimed at mature workers in the market including fellowships and return schemes. To use this as inspiration, employers must be prepared to amend the terms of employment to suit older candidates such as offering reduced work hours, emphasized medical and wellness benefits and paid training opportunities for older workers looking to switch professional paths at a later stage. This way companies can still access the merits of hiring an older worker, while senior workers can achieve a work-life balance in retirement.
Another way to attract workers from a mature age pool would be to work in conjunction with local and national organizations — such as community volunteer organizations— to become a point of recruitment. One glance at community programs and volunteer effort shows that a majority of people running these groups are often retired and looking to occupy their time.
Employers must also focus on the employment packages offered to their current workers as well. Many older job seekers that are close to retirement age or those not wanting to commit to a full-time job after 65 feel discouraged to even apply to open vacancies since they only have a few years left or seek amended terms. Offering a phased retirement can address this and encourage more seniors to apply for an opening in your business. It can include a gradual reduction in hours and responsibilities or the option of switching to part-time employment or moving into a consulting role.
You can also work with recruitment agencies and online talent platforms that cater just for mater workers like Operation A.B.L.E that works with those aged 55 and older. Above all, rethink your strategy to recruitment and the benefits lesser employed groups such as mature workers can add to your business and beyond. Doing so will not benefit your bottom line and brand, but impact the economy, the wellbeing and the lives of the workforce at large.
Smart Recruit Online offers a low cost multi-award winning online recruitment service with a 98% independent customer satisfaction rating and the highest direct-hire fill rate in the UK.
To book a demo with us and learn more about how our technology can transform your recruiting process, click here.
Is the traditional CV now dead? by Mark Stephens.
An article that I read this morning encouraged me to share a few thoughts and insights on this topic.
Increases in attrition levels and longer bedding in periods before new hires become productive are becoming more commonplace, and can often be traced back to poor or inadequate recruitment practices.
Most of us understand that if you want to evaluate prospective candidates properly, then you will need to dig far deeper than the traditional CV.
You will also need to go beyond a telephone interview, and if you want your onsite face to face meeting to be effective, then you will need to do a lot more ahead of that interview, to evaluate the prospective employee that you are meeting with.
Few people will argue against the opinion that a CV is a one-dimensional document, that I like to think of as a business card, but rarely, if ever, will a CV tell you everything that you need to know about someone, before hiring them.
And yet more than 50% of hires in the UK ever go much beyond the CV, before moving onto a telephone interview and then to a face to face meeting.
Deloitte, in its 2019 Global Human Capital Trends Survey, showed over 70% of employers cited recruitment as a critical business issue, and if you go back a few years to the last CIPD survey of over 1000 business owners, over 90% stated that the recruitment of staff was the most critical issue influencing effective growth within the organisation.
So it is slightly disturbing that so many recruiting businesses, fail to apply the right level of due diligence.
Recent surveys indicate that current national attrition rates are massively up and are, of course being affected by the current record low unemployment rates we are experiencing, but there is also a lot of evidence to prove that there is a direct correlation between employment longevity & new hire productivity, and the quality of due diligence performed during the applicant screening process.
Here is a selection of the most common forms of due diligence that can be delivered as part of your assessment process:
– Industry and Job Knowledge Tests
– Competency-Based Assessments
– Skills Assessments
– Gamification or Task Orientated Tests
– Cognitive Ability Tests
– Critical Thinking Test
– Creative Thinking and Problem-Solving
– Numerical Reasoning
– Aptitude Tests
– Cultural Alignment Profiling
– Behavioural Alignment Profiling
– Emotional Intelligence
– Team Fit
– Personality Profiling
– Presentation and Communication Profiling
– Background and Reference Checks
In reality, it is impossible to consider running too many of these tasks, which is why consideration needs to be given on a per role basis as to what due diligence is most appropriate to the position being recruited for, in order to provide an effective holistic assessment of the prospective employee.
The traditional CV should at best form part of a well thought out set of screening tasks and references that contribute towards the interview selection process.
Better screening can also remove the need for multiple on-site interviews, which, in my experience are often costly and unnecessary.
Decisions at face to face meetings are also often heavily driven by gut feelings, so it makes sense to do the formal groundwork before-hand.
By adopting a good talent attraction and recruitment management system as the centrepiece to your recruitment strategy, will also contribute towards applying better practices as it makes it easier and more effective to issue and draw conclusions that assist in making the best hiring decisions.
More about the author
Mark has established a reputation for his passion and enthusiasm over twenty years working in the recruitment industry, both client and agency side. For the last seven years, he has been researching the recruitment landscape from both a technology and people perspective. His insights into market trends are often used and quoted across the industry’s leading publications.
His company, Smart Recruit Online, have been the winner of 5 international awards for technology innovation and Recruitment Technology in the last 18 months and currently hold the accolade of filling more jobs from direct applications for their clients than any other online recruitment service in the UK.
