1998 was when McKinsey released a paper on “the war for talent.” That was 20 years ago.
In the intervening time, we’ve had much less a war for talent — i.e. getting good people — and much more a war on talent, i.e. alienating the hell out of job-seekers. That’s not good, and you know what? Talent management experts agree, telling Fast Company recently that:
Instead of winning a war for talent, organizations appear to be waging a war on talent, repelling and alienating employees more successfully than harnessing their skills. The result is a highly inefficient job market where most companies complain about their talent shortages while most employees complain about their pointless jobs. The definition of a bad deal is when both sides lose.
How can we improve what’s happening here?
Most people who come to run businesses believe these concepts are important:
People are important, but these concepts are often more important. Even if we don’t always want to admit it, many executives view people in the lower and middle ranks as interchangeable. This is why companies often don’t invest in training, because the executive-level theory is “Why pay for something if those people are going to leave anyway?”
The cost/process/scale model is a little flawed, because of a few other factors:
We mostly have inefficient hiring processes and we oftentimes alienate our best candidates at a time when we need to be doing the opposite.
The No. 1 complaint that most tech job candidates have is a variation on the following:
These are both solvable problems.
More communication: Use email automation and chatbots. Allow FAQs to be handled in that manner. Set up a trigger with your ATS so that candidates get updates on their status at 1, 3, and 5 weeks. Design a more empathetic “Sorry, you didn’t get advanced” email.
Generic Process: Bring in third-party experts, or have members of the team that the candidate will join do early-stage interviews. Make sure the hiring manager has justified why he/she needs this job open. Make sure the hiring manager can explain what the role does. Make sure he/she can explain that to the recruiter.
If you want to improve your recruiting processes and get the best tech talent possible, you need to operate at this intersection:
Author: Deepti Yenireddy
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