Recruitment and retention amid the Great Resignation have recently been hot topics across businesses.
The Great Resignation, a widely used expression referring to the mass departure of employees from their jobs due to the Covid-19 pandemic, has resulted in many companies facing major staff shortages as workers seek out new roles. Fields currently seeing the highest levels of resignation are the tech and healthcare industries, with workers aged 30–45 leading the trend.
Companies need to be more flexible in recruiting new employees and show they are willing to evolve in a changing work environment while valuing their current workforce.
Tending to staff needs is just as important as focusing on new hires, as a company with a good reputation and happy staff will be more desirable to those seeking employment.
The experts at Hogan Assessments have carefully cultivated five tips for recruiting and retaining staff during the Great Resignation to allow companies to paint themselves in the best light as they seek to fill roles and build the best team possible.
Identify candidate goals
It is important to focus on each potential hire’s goals and see how well they align with a company during the hiring process.
62% of HR directors believe that workers will need to hone their current skills or acquire new ones once a year to maintain a competitive advantage in a global job market. They are providing employees chances to upskill means investing in their future. Organisations must be willing to make these investments and offer new hires the necessary support and training opportunities to advance their careers.
Embrace flexibility within the workforce
The pandemic proved that people could be just as productive working from home as working within an office environment. Two out of three employees are now looking for flexible working opportunities as they believe it makes them more productive. 30% of employees globally stated they would quit their job if they were not offered a long-term, flexible hybrid working model.
To be competitive in the hiring market, it is important to listen to employees’ wants and shift business models to suit this new working era. Embracing more flexible working hours will make a company more attractive to new hires and help satisfy staff needs.
Ask employees for connections
A pool of well-trained employees that already work well within a company might be beneficial in terms of the network of contacts they can provide. Try asking current employees if they have any similar connections and keep them engaged in the hiring process by asking what they would look for in any new candidates. This exercise will benefit retention and help engage the workforce in the hiring process.
Showcase employee benefits
Many employees feel like those in a leadership role are out of touch with the needs of the average worker, with 54% of the general workforce feeling overworked and underappreciated. Potential recruits will be more likely to take a job if they feel like the company will look after themselves and their families. Highlighting employee benefits and additional support is necessary for any organisation.
Offering benefits such as mental health resources, subsidised childcare, and paid time off are just a few examples of how an organisation can improve employee satisfaction levels and establish its business as one that appreciates its staff, making it more attractive in a competitive hiring market.
Highlight and elevate the purpose of your company
While benefits and salary are important to potential hires, many employees want to work for companies whose missions and values align with theirs. It is important to lead with what a company does and how they wish to operate to sway potential hires.
Highlighting sustainability strategies, a diverse workforce, and programs that help women in the workforce can help differentiate a company from one that is just focused on the bottom line. A belief in what a company stands for or is trying to achieve is important to employees, particularly in busy or challenging times. Leading a recruitment strategy with these values will result in a loyal staff willing to work hard to achieve the company’s vision.
‘Resignation levels are the highest we have seen in recent memory. Employers must take a data-driven approach to determine why people are choosing to leave and who at their company has the highest turnover risk,’ Adds Dr Ryne Sherman, chief science officer at Hogan Assessments, ‘Recognising and addressing the root causes for these resignations will be key for any employer to retain and attract top talent.’
Melvyn Payne, commercial director at Advanced Peoples Strategies Ltd, remarks: ‘In the UK, for the first time, there are more job vacancies than people registered as seeking work, so not only do existing employees have more choice of who they work for, but potential replacements are harder to find if they leave.’
‘When (potential) employees have more choices, our clients use the results from Hogan Assessments to predict possible skills and risks and better understand what an individual values in their career – why?’
‘Employees tend to leave their manager, not the job or organisation, so being in tune with what motivates them and gets them out of bed in the morning can be helpful for a boss. It allows them to reflect on how, and where, to adjust their behaviour and communication style to get the most out of the existing employment relationship or attract the right talent.’