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Close the Skills Gap by Attracting the Best and Brightest Talent Everywhere

The economy is improving, and changes in social norms have raised the stakes in recruitment. At the same time, there
doesn’t appear to be enough people with the right complex skills entering the job market. How do you recruit the best and the brightest when there are five generations in the workforce? How do you reach them at all?

According to a recent LinkedIn study, approximately 25% employed people are actively looking for their next role. However, a staggering 60% can be swayed to talk to a recruiter or their personal network about new job opportunity. And with the idea of a “job for life” long forgotten, talent is more willing to move than ever before.

Recruiters are vying for the attention of a limited talent pool. But as we see from this LinkedIn survey, it’s not because people are not looking. In today’s competitive talent market, recruiters are tasked with finding talent that possess complex skills needed to guarantee
future business success. And sometimes, these skills are so unique that it’s like finding a needle in a haystack.

3 ways to find a candidate for that hard-to-fill position

With 7 billion people inhabiting our planet, how do you find that one person that can help raise your brand to superstar status? Here are three strategies for attracting the best and brightest talent our world has to offer.

1.  Target potential candidates before there’s a new job opening

     Data is everywhere. So why should data scientists and analysts have all the fun? Data mining for recruiters can be as simple as a      Google search, a trip to Facebook or Twitter, and a visit to key blog sites. However, if you really want to take advantage of all that      data, you need tools that can help you pull it all together, analyze it, and uncover critical insights. With some of today’s recruitment      analytics tools, recruiters can pinpoint strategic geographies—even specific neighborhoods, college campuses, or competitor office      buildings—to attract top talent. You can even find out which social media channels your potential talent pool uses to connect with the      outside world.

     But analytics doesn’t just show you where your potential candidates are, it maximizes time and ROI by telling you which candidates      are worth your time and effort to develop a relationship. Predictive analytics can match ideal candidates to open (and future)      positions and when the time is right to actively recruit the potential candidate.

2. Go where your future talent lives, works, socializes, and plays

     Gathering place. Confessional. Neighborhood. Community. Whatever you call it, social networks have created a place where people all      over the world are testing new ideas, flaunting their successes, and looking for support to learn when they fail.

     Social media is where others can live vicariously through our personal experiences. In addition to recruiting activities such as job
     fairs and college campus visits, actively listening, watching, and engaging with future job candidates on social media platforms is a      great way for recruiters to get to know them. By putting their ear close to the proverbial social-media ground, recruiters can find out      who’s out there. What do they want from work? What do they value? Are they happy with their current employer and why?

     In addition to performing primary and secondary research on potential candidates, social media provides an opportunity for recruiters      to draw an audience for their employer brand story.

3. Treat recruiting like marketing—everyone loves a good story


     The power of how you tell a story can inspire and excite. Does your employer brand story resonate with the best candidates?

     Good employer brand storytelling fosters a personalized connection and uses peer-to-peer experiences to show authenticity and      generate trust. And the best people to tell that story are not recruiters or marketers—it’s your employees in every area of the      business. They are the ones who can tell candid stories that give a realistic view of life at your company. By weaving those stories      together into the employer brand, you encourage the right people to apply because they value the perspective of their potential peers      and like what they hear.

You think you found the “one”? You’re not done!

Just because you found the “one” and convinced this person to work for your company, it doesn’t mean your job is done. Rather, it’s only the beginning. Hiring managers must consistently re-recruit their employees to keep them engaged and loyal.

Here’s some tips on how to get started:

1. Connect employees’ work with their individual values.

No matter the generation, all employees want to feel valued. They want to perform duties that have meaning and have an
impact on the overall company. Find out what each employee values—even down to the social causes that are close to their heart.

2. Create opportunities for consistent, 360-degree feedback.

Another thing people always appreciate is feedback—and not just during annual performance reviews. This dialogue should
take place weekly and provide actionable items, such as signing up for corporate learning, setting up a meeting with another colleague, or asking for the opportunity to take part in a meaningful project to gain leadership skills, make a greater impact in the company and world, or spice up daily life at work.

3. Help employees picture themselves moving through the ranks.

If employees see a future with their current employer, they are more likely to resist the temptation of a recruiter’s call. Look for internal talent when filling open positions. If your talent doesn’t have that one unique, critical skill set, see if it’s possible to help an employee develop that skill through corporate learning before you reach out to your list of potential candidates outside the company.

Above all, no recruiting strategy is complete without the right leadership—and that is especially true for re-recruiting plans. When there’s a management team that understands the value of developing a competitive workforce, you’ll have the time, money, resources,
and support to convince hiring managers that re-recruiting your employees is just as important as recruiting new ones.

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      Author's profile photo Carolyn Brock
      Carolyn Brock

      This is great, Tracey. One tactic my manager uses is to look out for possible "special projects" for us. I've worked on a variety of projects outside of my defined role, and these projects gave me the opportunity to learn new skills and network with people I might otherwise not have met. Yes, it does add to the workload, but the challenge and fulfillment I get are important to me, and I believe SAP benefits by keeping active employees engaged and motivated.