![]() ![]() Not only are current employees paying attention, so are job applicants who prefer to work for an organization that strongly supports and aligns with their principles. Moreover, building a diverse workforce can create a more collaborative, inclusive and unique culture, which can help retain current employees and encourage a company’s recruitment activity. Iman: A strong and effective DEI strategy is critical for every business. Jeff: How important is DEI and how can HR include it in their recruitment strategy? Given that there is a talent crunch in many industries, organizations will have to be willing to listen to candidate priorities, and to adjust their employee value proposition accordingly. Iman: Great question! With 63% of people starting to think about leaving their current role, recruiters will need to listen closely to what employees are looking for, and effectively illustrate how a potential employer can meet their more heavily weighted priorities. This can be illustrated directly within job postings and/or highlighted during conversations with potential employees.Ĭonversations with candidates will also have to be a lot more candidate-focused and organizations will have to be more flexible when recruiting. ![]() ![]() The pandemic shifted such priorities for a great deal of workers. While salary and benefits historically topped the list of incentives for current and prospective employees, a recent ADP survey found that a new top priority has surfaced over the past couple of years – work-life balance.įurthermore, with 15% of workers transitioning to a new role or industry during the pandemic, we were curious as to why they chose to change career paths. We learned that workers were looking for positions that supported changes to their personal lives (33%), expressed a need to limit workload and stress (29%) and desired more flexible hours (28%). These are the type of priorities workplaces should be thinking about and offering if they are competing for talent. 2022 has been coined “The Year of the Employee,” meaning employees have the power to share their priorities and what’s important to them, inside and outside of the workplace, and to choose organizations that best support those priorities. It can also mean that the positions available aren’t attractive enough for candidates. It can mean that there isn’t enough talent to fill the available positions in an industry, or that there are many organizations competing for the same talent. Iman: To me, the term “talent crunch” can mean many different things. Jeff: How would you define the term ‘talent crunch’? We need to treat candidates the same way we treat customers, first attracting them with a strong employer brand and then guiding them through a process that reflects the alignment of company and their personal values. Prior to the pandemic, the introduction of automation and AI processes allowed for better candidate pool targeting and screening. The pandemic highlighted the need to find a balance between these technologies and a more human-centric approach, where candidate engagement is prioritized. Iman: HR professionals have always had reason to embrace new technologies, especially those that grant them more time for activities that focus on the human element in the employee experience through the employee lifecycle. Jeff: How do you feel the recruitment process was changing before the pandemic arrived – and how did the pandemic accelerate these changes? Read on for an extract of their conversation about the evolution of recruiting. ![]() Jeff Livingston, host of ADP Canada’s podcast recently sat down with ADP Executive HR Relationship Manager Iman Masud, ahead of their June 2 nd “ First Class Recruiting Tactics During the Talent Crunch” webinar. ![]()
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