Now Hiring…well anyone, really.
It may have been a couple of years since you last needed to hire someone. You go onto Craigslist, navigate to the job category, and for a nominal fee, post your job. Then you sit back and wait. And wait. What you will find in the following days is the reality of what a lot of hiring managers in your shoes have already discovered: hiring has changed. Job applicants have changed. The entire job market has changed.
The unfortunate reality is that your hiring processes have not.
Even as recently as a year ago, you may have found enough people for your entry-level role. Business has been good, enough to justify increasing your headcount. However, the strains of a historically low unemployment rate may have finally led to cracks. You may not be seeing the same quality of Applicant. Fewer people are applying to your jobs than before. More of your emails are going unanswered. Your pay-rates have become quickly out of date. You are being ghosted like you never have before.
Take Inventory of How You Hire
A complicated issue like hiring takes time and effort to untangle, but if you are trying to fix your organization’s hiring issues, a good place to start is by reviewing your hiring processes. Take a moment to review our checklist below. You may discover new avenues of hiring that you’ve never had to consider before.
1. How do you compete for the attention of the active (aka someone actively looking for work) job seeker?
a. When someone is looking, can they find your company and job post easily?
b. What profile are you looking to hire? In other words, who is your ideal hire?
c. Conduct stay interviews – of the people currently in your job, why do they stay? What keeps them in the job?
d. Conduct exit interviews – why do people leave your company in the first place?
2. How to you get on the radar of someone who does not need your job (the “passive” job seeker), but would love to work there?
a. Where are they spending their time? How do you get in front of them?
b. Can you develop a referral network or program?
c. What type of employees and roles at different companies or industries might be tempted to make the move? For example, if you were hiring for delivery drivers for early mornings, look to attract the following:
i. Drivers for shuttle companies or Uber drivers.
ii. Retail or restaurant workers wanting a change. Even trainers in gyms burnout.
iii. Parents with childcare challenges (home by 3 pm…)
3. How do you “upscale” your employees to move them into the harder to fill roles, allowing you to focus on hiring for the easier roles?
a. Do you have a training program in place?
b. Is there a career path possibility?
4. Is there a possibility to change the job itself?
a. Is it possible to attract people who seek job flexibility by offering options such as split shifts (4 hour days) or a 4 on/3 off situation?
b. Does the job have to be filled by someone in your company? Can you work with a staffing agency and go contract?
Once you can answer all of these questions, you should have some clarity regarding what changes need to be made. If you need help making those changes, let us know.