Understaffed? You’re not alone. According to the latest Bureau of Labor Statistics report, U.S. employers are competing to fill a staggering 11.5 million open positions. The burning question: what’s an employer to do with an impending recession?
In such a hot labor market, those tried-and-true recruiting moves may not be enough. Since the pandemic, workers have changed—hence the Great Resignation. In order to attract top talent, employers must change, too.
Now’s the time to review your recruiting practices with fresh eyes—to let go of the past and try something new. Need some status-quo busting ideas to get started? No worries, we’ve got you.
Some skills can be learned; others are innate. Once you know which are which for your organization, you can recalibrate job requirements accordingly. For example, do applicants really need two or three years of direct experience for a given position, when one year—plus the right aptitude and attitude—will more than do the trick?
By strategically loosening job requirements, you can broaden your candidate pool.
Serious question: are your job posts written to attract candidates, or are they off-putting lists of duties and demands? In order to court more applicants, try rewriting those posts from the candidates “WIIFM?” point-of-view—i.e., What’s in It for Me?
Whether it’s your flexible scheduling or great company culture, make it crystal clear why candidates will love working for you.
3. Give Workers What They Really Want
Competitive wages are important, but today’s job-hunters want more than money—they want happiness. If you think a recession will change that, think again. According to one recent survey, one-third of workers who switched jobs during COVID actually took a pay cut in return for a better work/life balance.
That translates to offering perks like more time off, flexible schedules, and occasional remote work opportunities. These are not huge asks—and you’ll not only improve your hiring rates, but your retention rates, too.
4. Redefine Your “Perfect” Candidate
No matter how inclusive your organization strives to be, you may harbor a few lingering, unconscious biases. For example, one UCLA study revealed that HR professionals are less likely to choose candidates who are unemployed when they apply.
Ditto candidates with criminal records. A 2021 SHRM survey revealed that just over 50% of HR pros are willing to hire ex-cons, although three-quarters of businesses who’ve done it say that ex-cons are just as—if not more—dependable than other workers.