Seb O’Connell, Cielo’s Executive Vice President and Managing Director – Europe, provided some insights for the June 2015 issue of Recruitment Grapevine in an article entitled: Power Shift: Recruiting in a candidate-led market (page 13). The Office of National Statistics (ONS) in the United Kingdom recently released new workforce data, showing unemployment at a low of 5.5% and demonstrating that many new jobs are constantly being created. This has led to experts calling the employment market “candidate-led,” where individuals have more freedom and power to choose where they want to go.
Excerpts from the article:
Seb O’Connell, Executive Vice President & Managing Director for Europe at Cielo says that with this in mind it is vital that businesses adapt their attraction and retention strategies to become more responsive, flexible and forward-looking, taking full advantage of advances in technology. “In recent years, the C-Suite realised that talent strategies directly impact business success, but there is still a long way to go. While we’re seeing increased optimism in the jobs market, and more career opportunities, the competition for talent continues to grow and challenge organisations. Businesses have to work to attract and retain the very best talent.
“At a day-to-day level, the search for top talent has evolved to incorporate new technologies. To compete with the changing jobs landscape, employers are looking to streamline their recruitment processes with the latest tools, including social, mobile, analytics and cloud-based methods. But while this ‘high tech’ wave can create efficiencies, it’s vital that firms work with recruiters who combine the technical approach with a deep understanding of the business and its values in order to seek out and engage exceptional candidates. Filling roles with the very best talent rests on getting this balance between technology and human skill absolutely right.”
There is no doubt that attracting top talent can be challenging, but the rewards of a well-constructed strategy are enormous and can mean the difference between a satisfactory candidate, and the best candidate for the role. O’Connell warns that firms with a less than adequate application process risk not only losing candidates for future job roles that they might be more suitable for, but also losing future referrals from employees and even customers. “Retaining strong performers requires a concerted effort that lasts long past the offer letter. Outlining clear role objectives and areas of ownership help employees feel they are meeting their goals, and challenge them to keep aiming high as their career progresses.”
For the article’s complete insights, please visit page 13 of the June 2015 issue of Recruitment Grapevine: