We are in the midst of a war for talent and the tech industry is where the battle is really taking place. Ireland is known worldwide as a tech hub not just for tech giants, but also for tech start-ups and innovators. IDA Ireland estimates that the Irish information and communications technology industry employs more than 37,000 people, generating €35 billion in exports per annum. As the second-largest exporter of software in the world, the Irish software sector employs close to 20,000 people and generates about €16 billion annually. However, regardless of our excellent third level institutions, there is simply not enough available talent to meet the needs of this thriving industry
Attracting and retaining talent is imperative in order to survive and succeed in this environment. If we look at attracting talent there are some simple and effective ways that you can ensure you are competitive and stand out in the busy and noisy recruitment crowd.
Firstly you should make the recruitment process as streamlined and straightforward as possible for the candidate. Take a look at your interview process, does it involve multiple rigorous steps? A thorough interview process is prudent but is it necessary to have three interview rounds on separate occasions which may involve the candidate repeating themselves time and again to multiple stakeholders? Finding ways to make the process simpler and quicker is recommended, for example including multiple stakeholders on the same interview.
Be flexible and agree to interview candidates at a time that suits their busy schedule. It will be appreciated and the inconvenience of trying to do an interview at an unsuitable time can be off-putting for a candidate, especially if they are passive. In addition to this long application forms are an immediate deterrent to apply for a role.
Can some of the interview process be completed via video interviewing tools? Video interviewing tools can be a great enhancement to a recruitment process allowing the candidate perform a first round assessment at a convenient time and from the comfort of their own home. This also has benefits for the interviewing team who can view and share the candidate’s interview responses among multiple hiring mangers cutting down on the number of interviews that may be required and the amount of time that needs to be invested.
Top talent have plenty of job opportunities available to them and these candidates do not hang around in the market for long. Acting in a timely and decisive manner is important. Know what your hiring parameters are in advance so that you don’t delay the process going back and forth gaining approval. For example, know your scope in terms of salary range or your position in terms of remote or hybrid working preferences.
Strong communication is essential. Keep expectations clear throughout the process. If you tell the candidate that you will be back in 48 hours with a decision then do so. Make sure the candidate is aware of what the recruitment process involves from the outset so that they are prepared. Communication should be open and two way, the candidate should feel comfortable asking questions and the information provided should paint a picture of the role and what it’s like to work in your organisation. Aim for your interview to be more discursive rather than questions to and answered by the candidate alone.
On the same vain a clear and engaging job description is important. Even better is to be able to provide candidates with a realistic job preview, rather than just a list of duties on paper. This can be achieved by allowing a candidate observe or shadow the role in action, having a virtual tour of the work premises available so they can picture themselves at work, or through resources such as video job previews where you show what’s typically involved in the role.
You can go one step further and really engage the candidate by getting them involved in the role design. Allowing a percentage of the role open to personalisation to suit the skills and preferences of the candidate is a powerful draw for a candidate and is an impressive selling point, if you are lucky enough to have the scope to do this. You may have a job description that is 80% set but with 20% that gives the successful individual room to add value as they feel they best can, in line with business objectives and their strengths.
In the interview the candidate may typically meet someone from HR and a senior level manager. It may be more appealing for them to have a potential peer on the interview panel that can explain the role they do and what they can expect. It gives the candidate an opportunity to meet a future team member in person and ask them questions. You can also arrange for the candidate to have a call with a recent new starter who can testify how they have found the on boarding and training. Employee testimonials, either written or on video, are very engaging for a potential new employee.
According to the Harvard Business Review values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. Core values are the deeply ingrained principles that guide all of a company’s actions; they serve as its cultural cornerstones. A recent LinkedIn Workplace Culture report showed that 86% of millennials, who make up a significant proportion of today’s active workforce, would consider taking a pay cut to work at a company whose mission and values align with their own. Having strong company values which are clear from your website are a way to define your employer brand and stand out from the crowd.
In a similar vein to values, a recent Millennials at Work study found that 47% of the millennial workforce actively look for diversity and inclusion programs in their prospective employers before finalising a job decision. Having a clear emphasis on diversity and inclusion will not only entice potential candidates to your organisation it will also widen the available talent pool you are tapping in to and prevent unconscious bias that may limit your organisations talent potential. Make sure your interview panel is diverse to support better decision making as well as demonstrating the diversity that exists in your organisation.
In a recent Monster.com poll, full-time professionals were asked “which soft benefit (non-financial) is most important when looking for a new job”. A substantial 69% of respondents choose flexible work schedule/work-life balance. Make sure you highlight your organisations flexibility and commitment to work life balance at different stages throughout the recruitment process, for example mention items such as flexible working hours, hybrid working or additional annual leave days in your job adverts.
Looking to the workforce of the future, flexible work arrangements were the top priority for 62% of Gen Z respondents in a recent survey by CNCB emphasising the importance of being open to flexible working arrangements. Gen Z workers are often looking for an experiential rather than traditionally vertical working life and will be more open to lateral moves within your organisation opening up greater talent opportunities within your existing talent pot.
It can be difficult to always stay ahead in terms of salary but reviewing the benefits on offer for the role may just give you the edge. Finding out what is important to your candidate and tailoring some benefits to suit their preferences can help you remain competitive. And remember the workforce of tomorrow is looking for more than just the highest financial reward! Make sure your offer to you talent target takes a holistic review offering varied in role experiences, personal and professional development opportunities and support for their lifestyle preferences, values and wellbeing. Check out another in our blog series Preparing your business for the great reshuffle to find our why this holistic view is more important than ever!
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