Smart Recruit Online offers an award-winning talent attraction software that will streamline and revolutionise your recruitment strategy.
We offer a customisable software platform integrated with multiple selection and screening tools, enabling you to make well-informed recruitment decisions.
To find out what we can to for your recruitment strategy, book a demo by clicking here.
Job Skills Needed for HR Leaders of the Future by Lars Schmidt.
Human resources originally evolved out of a personnel-based function rooted in administrative and compliance-driven tasks that historically haven’t been perceived as adding value to organisations in the same way that sales, marketing, or engineering do. And if you dissect old-school HR teams, you’ll find many practitioners who’ve spent most of their careers in the field; career paths have tended to be linear, rising from coordinator to manager, ultimately all the way up to the top chief human resources officer (CHRO). This career path meant the function was rarely infused with perspectives and practices from outside the field, and often led to insular ideas on what it means for an HR professional to support the business.
Times are changing. According to a report last year issued by HR Open Source (HROS), the community platform for HR professionals that I co-founded, 68% of current HR professionals have worked in fields outside of human resources. Inevitably, they’re steadily cross-pollinating the HR function with new skills and ideas that organizations should be all too eager to embrace. Still, modern HR requires more than a semantic shift from “human resources” to “people operations.” It requires broader capabilities and job skills than have typically been demanded of HR professionals in the past–allowing them to tackle critical issues ranging from sexual harassment to emerging recruiting technologies, not to mention a business and industry acumen to rival their executive peers.
With those needs in mind, here are a few big-ticket skills that HR leaders will need in order to adapt to the future of work.
Something transformative seems to have happened over the last decade or so. As the field of “employer branding” matured, HR added a rarely used term to describe itself: “creative.” HR is now on the front lines of most company’s branding efforts, telling stories and shaping prospective hires’ perceptions of what it’s like to work in your organization. That’s pushing HR professionals to coordinate with marketing teams, making sure the organization’s people narratives support and align with its consumer branding. As a result, modern HR leaders need to think much more creatively than their predecessors. They should understand social media and digital engagement as well as the types of compelling and authentic messages to attract the right talent.
According to HR tech analyst William Tincup, there are over 24,000 HR software tools on the market today, with recent estimates valuing the market at some $400 billion. Artificial intelligence, bots, blockchain, automation, and technologies are rapidly transforming the HR technology ecosystem. But that’s no guarantee they’ll all be adopted, let alone implemented properly. Indeed, separating hype from substance and finding effective ways to harness emerging technologies in order to execute an effective people strategy is now a vital skill. This is particularly true in small to mid-size organizations where HR leaders often run lean teams without dedicated HR analysts to advise them.
Any effective leader who represents and manages employees needs great communication skills, and HR leaders are no exception. But skill with narratives that can influence and engage people–both inside and outside the organization–will be even more vital in the future. As human resources become an ever more public-facing function, HR leaders will need to be able to articulate an organization’s value propositions as an employer, not just as a company that sells a product or service. And being able to connect with a broad range of audiences through compelling stories is key. It’s what inspires people to rally behind a company’s mission and purpose–and, ultimately, decide to apply to jobs there and stick around once hired.
While hardly a new skill set for HR executives, the complexity of modern business and the expectation that HR leaders will be trusted advisers to the CEO, make deeper business and operational knowledge all the more critical. Effective HR leaders now need a strong grasp of their organisations’ business model and market strategy, industry dynamics and competitive landscape, and how all those components impact human capital–from hiring and performance to diversity and inclusion. What’s more, HR leaders will need to develop adaptable people strategies that can evolve with the business.
So it’s no surprise that one of the most significant shifts in the field over recent years is the focus on data. In the recent HROS report, “people analytics” was the field with the highest increase in expected impact (22%) among HR professionals, 48% of whom said their organizations planned to invest in people-analytics software over the next three years. This means that modern HR leaders have growing access to enormous amounts of data on recruitment, retention, performance, productivity, employee satisfaction, and more. How they gather, evaluate, and ultimately interpret that data to drive their strategy is what’s really important.
This list of emerging job skills for HR leaders is far from comprehensive. Empathy, compassion, emotional intelligence, knowledge of diversity and inclusion issues, coaching, and more are all vital elements of HR’s expanding role. Which traits might be more critical than others may depend on the leader, the company, and its culture. Still, a broad skill set is vital–not just to bring HR out of the back-of-house position where it’s long languished, but to bring entire companies forward into the future, too.
By Lars Schmidt
Offering support for both recruiters and on-site HR workforces, Smart Recruit Online helps businesses find and hire the best talent more efficiently. To see how SRO can improve your talent acquisition, campaign management, and candidate screening workflows, book a demo today.