You’d think that with over 4 million Americans out of work at the moment (for six months or more defined as long term unemployed LTU), more people would’ve wisened up to the fact that traditional hiring practises are restricting HR from optimizing their abilities to make real change for all.
Yet here we are, staring down the long extension of the pandemic with thousands of Applicant Tracking Systems and People Management software options, but we’re still a long way off seeing a change in hiring in the mainstream that will allow:
HR to be seen as key decision-makers and strategizers for company growth
talents to truly carve their place in the workforce.
Thankfully thanks to advocates like LNRD, HR is being given a chance to advance their processes to be more in line with the ever-changing world. Let’s look at some trends that are appearing in the industry.
The existing talent pools are shallow — HR will need to find new fishing spots.
There’s no talent shortage or war on talent. Recruiters are just looking for top talent in the same places — which is driving up demand, creating a poaching mentality, and generally perpetuating a competitiveness around hard-to-fill roles.
Autodidacticism or learning on the job is common practice, which is pushing education pedigree further out the picture. Due to this disruption in education and formal learning, alternatives like the Lambda School and Jolt enable talents to learn their skills outside traditional institutions, meaning recruiters will need to fish further afield than hiring alumni’s from technical schools or colleges.If companies were to de-prioritise formal education, they’d open themselves up to a wider talent pool. An additional by-product would be a fairer hiring process — less unconscious bias and discrimination and more inclusion.
UNBOXABILITY IS KING
Though skills and experience are crucial — HR can’t ignore ‘potential’ as a predictor of success.
The skills needed for our future roles are currently unknown, but right now only 29% of new hires display all the skills required for their roles with the expectations that up to 10 new skills will be required within 18 months.
As hard and soft skills are constantly evolving and roles are becoming more fragmented, putting traditional job title labels to one side would be key for companies to open their minds to ‘what’ is needed, not ‘who’ is needed. Reverse engineering a role means recruiters can craft a more accurate, skill-focused spec. HR and hiring managers can work together to surface on a very granular level exactly what skillset is needed for a role, and find the candidates that best suit it. Plus, talents would be more open to roles that are uniquely constructed because their uniqueness is being acknowledged.
TALENT HAS THE POWER
The ‘power’ is moving into the hands of talent; talents are in demand not roles (especially in hi tech), which will basically allow people to be more picky. With higher expectations than ever, they won’t be pulled in by ‘cool’ offices or a state of the art coffee machine anymore, especially when there’s companies out there offering them much more, like room to grow humanly and professionally, and working to make an impact on society.
Now that due diligence is conducted by talents looking to know more about companies’ leadership styles and values, it will become even more important for them to find roles with purpose and meaning. And if they’re already employed, they’ll really need a genuine incentive to move that doesn’t jeopardise their integrity.
So what can companies do to make this all come together?
And find their competitive advantage.
If you need help shifting your hiring processes, our Early Adopters Program is open. Visit lnrd.io for more information.