COVID-19 has brought a number of changes and opportunities that have accelerated the transformations already underway, including with reference to the digitisation of recruitment and talent management. It has also impacted both the supply and demand for talent, calling for greater flexibility in talent acquisition, management and retention. Employees have viewed the pandemic period as a reason for examining their business lives to date, and many have contemplated leaving their current jobs after reconsidering what they expect from their employer and their prospective careers. In order to win the war for talent, you may need to review your sourcing policies and you offer at stake.
Towards work with a human-dimension – a strategic priority
The future will not be free of challenges – adapting to change, prioritising and being able to manage through volatility will be essential to ensure your business succeeds in the marketplace. Some people have reacted to the pandemic as if it were just a short-term phenomenon, and as if things were to return to the situation as it had been known before 2020. Others saw an opportunity for change, one allowing them to adapt the nature and location of their work to build a long-term advantage, stemming from such factors as more and more global and virtual teams made up of specialists from all over the world. But the most successful companies will be those that focus not only on the technological solutions and opportunities that remote working has opened up, but also on the human aspect, commencing the process of making the future of work more human-oriented by optimising human potential in a technology-driven world. This includes the talent ecosystem – such as identifying the capabilities required for success or identifying and unlocking human potential both inside and outside the organisation using technology.
What trends should recruiters keep in mind?
Uncertainty and fluctuations in the labour market can occur at any time – these will often be temporary, but can be particularly painful for companies that would like to find new employees quickly. Many people have also used the time of pandemic to invest in their skills, including taking various online courses, but also exploring new industries or taking on freelance work. This translates into the value of such people and the possibility to apply for better employment opportunities.
A permanent change is also observed in attitudes towards remote and hybrid working, which tends to be no longer viewed as a benefit but as a new standard. Many people have appreciated the flexibility that remote working has provided, which has also translated into a better work-life balance. On the other hand, this form of work has proved particularly difficult for parents of young children. During recruitment, it should therefore be essential to consider flexible forms of work and possible help to meet employees’ needs that do not directly pertain to professional development, such as childcare. This gives you a recruiting advantage and therefore increases your chances of finding suitable candidates.
Are traditional benefits attractive?
The pandemic has also changed the value of perceived benefits – by way of illustration, it is difficult, to partake of fruit Thursdays while working remotely. Instead, the value offered to the employee (EVP) and experience is gaining in value. What is important here is to really show that the employer cares about its employees by understanding personal and professional challenges – including those related to external factors that can cause stress and reduce employee productivity. Employers should also take into account the differences between employees and their needs by offering the most personalised support possible – this can be made easier by presenting a range of rewards and benefits from which employees themselves choose those that are most attractive to them. Invariably, it is attractive for all talent to be recognised for their achievements by their superiors – both in one-to-one meetings, and in company forums such as meetings (including virtual ones) and using internal channels.
How to win the war for talent?
The following actions will help you attract new talent and retain your best employees:
- creating clear and attractive job offers, also in terms of expectations from the new employee;
- using multiple channels for recruitment, including within the company;
- offering flexible employment conditions – both in the form of working from the office, and remote or hybrid work;
- personalising benefits and development opportunities within the company;
- ensuring work-life balance;
- showing open recognition and appreciation by the organisation;
- valuing and promoting diversity, equality and inclusion.
Virtual recruitment has proven greatly successful during the pandemic – even after it allows you to both reach candidates faster and benefit from a more diverse pool of potential employees. Also, don’t be afraid to take advantage of modern solutions that not only allow you to recruit remotely, but can also simplify the entire process of acquiring new talent. Automating tasks will allow you to spend more time creating a candidate experience, putting you ahead of the competition.
 Erica Volini, Steve Hatfield, Nicole Scoble-Williams, “From survive to thrive: The future of work in a post-pandemic world” (https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-the-future-of-work-post-covid-19-poc.pdf)
 Sailee Sarangdhar, How Recruiters Can Adjust in a Pandemic-Era Job Market (https://pipeline.zoominfo.com/recruiting/hiring-post-covid)
 Gautam Sahgal, How to win the upcoming post-COVID-19 war for talent (https://www.unleash.ai/change-management/how-to-win-in-the-upcoming-post-covid-19-war-for-talent/)